2-3 sprints?! Y’all really flying by the seat of your pants out here huh?
My teammates and I have no trouble planning multiple quarters in advance. If something crops up like some company wide security initiative, or an impactful bug needing fixed, etc then the related work is planned and then gets inserted ahead of some of the previously planned things and that’s fine because we’re “agile”.
I delivered a thing at the end of Q3 when we planned to deliver at the start of Q3? Nobody is surprised because when the interruptions came leadership had to choose which things get pushed back.
I love it. I get clear expectations set in regards to both the “when” and the “what”, and every delay/reprioritization that isn’t just someone slacking was chosen by management.
I think this may be less about Agile and more that you have a great management team that sets clear priorities and goals. Not every Agile environment is like that.
I do greatly appreciate my management and general company tech culture, they’re great.
I agree with your stance here, because it’s part of my point. I tend to see more people bitching about Agile itself and not management or their particular implementation.
The jobs where I was only given enough info to plan 2 - 4 weeks out were so stressful because I frequently felt like I was guessing at which work was important or even actually relevant. Hated it.
Turns out it’s a skill issue ;p (on the management level to be clear). Folks, don’t let your lazy managers ruin you on a system that can be perfectly fine if done right.
It’s not bad, it’s just not agile. Agile exists for projects where that simply isn’t possible. Its sacrificing a bit of potential best-case productivity to ensure you don’t get worst-case productivity.
I can’t pinpoint the exact problem, but corporate agile destroyed software development for me. I completely lost the fun developing software as an employee. I had the most fun on my first project, which was a waterfall one.
The problem is that people realized that they could sell agile training to middle management if they changed it to be about making middle managers feel empowered and giving progress visibility to upper management.
Agile has some good principles, but too often projects are delayed to support the process, when the process exists to support the projects. When a team is more focused on stand-ups and burn down charts than they are on shipping software, then they’re no longer agile. Unfortunately that is what happens to a lot of teams that decide to use Agile.
Tin the wire and the pin first and then touch the iron to them both quickly. They should stick fairly well without needing to add additional solder. Also, like someone else mentioned, flux can help quite a bit. (Maybe even a cupped soldering iron tip might be useful, depending on the situation.)
Learning how to solder SMD components will get you extremely familiar with how solder behaves at that scale. Let’s just say it’s significantly different than just doing basic wires and THT.
(Well, the solder doesn’t really act different, but at smaller scales it looks like it does.)
I tried to hand-solder a Hirose .35-pitch connector onto a custom OSHPark board once. Let’s just say it was a humbling experience. Thanks to a generous friend, I learned the value of solder masks and owning a home reflow oven.
Respect to whoever can do this sort of thing, but life is too damn short and my eyesight and hands don’t need the abuse.
TBF bugs are arthropods too, unless you’re the kind of person that includes snails and slugs and/or earth worms. Certainly, “true bugs” in the entomological sense are. Centipedes, along with millipedes and a couple less-known classes, are myriapods, which are a member of the arthropod phylum along with other subphylums like hexapods (insects and friends), arachnids, and the various crustaceans. Arthropods themselves are panarthropods, a group which includes a couple arthropod-looking phylums, namely the velvet worms and the tardigrades/water bears.
Nah. It doesn’t say not to plan. It says to prefer responding to change over planning. Which means both happen but responding to change is more crucial. Or put another way don’t let your plan get in the way of responding to change.
I’m sure you were being sarcastic, but I get kind of tired of the Agile strawman and people shitting on it. It’s not a complex philosophy yet people extrapolate so much (too much) and then get annoyed when their assumptions don’t pan out well. even performing sprints is an extrapolation, so this meme gets it wrong too.
i know this is for the lols, but you'd be surprised how often stuff like this happens... bodge wires and dead bugging it are much cheaper than re-spinning a board/IC. anything to get the boss off your back, just make sure to give your technicians a case of beer/beverage of choice for the extra effort fixing your fuck up.
The challenge is, in a real org of some size, you’ll suddenly get marketing or customer success asking you for commitments that are very far out, because ad slots have to be booked or a very large customer renewal is coming up.
And some of the normal coping mechanism (beta-branch that spins off stable feature to the general release branch) don’t work for all those requests.
Try as you might, you are going to get far off deadlines that you have to work towards. Not for everything but for more than you’d like.
The stupidly easy solution is to just give them stuff that has already been successfully delivered to production to market, 9 months from now. There’s invariably a huge backlog of years worth of successes that marketing wasn’t even aware of.
Yeah, I agree that might work if the marketing team isn’t that connected to the product. I’ve not worked with a marketing team where that would work, but maybe it will for some. It doesn’t change the “massive customer will only renew if” scenario, though.
I’ve not worked with a marketing team where that would work, but maybe it will for some.
I’ve never been anywhere that I thought it would work, but it ultimately did, almost everywhere.
I’ve found it takes a few iterations, but the marketing folks in on it love being the ones who actually can reliably deliver on their promises.
It doesn’t work for the marketers that promise whatever they please without talking to dev, but I don’t find them to be worthwhile professional allies, so I don’t sweat it.
It doesn’t change the “massive customer will only renew if” scenario, though.
Very true. It doesn’t help with that case, and that one does happen. I’ve had the best luck saying “we don’t do that, but we’re scrambling to add it” in that situation.
Tru dat. Agile product management is not the same as agile project management. Agile Project Management is about the ability to figure and changes things along the lines of the predetermined cost and time path (e.g. figuring out features required along the way), not about the agility to prolong/shorten product value proposition time to market.
As a dev, I think agile works best when there's an ongoing conversation with the users, and I usually have to fight with management to get to speak to those actual users.
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