Many, many years ago I used to have two Wyse50 terminals, running split screens each with two parts. I did a lot of support on remote systems (via modem!) and I would have a session on a customer system, source code and running on our test system and internal stuff. I didn’t have space for a third terminal.
At another job I had an office with a “U” shaped desk. I would spread printouts across half the “U” and swivel around between the computer and the printouts.
My first experience with this food was in Halifax decades ago. The Halifax Donair is a unique thing.
And it’s definitely Donair, not Doner.
I always thought of “Briton” in that last sense, while “Brit” has the meaning of anyone living in the UK (almost). But that’s from an outsider’s perspective.
As my English cousin corrected me, though, “I’m English, ‘British’ could be anything!”. She wasn’t, of course, talking about the difference between English and Welsh, or Scots.
Technically, he would have three drives and only two drives of data. So he could move 1/3 of the data off each of the two drives onto the third and then start off with RAID 5 across the remaining 1/3 of each drive.
I really like that water molecule analogy. Personally, I have always viewed it as so feature of the topography of our universe in a higher dimension. Think about two two dimensional people living in a spherical plane. The furthest actual distance they could get from each other would be the diameter of the sphere. Yet they wouldn’t even know of the spherical nature of their universe.
I’m not sure that they saw it as a “placeholder” at the time. It wasn’t until Mickelson and Morley demonstrated that the fixed frame of reference demanded by aether wasn’t there, paving the way for Relativity, that it was abandoned.
I don’t see people treating Dark Matter an a placeholder right now either.
But, like I said, I’m not qualified to comment.
I’m totally unqualified to comment on this, but something has always itched in my brain about dark matter. It smacks, to me, to be the aether of the 21st century.
I’m not sure what you’re getting at.
All I’m saying is that, for Christians, the text of the Bible has been mostly locked down since the Vulgate Bible at around 400 AD. The content is what it is, and is the basis of the faith.
At this point it doesn’t matter if someone mistranslated the Hebrew, misquoted Jesus, made Jesus up entirely, or forged an epistle. It’s been in there for 1600 years and it’s authenticity or accuracy is moot.
Arguing about the origin of 1 Timothy is like arguing about the colour of the wings on the fairies that live at the bottom of the garden. It’s all made up rubbish anyways.
I’m not sure about the value of questioning the authenticity of something that has been canon for almost 2000 years. It’s like quibbling about how the Latin translation of the Old Testament doesn’t match Hebrew sources.
Who cares which misogynistic jerk wrote that passage? It’s been part of the bedrock of the faith of countless generations of misogynists since then.
Not in England. 240V boils water faster than you can get the teabags out of the cupboard.
Deal with the ethernet port issue by purchasing a 5 port ethernet switch. Maybe the rest of your issues go away?
Yes. This is perhaps the most profound insight into canine communication that I’ve ever seen.
Death Valley appears to be a very contained thing. When I was there, the temperature in Las Vegas was 108. When we started down into the valley the temperature started to rise dramatically. Half way down, it hit 117 and I had to stop to get out to see what it felt like.
But then the temperature kept going up as we went down into the valley. We hit 126 for a while approaching Badwater, and it was 124 when we got out at Badwater.
And this was in May, around 15 years ago.
The point is that when you go there, you see that Death Valley is a meteorological phenomenon created by, and contained by the geography of Death Valley.
Yes, 108 is hot, but there was an almost 10 degree increase as soon as you crossed the ridge into the valley and started down. The idea that Death Valley climate will somehow spread to the surrounding area just doesn’t make sense.
I was actually referring to this
“Hey! Hey! Hey!”
We need one that says, “Front towards solicitors”
As a Canadian driving around the UK I always found these signs strange. When passing one we would raise our fists in the air and shout, “End road work…end road work everywhere!!!”.
It amused us.
In respect to sitting above the API layer and turning DTO’s to/from Domain Object’s, I’d call them “Brokers”.
In a way, this question itself is very “un-agile”. Agile should be always forward-looking, “What can we do next?”, “What can we get done in this short period of time?”, “What should we do next?”.
OK, so you found a possible “defect” in your system. Is it a defect, or did someone slide in a requirements change 3 months ago?
This reminds me of playing chess. Sometimes a player will make their move when their opponent is distracted. The opponent hears, “Your turn”, and they look at the board. “Which piece did you move?”. The first player just shrugs.
The point is that you shouldn’t need to know which piece just moved. Every chess position is a “state” of its own, and your best move should depend on going forward from that state, not knowing how the board changed recently.
It’s the same thing here. You have a situation. Does it really matter how, when, who or why it happened? It shouldn’t, and here’s why:
Just because it’s a defect (if it is) doesn’t automatically mean that correcting it moves to the top of your “to do” list.
It’s going to take some non-zero amount of time to change it back to blue. And when you’re doing that, you’re not doing something else. There is always an opportunity cost to doing bug fixes and you shouldn’t treat them in an ad-hoc way. Should you be spending that time, and who gets to decide if you do? It’s not your decision. It’s the PO’s decision to make.
Maybe the PO doesn’t care about the colour. Maybe they do care, but not if it means some other feature gets delayed. Maybe it’s the most important aspect of the whole system, and there’s no way you can launch with it green. So you cancel the current Sprint and start a new one dedicated to fixing this defect! Maybe they regret asking for it to be blue, and now they’re happy that it’s now green.
If it was me, I’d get a quick T-shirt size estimate on the work required to change it back to blue, then put it in the Product Backlog to be reviewed with the PO. Maybe have a quick chat with the PO, or send a memo about it. Maybe the PO will need to check with their SME to see if anyone remembers asking for it to be changed to green. Maybe not. In any event, it either makes its way into a Sprint Backlog or it doesn’t.
Also, if you’re doing Agile right, then your clients are getting constant, hands-on, experience with your system as it is being developed. To go 100 days without some kind of “release” that they can play with and give you feedback is an anti-pattern. If you are giving them the latest version every week or two and after almost three months they haven’t noticed that the footer is green, then it’s probably not important.
On to the actual question. Jira is a potential sand trap of administrative complexity. The answer is usually to keep everything smaller. Smaller features, and smaller Sprints. Smaller teams. A team of 5 or 6, working in one week Sprints, can only do so much per Sprint. If your fundamental unit of work - a story, or a feature, or a ticket - is set to take something like 1/2 day and forms the basis of your Sprint Backlog, then each programmer on the team can do at most 10 SB items (in a perfect world). Depending on the composition of your teams, you’re probably going to have only about 3-4 programmers - which means 30-40 tickets per Sprint Backlog. And that’s a blue-sky number that’s practically impossible in a world with meetings. A team of 5 or 6 is going to complete closer to 20 Sprint Backlog items in 1 week Sprint in the real world.
The point being that 14 Sprints is your 100 days and each Sprint has about 20 easy-to-understand items in it. Whatever your management tools, it’s a failure if you can’t locate those 280 features in a matter of seconds. And it should be easy to eliminate 270 of them as not possible places where the change happened just from the description.
And when those SB items are small, as they should be, it’s not an onerous task to document inside them the requirements that they are supposed to meet.
When you have 1 month Sprints with tickets that take 2 weeks to complete, then everything becomes a nightmare. It becomes a nightmare because it’s virtually impossible to impose some kind of consistent organizational structure internally on free-form stuff that big. But it’s almost trivial to do it with tiny tickets.
And the other thing that happens with big tickets is that there’s tons of stuff that programmers do without thinking about it too much. If you’ve got two weeks to finish something, then there’s a ton of latitude to over-reach and the time estimate was just a wild guess anyways. If you have 3 hours to do something, then you’re going to make sure that what you need to do is clearly laid out - and then you have to stick to it or you won’t get done in time.
Did somebody “fix” the inconsistent footer colour while doing some huge, 2 week, ticket? Good luck finding out. But that’s not going to happen with tiny, well documented tickets.