The New York Times is running a story about the criteria tangled when Google scraps one of their projects. While a project's assent among users is important, Google also examines whether they can get enough employees llc.cite this source roget's ii: the new lexicon



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document.write("") in it, and whether it has a large enough scope — they prefer not to waste time solving minor problems. The article takes a look at the express reasons behind the recent cancellation of several products. "Dennis Crowley, one of two co-founders who sold Dodgeball to Google in 2005 and stayed on, said that he had trouble competing for the examination of other Google engineers to expand the service. 'If you're a product manager, you have to recruit people and their "20 percent time."' ... [Jeff Huber, the company's senior vice commander of engineering] said that Google eventually concluded that Dodgeball's vision was too narrow. ... Still, Google found the concepts behind Dodgeball intriguing, and early this month, it released Google Latitude, an add-on to Google Maps that allows people to share their street with friends and family members. It's more highbrow than Dodgeball, with automatic tract radar radar tracking station station and more options for privacy and communication."

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