I've had multiple MRIs and I always ask about my two rings. They have always said they're fine. It feels like they know something I don't, and also feels sketchy.
I wonder if the astronauts themselves get some say in this. What if they decide, since it is their lives, that they're not getting into the starliner, even if NASA decides the risk is acceptable?
At the end of the day NASA administrators can't actually force the astronauts into Starliner. Clearly they get some say in it if they're willing to push hard enough.
I'm sure if they have opinions they would share them with NASA and probably their families, and of course if it comes out that NASA ignored their concerns and they perished that would be pretty bad.
However, I imagine that part of becoming an astronaut means that you really have to get comfortable with trusting others to make critical, ultimately life-affecting decisions on your behalf all the time. So perhaps their mindset is more of "we trust that all the smart people on the ground are doing their best to make the safest decision for us, and we'll go with what you say".
If I were one of them stuck up there, though, I'd probably want to get on a video call with the Boeing engineers and look them in the eyes, show them pictures of my family, and ask if they are confident their vehicle will bring me home safely.
We did achieve this with OIT for peanut allergy. Once we reached bite-safe levels, our lives literally changed for the better. We didn't have to worry about interrogating anyone serving us food (restaurants, friends, family), and we could go to some places that were just never an option before where cross contamination is likely or even expected, like ice-cream parlors. There's still a protocol we have to follow every day though, so an actual cure is still a dream for us.
Auth0 can do this. Identifier first login, SSO domain aliases, and MFA are all supported. They have an Organizations feature as well, but I'm not certain if you'd need that from what you've described. Customization of various aspects of the authn flow can be done via Actions (and Rules, but they're deprecated).
Agree with these. I was a dev at a retailer that did catalog/phone sales and was starting to use web. Small salary, small PTO, no benefits. Pay increased when the business had an existential crisis and came to rely much more heavily on tech. Next was software consulting company churning out sites designed by marketing agencies, billed to the 15 min. Small salary, small PTO, some benefits. Then I went into SaaS (startup, then a public company). Nice salary + stock, great PTO, great benefits.
Aside from the comp/PTO/benefits, I learned that consulting isn't for me. The client interactions felt... adversarial, where they were trying to get more work for less money, while we were doing the opposite. I did not like that constant tension in conversations.
The point you made about consulting interactions resonates with why I also ended up not liking consulting. It feels like incentives are not aligned when doing software consulting a lot of the time.
I think it is flat fees which create the problem in the first place. There are six commonly recognised general project variables: cost, time, scope, quality, benefit, risk.
So suppose you've fixed cost, have you fixed the other five project variables too? If yes, you've just reinvented waterfall - which is fine if you have a very well defined task you repeat often, and there is little chance of much scope variation being desirable. It still might be adversarial in that you, as a consultant, might do the same process for every client, but it might be your first time working with a client, who expected more than the scope, or disagrees with your interpretation of the scoping document supplied.
Now suppose it is a much more bespoke task, where both sides need to discover some things about what works. You are likely to learn that part of the plan you originally had won't work to capture the benefits. Now the actual scope required is bigger; perhaps that is a risk you take. But perhaps one client realises some big scope requirement early, and deliberately takes advantage of the fact your scope is variable to conceal this from you when you set your fixed price; maybe you put some language in to try to reduce this risk. And perhaps your boss encourages you to use some of that language on an honest client who did genuinely try to communicate the scope, to make the client pay. Everything is once again back to being adversarial.
I think time and materials contracts are actually the best for aligning incentives - the consultant gives their best attempt at an accurate estimate of the work, and the client can freely change things as they go along - but carry the risk of cost changes. If the consultant is poor at estimation, doesn't give frank advice, or does low quality or slow work, the client ends the contract with the consultant and gets a better consultant, and since it is time and materials, it is clear what is payable and who owns what - so ultimately everything is well aligned.
as soon as you encounter an unexpected problem, your margin suffers. since unexpected problems can radically alter dev time, your margin can be obliterated.
If unexpected costs are shrinking your margin, you’re failing either:
1. …to negotiate the terms of your agreement correctly (what constitutes additional scope and therefore additional charges?). I will never take another client project without first agreeing on an SRS for this reason.
2. …to negotiate a fee with a margin proportional to the likelihood of unexpected situations arising. This is a function of the accuracy of requirements by simple/complicated/complex problem domains. I think this is what parent is suggesting.
If clients don’t like (2) they will work with you more on (1) by providing more accurate requirements, which lets you bucket some problems into more readily estimable domains.
What you’re saying is a much clearer answer. And what you’re saying is frankly pretty tough. But being a consultant is more than just asking someone to shut up and and pay you to code.
if you can maximize margin on all fixed price work while not pricing yourself out of the market you will dominate software dev and also make millions selling books. hint: it's not that easy.
handling fixed price software dev is like handling dynamite.
Curious to know every consultant flat fees and/or the metrics they use to determine it, since you will be charging for the “value” rather than the fixed hourly rate.
