daveoflynn

Boeing is already a public/private enterprise. The down years in commercial aircraft are propped up by US Gov defence orders, lots of primary research is funded by the US taxpayer, the US Gov works very hard to help Boeing sell airplanes, and there’s heaps of tax breaks available at the State level.

Many of the trade offs that Boeing has made - outsourcing, devaluing internal expertise, focusing on shareholder returns over risky long-term bets, and aggressively fighting unions - mirror US culture more generally. There’s little evidence that nationalising Boeing would change this - as an example related to this news story, the DoD is outsourcing more and more of its training and aggressor flying to private corporations.

It is worth pointing out that many of the points about Boeing being a public/private enterprise also apply to Airbus.

I don’t want to argue that the keyboards and mice are perfect, but we have two magic keyboards, two mice, and one gen1 trackpad that have all been extremely reliable. All are +/- 10 years old.

Well, one mouse and one trackpad didn’t survive a recent toddler/tile floor situation. But that’s not Apple’s fault ;)

It’s not “for the sake of a wink and a nod” or “dogwhistling.” The ACLU is actively campaigning against the way the US Government and ICE in particular treats immigrants and people around the borders.

Have a look at the ACLU website... their position is quite clear.

BACS is generally cheaper at volume. In addition, BACS Bureau allows a payroll company to transfer money directly from your employer's account to yours without the money ever reaching their account.

All fixable, but payroll companies are generally chosen on price, not innovation.

The auction cleared at £45/MWh (1). This means that the bids referenced in the Bloomberg story have succeeded. Bloomberg have significantly updated their story to reflect the results.

In today’s good news story, we can change “may” to “will” in the headline to match the updated story :)

(1) https://twitter.com/mliebreich/status/1175080738116571136?s=...

It took about 30s to ‘solve’ the captcha on my iPhone XR, with minimal feedback as to why it was taking so long.

That was pretty annoying. If I hadn’t been on a site demoing captchas, I would have assumed the site broken and moved on...

There’s a joke in skydiving: “What happens if your backup parachute fails? You aim for the car of the person who packed it”

Hard to say definitively - double malfunctions are relatively rare, so the sample size isn’t enormous.

More time can increase the likelihood that you can get some piece of parachute fabric above your head. And if you can do that, the odds go way up. There’s a saying I was taught on the first jump: “keep fighting until your goggles fill with blood.”

But if you cannot get a parachute out for some reason, a longer freefall will only give you more time to contemplate your fate.

> after some inflection point, does your likelihood of survival actually increase with altitude?

For humans, no. After ~10sec you’re falling at terminal velocity, which is generally 2-300km/h, and your odds of survival are extraordinarily close to zero.

This lady had a double malfunction, where there were issues with both main and reserve parachutes, but per a police report (1), she was descending at 60km/h, so she must have had at least some parachute material out and slowing her fall.

She’s very lucky, despite what’s likely to be a shitty next couple of years of rehab, but this isn’t a “fell from an airplane without a parachute and survived” miracle.

(1) https://www.lenouvelliste.ca/actualites/une-parachutiste-gra...

The primary things that's changed has been the availability of small powerful gas-turbine engines. That's what's made the folks you've mentioned, plus the Jetman project, possible.

To the best of my knowledge, this class of engines were originally developed for model aircraft.

> Do the regulators take into account whether the firm is actually at fault?

To echo others: yes, a lot. To quote the Information Commissioner:

> "I have no intention of changing the ICO’s proportionate and pragmatic approach after 25 May [the GDPR intro date] ... Hefty fines will be reserved for those organisations that persistently, deliberately or negligently flout the law."

A good overview of the ICO's approach: https://www.pinsentmasons.com/out-law/news/gdpr-uk-watchdog-...

The whole draft policy for how the ICO applies its powers is here. It's a good read, but not short: https://ico.org.uk/media/2258810/ico-draft-regulatory-action...

£183m is about 10% of the profit BA made in FY 2018 before exceptional items:

> Despite these challenges, our revenues have held up, increasing 5.7 per cent versus last year. ... we achieved an operating profit of £1,952 million before exceptional items and a return on invested capital (RoIC) of 17.3 per cent

source: page 18 of https://www.iairgroup.com/~/media/Files/I/IAG/documents/annu...

I think BA (and their parent IAG) are going to be just fine.

That analogy doesn’t hold up. All Airbus and most Boeing aircraft have systems to push the nose down in event of a stall.

The problem here is: in the transition from the -NG to the -MAX, Boeing added this protection and didn’t tell anyone.

Imagine someone added Adaptive Cruise Control to your existing car without telling you - the first time the car braked on its own, you’d freak out. The car is suddenly behaving in a way it should be able to.

If you know the system exists, you can recognise what’s happening and deal with it. If you don’t know it exists, the behaviour is going to be absolutely baffling, and no in-flight diagnostic procedure has a step for “did the manufacturer add an important safety device and not tell me?”

Here are Joshua’s slides from the talk mentioned above: https://joshlf.com/files/talks/Move%20Fast%20and%20Don't%20B...

Ireland is, as of 2016, a net contributor to the EU; this year the country is expecting to contribute 2.7bn€

Source: https://www.irishtimes.com/business/economy/ireland-s-contri...

Contractors still do a bit better than employees, though HMRC keep talking about seriously cracking down on the practice.

Was that a while ago? Dingle town (and many other small towns in Kerry) have fibre: https://fibrerollout.ie/rollout-map/ .

Lots of houses have been connected in the last 2-3 years.

Likewise - in the decade I was active in the sport of skydiving, I heard plenty of stories around using the sport to help with stress, depression, and other issues back in the “real world”.

Never heard of a tandem jumper saying that, but then, how big is my sample size?

This article misses the point. Atlassian's success is not because of their user onboarding. The onboarding process has been a serious weak point of JIRA and Confluence for as long as I can remember (and I worked at Atlassian from 2007-2011). Heaps of new-JIRA-users are completely baffled, and a significant percentage of them turn away from the product suite going "what kind of idiot would ever use that?!"

Thing is, once you figure out how to make JIRA and Confluence work for you and your organisation, you probably won't want to use anything else ever again. They're really powerful, really good products, with a pretty steep learning curve.

Atlassian's success is because existing, confident, users of JIRA and Confluence do two things:

1- They tell their friends, colleagues, and random people in the street to use JIRA and Confluence.

2- When these users change jobs, they bring JIRA and Confluence with them.

Put simply: it's word of mouth that has allowed Atlassian to grow without a traditional sales force.

I know a _lot_ about JIRA. I worked at Atlassian for almost four years, in engineering management and product management roles. (Left in 2011, if you care).

JIRA is a total nightmare to configure sensibly, and the UX is complex enough that there's a real learning curve to get your team using it effectively.

The kicker is, that once the combination of JIRA, JIRA Agile, and Confluence are setup correctly, and your team is using them well, there's nothing else like it. It's spectacular for:

- tying specs to issues to code

- surfacing status to non-devs sensibly

- allowing interested folk to keep abreast of projects without having to attend meetings

- getting rid of huge messy email conversations

- figuring out "why the hell did we do that?!"

I'd recommend JIRA + JIRA Agile + Confluence to any team with more than 10 members, with the caveat that you need to find/hire an expert to configure the product and help your team use it effectively.

ninja edit: JIRA will allow you to faithfully model+enforce your fucked-up development process. So, badly-configured JIRA can be one of the least fun experiences of your working life.

Are you outside the USA? Atlassian's Cloud (previously OnDemand, Studio) offerings are only hosted in the USA.

So they're clunky and slow on any other continent. Including, amusingly, Atlassian's engineering HQ in Sydney.

You're talking about European Commission, not the European Parliment. This action is being initiated by the directly-elected[1] Members of the European Parliment.

For readers more familiar with the US, the closest analogy is European Parliment == Congress, European Comission == Executive Branch [2]. Far from exact, but will give you a flavour of the reason the parent comment is so off base.

[1] In the countries I'm familar with they're all directly elected. Not sure if that's the case in all member states.

[2] Structure of the EU: http://publications.europa.eu/code/en/en-390500.htm

Thank you so much. I felt like I was in a teenager's bedroom.

In dark theme, the contrast to the Yosemite system toolbar is terrible and the tab text is extremely hard to read.

Paddington, London, or REMOTE within UK. VISA help available. (http://www.alchemytec.com)

AlchemyTec is a team of about ten people building software to turn the labour supply market on its head, starting with the UK construction industry. We want to become the Xero of finding, hiring, and paying people. And we need help.

We're looking for a couple of modern-Java web developers. Ideally at least one will have an interest in levelling-up their front-end skills.

Our team has a diverse range of backgrounds, skillsets, and locations. We're happy to talk to remote folk, though for now, only as long as you're in the UK. We understand visas and right-to-work issues, so if you're new in London or wondering about how to get here and pick up a cool job, give us a shout.

Our stack, back to front:

    AWS
    Docker + Puppet
    MySQL
    Dropwizard + Hibernate microservices for new stuff
    Tomcat for legacy work
    Jersey + Jackson for REST
    Angular + jQuery

Our tooling:

    git
    maven (ick)
    gulp + less + browserify
    Vagrant
    Bitbucket
    Bamboo
    JIRA
    Hipchat
    Google Docs
    mural.ly
    Confluence

Developers do everything from work with product management and design, through coding, test, deployment, and production monitoring and troubleshooting.

The application process: If you have a portfolio of OSS work, send us a repo URL and a cover letter: [email protected]. If not, send us a CV with the cover letter. Absent a portfolio of work on a stack similar to ours, we'll ask you to do a fairly real-world coding test. We'll follow up with a couple of chats on Skype or in person depending on your location. Then we either like each other or we don't.

Warning: you may have to pretend you like dogs. Several members of the team are mildly obsessed.

Questions, comments, flames, etc: [email protected]

It's vital if you use a Mac/Win as a dev machine.

I used to have the cert (deleted a while ago), and I've never installed Steam.

I live in France & all the major telcos* do this. It's an advertised part of the services.

* At least: Orange, Bouygues, SFR, Free.

Many of the products were acquisitions, though often at a very early stage in the product's lifecycle. Off the top of my head, acquisitions: HipChat, Bitbucket, GreenHopper (now JIRA Agile), SourceTree, FishEye, Crucible, Clover, Crowd, Bamboo.

I'm an Irish redhead who lived in Australia for a decade, doing lots of outdoor sports.

To solve your problem: Put sunscreen, sunglasses, and a hat on. Go outside.

> Setting up giolite + active directory + Crowd + JIRA + FishEye was a chore I'd rather not repeat.

For anyone tackling this today for a small-medium team: set up JIRA first, point Stash at JIRA, done. JIRA can act as a user management server for the other Atlassian products.