I used to be a believer in daily standup plus bi-weekly sprint planning, but lost faith with the (possibly cargo cult) methodology I was trying to follow.
Adding 1:1 in with that would be far too frequent, and probably far too little real content in each meeting.
Did productivity actually change dispensing with those meetings? Probably not by much, it's hard to say empirically because task estimation was always a wildcard.
Qualitatively, I think a good balance is twice-weekly standup, bi-weekly long form. It adds some structure and regular communication, I think it helps people feel better and have a bit more relationship. But I supplement this with frequent invitations to talk about product ad-hoc, talk about tasking ad-hoc if you feel you're not productive, and schedule more pointed meetings with me whenever I'm free. Which is almost all the time, because I need to not be in meetings in order to get work done or spend time thinking.
Honestly, I don't begrudge anyone a job. If people want to do SWE as a performative role, I'll detect that fairly quickly and let it be, even people under me if I were to climb the org chart beyond the first rung. They actually do serve some benefits to the company and to society, as long as they are amicable and respond positively to requests. I'm eventually going to tune them out for serious/urgent development work, and no one can make any guarantees about protection from layoffs, period. C'est la vie.
If people are driven to achieve more, love engineering products, and enjoy working with technology, it's going to be obvious. We will end up working together to solve problems like gravity creates stable orbits. But I can't realistically only hire those people, or run even a medium size company with only the vital few on payroll. It's statistically unlikely, that's why a unicorn startup is a unicorn. Statistically most SWE roles exist outside of that... right? Like after IPO, in big companies where some amount of bureaucracy is just a fact of the size of the machine.
EDIT: twice weekly standup, although I guess bi-weekly can mean both every other week and twice a week?
The general academic lab model is still the best I've seen and experienced. People sign up to present at the weekly lab meeting if they have something to present, 1 person per meeting. There's maybe 10 mins of quick bringing things up at the beginning of lab meeting before the presenter starts, if you have something short to share or general announcements. Specific project groups will have their own direct meetings on their own schedule that makes sense to them with the pace of incoming results to discuss.
When you do daily standups or mandatory everyone says something type stuff, it does something damaging psychologically. You end up scrambling to get things together for the standup to not look like you are a fumbling idiot, when it would have been better to take a few more days with a clearer head, less cortisol in your blood, and output and share better work.
Going directly from a research lab with a healthy and collaborative culture to an agile scrum factory in the private sector was one of the most jarring experiences of my life.
Everytime I speak to an academic who is trying to make the same leap this is something I always warn them about.
> When you do daily standups or mandatory everyone says something type stuff, it does something damaging psychologically.
Yes, very much. The most stressful times I've had at jobs were when I felt necessary to have an update every day at a silly standup. I'd have a panic attack most late afternoons about having enough "content" for tomorrow morning standup. That is super toxic.
I'm ok with daily standups, as long as it is clear it's just a moment to mention anything you want the team to know or rant about something that's annoying you, but it's perfectly ok to say "nothing to update" most of the time.
Currently I manage a team and we do daily standups. I'd rather cancel them, but the team wants to do them so we do. I often say I have no updates partly because it's true but also to set the example so the team members don't feel any pressure to give updates unless there is a specific detail they want to share.
Very good explanation and interesting take on the 'humanity scale' or internet scale significance. I work on a phased array system so significance of white rabbit for me was always sample alignment. Assumed CERN had a similar use case of needing to order (sensor data of) physical events happening far apart.
But if we imagine the vast majority of internet and telecom infrastructure is also implemented this way, we can reason about information over time in general. Makes me think of 'earth is a big computer' type of sci fi trope. Neat!
Indeed, time synchronization across detectors is always tricky. Distributed clocks get messy at ATLAS dimensions. WR allows to distribute pretty good time sync over large detector systems.
Sometimes still not good enough though. Time-of-flight detectors try to get to single-digit ps level, and almost by definition, you have to synchronize two detectors that are some distance apart.
I have to admit, I feel the same envy about industry and economic growth.
But there also seem to be many explanations of why Canada continually fails to attract large cap business other than resource extraction. The cost of living / skilled worker wages / tax structure / high levels of regulation means that if you have large cap, you could just build your factory somewhere else and make more money.
We've got golden handcuffs in many ways.
Still, that 'envy' or ambition is what keeps me coming back to HN, I think it is still possible to start something successful and innovative in this country.
Absolutely. For a lot of my career I worked from west coast Canada for US companies in California. After a few years of earning $80k CAD and working as hard as anyone I'd meet at conferences in the USA, I realized I was being an idiot. It was transformative. I only know a couple people personally in software here who work for Canadian companies apart from where I work.
I earned ~2–3x more than I do now working for a Canadian company, doing the best work of my career. I'm so unimportant here, they would readily discard me and laugh if I asked for a raise. This is Canada. But, I like this place, the people, and the work. I think it's important work. I'm at a stage where I prefer that over cash.
I don't think many of my peers feel the same. There's a sense that there's no point in working for Canadian companies if you don't have to. On balance they perform worse, pay less, have less interesting opportunities, and work you as hard as any American counterpart would.
The sane thing would be to ban Excel and promote SQLite. Excel is often used for tabulated text (issue tracking) not calculations. Perfect use case for a relational db
I mean, it might have been at first, but Microsoft figured out that the majority of users for lists without formulas in 1993 and they've strategized around that. IMHO, the biggest concession to this was when they added Power Query to core Excel in 2016.
If you like sci-fi takes on software systems, check out Vernor Vinge "A Fire upon the deep" and sequels. I recall ship systems software is something like all the code humanity has ever written, plus centuries of LLM churn. One of the protagonists is a space faring software developer particularly good with legacy code.
We are used to thinking about software like in the article, a program that runs deterministically in an OS. Where we are headed might be more like where the LLM or AI system is the OS, and accomplishes things we want through a combination of pre-written legacy software, and perhaps able to accomplish new things on the fly.
Interesting, I kinda do this. Sometimes when an LLM solves a problem for me, I have it write code so that I can reuse that exact same approach deterministically(and I line by line check it). Now I have about a dozen CLI commands that the LLM can use and I'm reasonably (although not 100%) sure I'll get an expected outcome. Really helpful with debugging via steam pipe and connecting to read replicas.
I partially agree with this idea, but there will always be the Jeff Dean and Fabrice Bellard of the world... but 99% of companies won't ever get the chance to hire the top 1% of programmers. Therein is the problem. Maybe a better way to look at it is the statistical likelihood of producing good engineers and scientists goes down with AI because of poor fundamentals.
In SW this is perhaps the easiest domain to counterpunch. Get young folks learning computer history and understanding how the hardware works down to a register level. We write most software with some mental abstraction of what the hardware is actually doing. That's the crux, I believe, and if we lose widespread hardware understanding then we truly do become lost at sea, practicing the mystic art of non deterministic incantations
This article touches on an extreme case "what if all your Sr. Engineers are financially independent?" but I think could do more to explore real world examples and address the elephant in the room, compensation through vested shares. I'm not personally experienced about that kind of thing, but I can imagine it helps maintain a healthier balance of power.
Certainly from a raw game theory kind of analysis, an engineer who can monopolize information and has gained authoritative understanding of the design can be crazy powerful, for better or for worse. If this agent optimizes for good salary, lowish effort and high stability... yes I can imagine a senior engineer who fits the name in rate of technical output, not only pecking order order.
The senior engineers, who built the main product that pays the bills have all been there for 25+ years. They held shares in the company back when it was worthless, and now they are all very wealthy. At this point, they literally show up to work just for fun and they aren’t shy about making this known.
The result is that the company has massive insurance policies on these guys in case they die. They also call the shots; they have outsized influence over a range of functions they know absolutely nothing about, ranging from HR to finance to security.
For me the freedom to own my computer means I can run any software I want on it.
Self hosting is predicated on some openness of computing in general. Interestingly it still does not practically allow you to use certain services like Google Maps, where even if the end user has great benefit, they get it for free because they give back their data.
I share your preference for Organic Maps over OsmAnd, and while I haven't been daily-driving CoMaps for long (nor has anyone, really) I already significantly prefer it over Organic Maps. I need to use it long enough to see what the edge cases are like, but after using it three time zones worth of rural places and dense cities, it has worked well.
Did productivity actually change dispensing with those meetings? Probably not by much, it's hard to say empirically because task estimation was always a wildcard.
Qualitatively, I think a good balance is twice-weekly standup, bi-weekly long form. It adds some structure and regular communication, I think it helps people feel better and have a bit more relationship. But I supplement this with frequent invitations to talk about product ad-hoc, talk about tasking ad-hoc if you feel you're not productive, and schedule more pointed meetings with me whenever I'm free. Which is almost all the time, because I need to not be in meetings in order to get work done or spend time thinking.
Honestly, I don't begrudge anyone a job. If people want to do SWE as a performative role, I'll detect that fairly quickly and let it be, even people under me if I were to climb the org chart beyond the first rung. They actually do serve some benefits to the company and to society, as long as they are amicable and respond positively to requests. I'm eventually going to tune them out for serious/urgent development work, and no one can make any guarantees about protection from layoffs, period. C'est la vie.
If people are driven to achieve more, love engineering products, and enjoy working with technology, it's going to be obvious. We will end up working together to solve problems like gravity creates stable orbits. But I can't realistically only hire those people, or run even a medium size company with only the vital few on payroll. It's statistically unlikely, that's why a unicorn startup is a unicorn. Statistically most SWE roles exist outside of that... right? Like after IPO, in big companies where some amount of bureaucracy is just a fact of the size of the machine.
EDIT: twice weekly standup, although I guess bi-weekly can mean both every other week and twice a week?
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