Sam Roberton

@mikejulian My favourite part is that the unsubscribe form fails validation if the email address has a + in it, so you can’t unsubscribe.

good god yes. Utterly ridiculous.

@jessitron @chris__martin @ignu Having to deal with someone else’s later on is just the worst

@ignu too many of them lying around will clog things up for serious

unmerged PRs are like unflushed toilets You did the work, now send it on its way already

Terrible idea. No gatekeepers. Gatekeepers bad. No un-automated gates between merging your code and it going live.

@GabriellaG439 “mappendcal”?

Noooooo. Apparently the name "hascal" is already taken on Hackage

5) breaking up the software lifecycle into roles like dev, test, and ops inevitably produces such low quality software that devs refuse to be on call for it, so you have to hire armies of ops people as cannon fodder. these teams, and there are many, need the devops gospel badly.

Since this false assumption is still distressingly common: In software delivery, there is no speed vs stability trade-off We now have 7yrs of data from tens of thousands of responses globally. Attached graph from cloud.google.com/devops/state-o…, previous years at #reports" target="_blank" rel="nofollow noopener">devops-research.com/research.html#…

@mipsytipsy Would love to understand more about what sort of products / processes you and your teams _have_ found effective to think about upcoming work, and to provide progress visibility. Is it just that "coordination is what managers are for, and visibility exists in delivered software"?

Communication pathways are sooo hard to get right, and inspire such frothing, unreasonable rage when they get it wrong. The last time I used jira was well over a decade ago, and I thought it was impenetrable spaghetti at the time. I can't imagine it's gotten any simpler...

YES. Great section. The edges of tool adoption create silos. Also: ultra relevant to the thread on software to sabotage your org, and the ~50% of responders who replied, "Jira."

One thing I'm sensitive to as a manager is ensuring that responsibility and autonomy are correlated. In particular, I try to avoid situations where someone has been given responsibility but not autonomy or, vice versa, been given autonomy but not responsibility

Insights and F-bombs from @mipsytipsy at #o11ycon

If I'm remembered only by my practice of giving managers multiple copies of Mythical Man-Month so they could read it faster, that's enough.

i guess in my book it counts as bullshit if you say something literally nobody would ever disagree with. "so ... we should build empathy, break down silos and and collaborate cross-functionally?? brave stance, bro" 👍

When the #quarantine is over, I want to buy this man dinner. Who is he? This might be the best thing I've seen in weeks.

I wish there were a lot more cultural value placed on staying as small and nimble as you can, for as long as you can. Instead of humblebragging about how big your company has gotten, I wish we had the words to brag about ✨how much we have achieved✨ ✨with so few✨

I am convinced there are many, many (most?) software companies out there with 2x, 3x, 4x+ the headcount they really need to build and support their core product. But they never understood their breaky, flaky systems, so they had to plaster over the problems with people.

The public messaging around coronavirus is "your behavior today determines the news two weeks from now." Notice how psychologically hard it is to link cause and effect with just that two week delay. Climate change poses a similar political problem, but the delay is decades long

“In these tough times it’s comforting to know that Australia has the world’s 68th fastest internet" theshovel.com.au/2020/03/18/nat…

We are about to see how costly the government's decision to scrimp on the NBN could be, as business relies on staff being able to work from home. It could get ugly. afr.com/technology/bus…