I imagine principal/staff level isn't quite high enough in many orgs to complete drive a project. You will just be arguing half the time with the director/product owner and forced to make compromises that were making the project fail to begin with
You probably dodged a bullet! Also, doing a disservice to yourself and your community by not calling them out here, so we can avoid wasting our time by not applying at that hellhole!!
it's just a demo. you can create a subject and then insert your study materials then you can quizzes will be generated which you can scroll like tiktok but in this you are actually learning
Founders are also inventors, learners, and path breakers. So, as a founder you understand your business and engineering behind it; that's why you can pull it back - more often than not - when things go bad. I don't think a professional manager would have given a new lease of life to Apple with iMac, iPod and iPhone. Zappos had a similar story regarding Pivot.
how about recording all those attributes (name of seller, email of seller, etc) when a sale is made? Either by calling an API on your side, FTP file upload, or email. I prefer an Api call though
OP had to think a bit bigger to get a great ROI. He got himself neck deep into performing tasks or small minuscule work items. I wish he had thought about evolving it into a trading platform or even started with that, something like Robinhood
As much hate as Agile gets here at HN because of its wrong usage by many people, one thing that Agile recommends is setting up a 'Definition of Done' within your team before even starting your very first sprint.
Agile is from 2001. What you seem to be thinking of is the Toyota Production System. It is quite possible that TPS inspired Agile, but to claim that it is Agile is like saying that GPT is from the 1960s (because it shares some resemblance to Eliza).
Yeah, the Toyota JiT stuff, but the company I worked for is a 100+-year-old engineering corporation, and didn't do stuff in no new-fangled, 1950s-kid-playground way.
But the term "Agile," is a lot more recent (and US-based). I rapidly learned never to use that word within earshot of my managers. Sort of like saying "California Roll" in a traditional Tokyo sushi joint.
> I rapidly learned never to use that word within earshot of my managers.
Stands to reason. Agile, in the Manifesto sense, defines the considerations to consider should managers be eliminated from the picture. Nobody is going to be comfortable knowing that their job is on the chopping block.
It's because that company is laser-focused on Quality (they have a well-earned reputation as one of the highest-Quality manufacturers in the world).
They believe that Agile promotes bad-quality work, because it promotes a lack of Discipline and checks and balances (which are necessary components of high-Quality production).
I disagree, but many of the Agile proponents exemplify low-quality work, because they deliberately eschew Discipline and checks and balances. They use Agile as "Santa Claus for young developers," as opposed to what I believe is Agile's focus on delivering high-quality, useful, and timely, product to end-users.
We need more examples of the Agile process doing really good work.
> They believe that Agile promotes bad-quality work
Whether or not that is true, why would they care? They'll be gone.
> Agile's focus on delivering high-quality, useful, and timely, product to end-users.
I tend to agree. As managers are removed from the picture, there is no manager to hide behind. You're working directly, each day, with those who are going to hold you accountable.
> We need more examples of the Agile process doing really good work.
To be fair to the managers, are there any? Even the C3 project that gave birth to Agile is widely regarded as a failure.
> Whether or not that is true, why would they care? They'll be gone.
Well, it’s not true (in my opinion), but try telling that to people who have been successfully shipping world-class optical gear, for a century.
I have learned that, if we want to introduce new paradigms, it’s a very bad idea to do so, by telling folks that the way they do it now, is wrong (even if it is).
That experience taught me a great deal about working within a super-high-Quality context. The personalities and opinions are very powerful, and most of the senior folks involved, got there, by being very, very good at their jobs. A true meritocracy.
They won’t react well to having some wet-behind-the-ears yank, come in and tell them that they are wrong, when that’s clearly not the case (in their eyes).
I’ve found that, if I want to introduce change, I need to begin by respecting the context and the people, and using that as a substrate for change, as opposed to suggesting it be removed, wholesale.
Or start my own company, which is what a lot of folks do, these days. It’s not an option that’s available to many. Also, those companies often encounter problems that have nothing to do with the tech, and everything to do with the inexperience of the founders (like reckless behavior).
We can’t tag all of them like that! Many times you build reputation by turning failures into successes
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