The reason for leaving in the password.trim() would be one of the few things that I would ever document with a comment.

This is true, but…

Moore’s Law can be thought of as an observation about the exponential growth of technology power per $ over time. So yeah, not Moore’s Law, but something like it that ordinary people can see evolving right in front of their eyes.

So a $40 Raspberry Pi today runs benchmarks 4.76 times faster than a multimillion dollar Cray supercomputer from 1978. Is that Moore’s Law? No, but the bang/$ curve probably looks similar to it over those 30 years.

You can see a similar curve when you look at data transmission speed and volume per $ over the same time span.

And then for storage. Going from 5 1/4" floppy disks, or effing cassette drives, back on the earliest home computers. Or the round tapes we used to cart around when I started working in the 80’s which had a capacity of around 64KB. To micro SD cards with multi-terabyte capacity today.

Same curve.

Does anybody care whether the storage is a tape, or a platter, or 8 platters, or circuitry? Not for this purpose.

The implication of, “That’s not Moore’s Law”, is that the observation isn’t valid. Which is BS. Everyone understands that that the true wonderment is how your Bang/$ goes up exponentially over time.

Even if you’re technical you have to understand that this factor drives the applications.

Why aren’t we all still walking around with Sony Walkmans? Because small, cheap hard drives enabled the iPod. Why aren’t we all still walking around with iPods? Because cheap data volume and speed enabled streaming services.

While none of this involves counting transistors per inch on a chip, it’s actually more important/interesting than Moore’s Law. Because it speaks to how to the power of the technology available for everyday uses is exploding over time.

I used KDE Connect on Ubuntu with Gnome. No issues.

Old school Unix guy here…vi,awk and sed are all that you need.

You might want to think about it a bit more before putting it to work. The comment with the streams example is far, far better.

I think there might be a better way to deliver “ballistic missiles to Russia”.

The travel eSIMs are a bit different. My Orange plan covers Turkey and the UK, which I specifically wanted, and probably Switzerland as well. For my wife, I needed to get a “world” plan that covered Turkey, otherwise the Europe plan would have covered the UK.

But that’s an important point. The travel plans are NOT the same as regular plans in some ways.

I would have a couple years ago. In a flash. We replaced our phones a while back specifically to have eSIMs. It truth, considering the cost of Canadian roaming plans the phones have already paid for themselves.

Both of our old phones were single SIM, so using a local SIM would mean disconnecting our Canadian numbers which would put us out of touch with people back home. Which means that this card wouldn’t have work for us either.

I was at the point of looking at buying a portable WiFi hot-spot, when I found out about eSIMs. So we went that route.

I have an Orange eSIM with a France number that I have kept alive by reactivating it at least once every 6 months. It’s good for all Europe, without roaming charges, so that’s easy to do. Having the same number all the time is convenient, but more importantly I have gone through the hassle of providing passport info to Orange, which is a government requirement if you want a number for more than a couple of weeks. I think that’s an EU thing.

The local number is good for calling hotels and for making restaurant reservations. Just having that is a game changer.

For my wife’s we don’t need a number, so I just use Nomad for her data only eSIM, and get a new one each time. The cost is about $12-15, and you get whatever carrier you get, but the service has been good so far no I keep using Nomad.

We can text each other using WhatsApp, and you can even use WhatsApp for voice calls. The sound quality is acceptable.

We bought phones that support eSIM because we do a lot of travelling. Canadian mobile companies charge usurious rates for roaming: $15/day! Times two phones. I can get 2 weeks of data only for Europe for about $11 total on an eSIM. With voice it goes up to about $25. Total.

It has changed our lives when we travel.

It’s just as much a sport as figure skating or synchronised swimming.

I’m not sure if traffic is “convenience” at this point. At least where I live, it’s a nearly essential piece of functionality.

In fact, for local driving it’s often the only reason to use a map app. I already know how to get to most of the places I want to go, I just need to know the best route to avoid traffic now.

You mean “flavour”, right? Another small but important difference.

I think it’s a bit more than that. I think that the idea is that you simplify the problem so that the rubber duck could understand it. Or at least reformulate it in order to communicate it clearly.

It’s the simplification, reformulation or reorganisation that helps to get the breakthrough.

Just thinking out loud isn’t quite the same thing.

It goes really well with YAGNI. Also DRY without YAGNI is a recipe for premature over-architecting.

This is also one of the main benefits of TDD. There was a really good video that I can’t find again of a demonstration of how TDD leads you to different solutions than you thought you use when you started. Because you code exclusively for one single requirement at a time, adding or changing just enough code to meet each new requirement without breaking the earlier tests. The design then evolves.

I’ve always heard of your “post-architecture” referred to as “evolutionary design”.

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.

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.

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.