Geert-Jan Thomas

@MikeBales I knew some day you'd have a beautiful life, I knew you'd be a star in somebody else's sky, so why could it not be mine?

Hello darkness, my old friend…

@NefflynB Does he cook?

¿Todas las camisas de mi amigo tienen estos agujeros en la parte delantera? ¿Alguien sabe por qué? ¿Cuál es la razón?

@mariajan786 52

How many people still in the room ? 🤔

@archer_rs Merry Christmas from The Netherlands! Peace and health for you and your loved ones.

I am up early today to wish everyone who follows me a very Happy Christmas and a peaceful New Year. “Christmas is not a time nor a season, but a state of mind. To cherish peace and goodwill, to be plenteous in mercy, is to have the real spirit of Christmas.” ― Calvin Coolidge

@Isa_Yusibov En is dat een "senior" salaris?

@ClaireMax Oops you blew your cover, you actually are bachelor dude 😂😂😂

My lava lamp is one of the best things ever. When I’m feeling anxious or overstimulated I just watch the blobs blorb around and it’s so relaxing. Highly recommend hot blorb tube

@ClaireMax I've never met you or talked to you so I wouldn't know

Am I a man or an ugly woman or a cool, hot, based woman?

@archer_rs Good morning, whatever leftovers I find in the fridge for me, but that's ok

Am unexpected treat, it's eggs drumkilbo here for breakfast. Good morning.

@sarahcpr Hi Sarah, good morning. Or evening..

Good morning

@archer_rs I was glad to see your posts again, I'm sure this one will get the response it deserves.

I just learnt that outside of the UK people think 'Harry Potter and the Deathly Hallows' is the last book and they are not aware of 'Harry Potter and the Breath of the Cursed Cave'. I wonder why it was not sold outside of Britain?

@Raindropsmedia1 Leave him alone

Bruce Willis, the 70-year-old movie icon, has reportedly moved into a new home with 24/7 care, separate from his wife, Emma, and their children. He can no longer speak or remember that he was once a famous actor amid his battle with dementia.💔😳🙏🏽

@allenholub What you point out is the drawback of having a so-called high performing team. They tend to isolate from the rest of the organisation. This allows there high performance but that isolation comes with it's own risks.

Learned helplessness happens when you are regularly exposed to punishment for things you have no control over. You learn that punishment is inevitable, no matter what you do. The result is passivity. You don’t bother to try to improve because there’s no point. The random punishments will continue, regardless. That does happen, but it’s actually rare. More often, when I see managers roll their eyes and complain about the team’s “learned helplessness," the teams have no control over what is asked of them. That’s actual helplessness. I find it ironic that the eye-rolling managers most often are the ones who create the helplessness through bad management. I once had the misfortune of working for a company full of eye-rollers. The teams were forced to march through a backlog created quarterly by management without team involvement. Teams were punished if they didn’t complete the allocated stories. There was insane pressure to deliver on a schedule decided by management without team input. All the teams were forced to march in lock step and to a perverted form of Scrum that seemed designed to eliminate all goodness (& the teams knew that). People were fired by a particularly abusive “Agile Change Manager” if they pushed back or deviated from the orthodoxy. People were literally terrified of her. The control even extended to code. E.g., 75% test coverage was mandated, even though test coverage had zero impact on reported defects, most of which were caused by the system doing the wrong thing, not bugs. Needless to say, the teams didn’t bother to try to improve. This is actual helplessness. They weren’t permitted to do anything that would actually help in any significant way, so why bother? When nothing improved, managers blamed the teams for their “learned helplessness,” and bonuses went down. Who, exactly, did those managers think created that helplessness? Management complained that the teams wouldn’t act autonomously, while punishing the teams that tried. That’s not going to work. So, how do you fight back? At this same organization, a group of three teams got together and essentially formed their own organization within an organization. They walled off a corner of a hard-to-get-to space, with portable whiteboards. Entrance was by invitation only. Within those walls, real Agile happened, but nobody—particularly that Change-Manger bully—knew what went on behind the walls. They were the most effective teams in the organization, so nobody bothered them. It’s an indicator of exactly how bad things were that management didn’t say, “Wow, we all need to be that good. What are they doing?” Management was threatened, and just ignored them. Those teams were lucky that they weren't all fired, but they were too productive for that to be an option. I found it interesting that no other teams emulated those three highly successful teams. That may have been learned helplessness, but I think that plain-old fear was a bigger factor—actual helplessness.

@tottinge I call it intention driven development when I'm using AI to generate the code that I told it to.

"Programming by intention, where you create a test before the function even exists" is known by a different name, too. We won't say it because it freaks people out.

80% of estimates are wrong in the best case. It's just math. Assuming you have good-faith estimates, the map of real-to-actual time forms a normal bell curve: 40% or so will be early, 40% will be late, and the top of the curve is within acceptable limits. This curve skews asymmetrically towards "late" when changes happen, which is to say always (when rounded to the nearest integer 😄). Consequently, planning around estimates is counterproductive. They are not accurate enough. Do you really want to schedule that big release to your customers or that big demo to your board when you have a 40% chance of failure? If changes are needed during development, that number's more like 90%. Assigning probabilities to estimates, as is often recommended, doesn't really change anything. People don't understand probabilities. When you say "we have an 80% chance of delivering," you are also saying we have a 20% chance of failure. That's a 5-shot revolver pointed at your metaphorical head with one bullet in it. Would you accept those odds? Fortunately, there are ways of working that don't need estimates, though those techniques vary depending on what you're building. For example, in most product development, you can work (and release) in very small batches, so the system evolves continuously, and you eliminate those big releases entirely. "When will you be done with what you're working on?" "A couple of weeks max." That's just one approach, however, and doesn't work everywhere, but in the vast majority of applications, estimates are completely unnecessary.

@ShouldHaveCat Them

What would you name him?

@Food4ears Een kloddertje roze hiiieeeerrrrr!

Als je dit herkend… dan ben je gewoon oud 🤣

@natemcgrady Most organizations do not have a career path/salary ranges for senior software engineers do they move into management, architecture, sales etc.

can someone actually tell me why there are no software engineers over 40?

@ClaireMax I don't know, I'd need to talk to them. Brains outlast muscles...

Poll in replies. Any gender or sexual orientation can answer. I’m trying to see something. Are muscular women with athletic body types (small/flat chests, broad shoulders, wider waists, narrower hips, like picrel) attractive? Your answers are anonymous.

@EinsteinBarbie Hij zit nu al aan 'haar' zoals waarschijnlijk geen enkele vrouw zal toestaan.

Shes gonna get abused.

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