Software Engineer, Maker, Tiny House builder, artist, hiker, gamer. I have far too many interests to list them all!
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Annoying to be a student of history right now.
A populist leader coming to power on the heels of crushing inflation. One who blames the country’s problems on a minority ethnic group he rounds up in detention centers while promising to invade neighboring countries and attempting to compromise the major forms of mass media. All sounds familiar.
History doesn’t repeat but it sure does rhyme.
More scumbaggery from Meta, blocking links to a "competitor" so tiny that it's a rounding error on a rounding error of FB/Insta/etc traffic.
https://www.404media.co/meta-is-blocking-links-to-decentralized-instagram-competitor-pixelfed/
Just added myself to the Indie web Ring! It feels like the late 90s again! I wish I felt like I did then! Lol
Just in case you'd like to roll it back as well..
I see a lot of pointing and laughing at the brouhaha between Musk and Ramaswamy, and the MAGA crowd who's pissed off at them for the whole H1B thing, and claiming America doesn't have enough engineers.
But here's the thing. Musk had a whole helluva lot of engineers when he bought Twitter. He decimated his own workforce.
Every other tech CEO looked at that, went "HEY THAT LOOKS PROFITABLE," and chucked a bunch of their own engineers out the door, too.
The tech job market is STILL reeling from this.
So I call bullshit on the whole "America doesn't have enough engineers" claim. What they really mean is, there's a shortage of engineers they can get away with paying shit wages.
Signed, QA Engineer still out of work after a year and a half
Search real content by real people from the indieweb / the small web / digital gardens — https://searchmysite.net/
@evcricket @redezem software engineering is not manufacturing. In the same vein, prescriptive scrum is not agile (adj.).
On a more serious note, when you hear someone use “agile” as a noun - you’ve encountered a cargo cult.
@redezem @virtualwolf none of those complaints are about Agile: https://www.atlassian.com/agile/manifesto
> Manifesto for Agile Software Development
>
> We are uncovering better ways of developing software by doing it and helping others do it.
>
> Through this work we have come to value:
>
> Individuals and interactions over processes and tools
>
> Working software over comprehensive documentation
>
> Customer collaboration over contract negotiation
>
> Responding to change over following a plan
>
> That is, while there is value in the items on the right, we value the items on the left more.
Seems more like legitimate complaints about Scrum :🤷
This document describes the Programming Methodology Framework also known under the PMF methodology. The methodology is based on the manifesto written by Zed A. Shaw which describes a natural approach to software engineering with a strong focus on the act of programming. The PMF methodology uses a soft naming to allow for a non-partisan reference to official engineering or project documents describing one of the most used software engineering methodologies.
@a Oh cool, I'll have to read this.
In the meantime, all I can think is https://xkcd.com/927/
@jfrench @redezem I’ve had mixed success at various organizations with agile. I think the process is fundamentally about communication, not about achieving some specific result or optimization.
Put another way: agile cannot prevent unexpected changes, incomplete or misguided requirements, or make development actually faster. All it can do is provide a framework to talk about expectations and encourage more frequent communication. I suspect there are lots of other ways to do that, too.
@redezem What a load of shit.
1: Requirements change all the time because customers don't know what they want, because analysis is hard, and because people gain more insight as the project progresses.
2, 4, 5, 6: Only incompetent managers put too much stock in estimations. It's useful for a team to have an idea of complexity, but only for deciding a very rough planning.
3: That's not a thing. Go home, you're drunk.
7, 8: This is just retarded high school humour.
@redezem There are lots of valid criticisms on agile (and especially on the cargo cult of Scrum with its silly certifications, driven by incompetent project managers who wouldn't know the difference between software and cocaine).
But this, this is just nonsense.
@redezem Agreed. I think a proper Scrum process can work, but only if all team members and all management buy in fully, and nobody deviates from it in any way.
In other words, "proper" Scrum actually must be followed religiously. If you change any part of it, anything at all, it will all fall over and you'll end up with exactly what you have in the image: started with 50 points, completed 70 points, remaining 100 points. And nobody ever agrees on what a "point" even IS. No matter how good you get at Planning Poker, my idea of what constitutes 3 points is never going to agree with your idea of what constitutes 3 points. It's just way too abstract.
With Kanban, there are no points. It's a case of "just keep moving forward". There aren't any hard deadlines for individual cards either (at least in our implementation). There are loose-ish deadlines for epics, but those tend to be measured in weeks or months instead of days, and we have an amazing product owner who stays on top of everything and makes sure that the next highest priority ticket is always at the top.
We do planning on individual epics and cards, as and when we need them (no more 8 hour planning sessions), but we DID keep the concepts of a fortnightly demo, followed by a retro (they're just not called "Sprint" demos and retros anymore because we no longer do sprints, and if we miss a demo or need to move it back or forward a day for whatever reason, no stress because there's no burndown chart or cadence to measure. In Scrum, it used to be an unmitigated DISASTER if we had to postpone a demo. :P
We also kept daily standups, because it's good to get a feel for what everyone's busy with.
@redezem @basbebe This is a rambling opinion & not arguments.
I was working in a functional and very much reflected #Scrum process for four years and it worked really good although a #waterfall process would have been possible as well. Each team had its own way.
You need to have an #agile expert who doesn't follow religious spells but really understands the core of agile to come up with a customized process that fits the situation. Mostly that is the issue at hand. 🤷
@redezem All I can say is that it works for us.
The point of agile isn't to get it done faster, its to get it done right with faster feedback. The military have this concept of the OODA loop, which needs to be as short as possible to let you react to new information. Agile has the same idea.
No, requirements are not meant to change, but the reality is that users cannot envisage the new software and how they will work with it. Waterfall blames the user for that. Agile works with the reality.
The team I worked on tried to introduce Scrum. The main problem was that the guy who got appointed as Scrum leader (coordinator - head honcho or whatever) never turned up much before midday and the daily meetings were held at 09:00. So the guy who was supposed to be hosting them was never there!
He should have been fired for abysmal timekeeping but that didn't actually happen until 2 years later when the management finally realised he wasn't actually doing the hours he was claiming!
@redezem I quite like Agile (per the manifesto), but Scrum is awful.
Edit: Software estimation is a fool's game.
@redezem
I actually really like an agile-lite process where every team has:
* one 45+ minute weekly meeting to plan and discuss work
* 3 - 5 short meetings each week to stay in touch and get support
* one retrospective every 2 weeks
That said, everything in the meme is accurate. Point estimates are sooth saying. Velocity is nonsense. A well-organized team can mostly stay operational with async chats and occasional ad-hoc meetings to do design and solve problems. When devs drive the process it can work. When product or project managers try to run things it becomes an exercise in management.
@redezem That’s too easy. Scrum is a /tool/. Tools don’t solve your problems, they just empower /you/ to do so.
If you don’t get your planned stories done, then that’s an information Scrum provides you with. So you gain transparency, but also the responsibility to act.
Use your retros. Start experiments. Plan less. Try out swarming.
Introducing Scrum doesn’t magically relieve you from your pain. It puts the finger into the wound and makes you scream.
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