pipelineist
I'm not so sure.
What's the official definition? Don't give me the manifesto, that's just an implementation of common sense in development, as applied to software.
As a trained mechanical engineer (maybe that's why the quote about mechanical engineers irked me especially), the agile manifesto just reads like good engineering practice to me.
And indeed the signatories of the manifesto expected to start a huge discussion on what agility meant for any particular team or product, and how to best live up to its principles.
> of course [it doesn't fit]
That was uncalled for.
> and especially any agile consultant's.
I'm (something akin to) an agile consultant though :-)
Also, just to point out: maybe my definition of Agile diverges from canon. That's OK. I don't care to follow the canon, I care to do right by those who I've been asked to support.
> Of course, even more ironically, it doesn't fit the original agile manifesto:
> > Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
I'm not sure how you came to that conclusion.
How is "welcome changing requirements" a bad fit for "changed the mission objectives (as new information emerged)". Clearly the [competitive advantage/likelihood of success] was increased? In fact the entire programme was shaped such that change was explicit part of the plan.
I've stared at this quote for a while now, and I still can't see the contradiction.
Do you feel that your team could do better? That the work could flow more easily, the results be quicker, better, more to the point?
Do you struggle with structuring your teams or your product?
Do you wish to adopt new practices, but are unsure of the hows and whys?
Do you need to bring your team up to speed, teach them new ways of working?
Let me come help you!
Things I could do for you:
* discuss your approach with you, from technological and human standpoints
* ensure you start things the right way
* coach you while you introduce new methods or tools
* train you and your colleagues in theory and application (too many topics to list, just ask :-) )
My customers include European fortune 50 companies as well as small, nimble 8-person shops.
My contact info is in my HN profile.
These quick loops are really the only difference, and are precisely where the advantage lies.
And having as short feedback loops as you can get away with has been sound engineering practice since before software was a thing.
Do you feel that your team could do better? That the work could flow more easily, the results be quicker, better, more to the point?
Do you struggle with structuring your teams or your product?
Do you wish to adopt new practices, but are unsure of the hows and whys?
Do you need to bring your team up to speed, teach them new ways of working?
Let me come help you!
Things I could do for you:
* discuss your approach with you, from technological and human standpoints
* ensure you start things the right way
* coach you while you introduce new methods or tools
* train you and your colleagues in theory and application (too many topics to list, just ask :-) )
My customers include European fortune 50 companies as well as small, nimble 8-person shops.
My contact info is in my HN profile.
Do you feel that your team could do better? That the work could flow more easily, the results be quicker, better, more to the point?
Do you struggle with structuring your teams or your product?
Do you wish to adopt new practices, but are unsure of the hows and whys?
Do you need to bring your team up to speed, teach them new ways of working?
Let me come help you!
Things I could do for you:
* discuss your approach with you, from technological and human standpoints
* ensure you start things the right way
* coach you while you introduce new methods or tools
* train you and your colleagues in theory and application (too many topics to list, just ask :-) )
My customers include European fortune 50 companies as well as small, nimble 8-person shops.
My contact info is in my HN profile.
It's properly old-fashioned in appearance. A small, dark customer area, bounded by a counter staffed by grumpy men of oddly indeterminate age. Backed by rows and rows of ancient-looking wooden shelving, containing literal tons of different bolts (or any kind of threaded fastener).
I once went there because I needed a particular bolt for a 1972 Land Rover engine. Certainly not metric, but I had no idea what kind of thread and precise size it was. The clerk glanced at it, turned briskly, walked to a particular shelf, and picked up the bolt I would need. No looking, no measuring, no scratching of heads, no hesitation. He just eyeballed the bolt size and thread right there. He was correct, too.
I'd love an excuse to go there again, but I sold the Land Rover :-D
Edit: just remembered:
- a shop that sells combs. Yes. Combs.
- a shop that makes bespoke suspenders
- a shop that specialises in sausages from a particular region in Germany (which is far enough from Munich to feel entirely random)
Do you feel that your team could do better? That the work could flow more easily, the results be quicker, better, more to the point?
Do you struggle with structuring your teams or your product?
Do you wish to adopt new practices, but are unsure of the hows and whys?
Do you need to bring your team up to speed, teach them new ways of working?
Let me come help you!
Things I could do for you:
* discuss your approach with you, from technological and human standpoints
* ensure you start things the right way
* coach you while you introduce new methods or tools
* train you and your colleagues in theory and application (too many topics to list, just ask :-) )
My customers include European fortune 50 companies as well as small, nimble 8-person shops.
My contact info is in my HN profile.
Do you feel that your team could do better? That the work could flow more easily, the results be quicker, better, more to the point?
Do you struggle with structuring your teams or your product?
Do you wish to adopt new practices, but are unsure of the hows and whys?
Do you need to bring your team up to speed, teach them new ways of working?
Let me come help you!
Things I could do for you:
* discuss your approach with you, from technological and human standpoints
* ensure you start things the right way
* coach you while you introduce new methods or tools
* train you and your colleagues in theory and application (too many topics to list, just ask :-) )
My customers include European fortune 50 companies as well as small, nimble 8-person shops.
My contact info is in my HN profile.
Do you feel that your team could do better? That the work could flow more easily, the results be quicker, better, more to the point?
Do you struggle with structuring your teams or your product?
Do you wish to adopt new practices, but are unsure of the hows and whys?
Do you need to bring your team up to speed, teach them new ways of working?
Let me come help you!
Things I could do for you:
* discuss your approach with you, from technological and human standpoints
* ensure you start things the right way
* coach you while you introduce new methods or tools
* train you and your colleagues in theory and application (too many topics to list, just ask :-) )
My customers include European fortune 50 companies as well as small, nimble 8-person shops.
My contact info is in my HN profile.
You know how they usually give you several questions to solve, even if you're quite convinced you solved a question correctly?
Turns out if you click randomly, they keep showing you new questions as well. If, after a handful of purposely wrong answers, you answer one correctly, they let you through.
I now purposely mess up the answers a few times. It seems neither slower nor faster than actually taking the time to do it right, but it takes less mental load, and it makes me not feel like doing slave labour for a machine.
Failure 2: Was too conflict-shy to draw firm boundaries, and likewise was he.
This friendship of 20 years is no more.
(While working for said friend) Failure 3: Offered a hair-raisingly badly thought-out fixed-price bid. Both my friends's mistake and mine. We probably sunk about 5x what we stood to make from it, and then abandoned the project, embarrassing a relative in the process.
There's plenty more of course, but these bother me.
Do you feel that your team could do better? That the work could flow more easily, the results be quicker, better, more to the point?
Do you struggle with structuring your teams or your product?
Do you wish to adopt new practices, but are unsure of the hows and whys?
Do you need to bring your team up to speed, teach them new ways of working?
Let me come help you!
Things I could do for you:
* discuss your approach with you, from technological and human standpoints
* ensure you start things the right way
* coach you while you introduce new methods or tools
* train you and your colleagues in theory and application (too many topics to list, just ask :-) )
My customers include European fortune 50 companies as well as small, nimble 8-person shops.
My contact info is in my HN profile.
Do you feel that your team could do better? That the work could flow more easily, the results be quicker, better, more to the point?
Do you struggle with structuring your teams or your product?
Do you wish to adopt new practices, but are unsure of the hows and whys?
Do you need to bring your team up to speed, teach them new ways of working?
Let me come help you!
Things I could do for you:
* discuss your approach with you, from technological and human standpoints
* ensure you start things the right way
* coach you while you introduce new methods or tools
* train you and your colleagues in theory and application (too many topics to list, just ask :-) )
My customers include European fortune 50 companies as well as small, nimble 8-person shops.
My contact info is in my HN profile.
On CAN bus, it actually can be.
I've seen CAN bus participants with the transmit pin not connected. They were physically incapable of writing to the bus (granted, this drastic solution only works in very simple cases).
No idea how it was one or two decades ago, but modern architectures certainly have one.
I can't remember the specifics, but the one I looked at was actually pretty beefy hardware-wise, it had three reasonably powerful cores, 1GB RAM, etc.
> There is no reason for everything to be on the same bus.
It isn't. They would run into bandwidth or (more likely) latency issues anyway.
True, but in practice messages that are deemed important are secured at higher OSI levels, and the identity of important bus participants is cryptographically checked during vehicle startup.
> The idea of attaching an internet-connected infotainment computer to the same CAN bus as the brakes is absurd. Doing so on a production car, even more so.
Which is why all vehicle architectures I'm familiar with have a bunch of CAN (and other) buses. Maybe it used to be different, and I certainly know only a few bus architectures, but they make a honest attempt at securing the important bits at least.
Industry engineers may not get everything right, but they're not that stupid. Cut them some slack.
There are. IIRC BMW uses seven (anyway, several) different CAN buses, plus other bus systems for entertainment (MOST bus)