True story… I lined up for this. I saw the original trilogy in first run, then the THX remastere. It had been 16 years since the last Star Wars movie… Biggest screen in my city…
And the surround sound cut out during the podrace.
Do you realize how much of this film is in the surround channels?
People complained, the theater told us “Uh, it’s supposed to sound that way…”
We got replacement tickets for another theater.
But get this… Back in the day THX had a hotline number to call if there are problems.
Enough people called the line to get that theater’s THX license pulled and it was shut down. It was closed for years before re-opening as a church.
I’ve bought a new pot, red, beautiful and enameled. The old one I used to have was cracked. And my two cast Iron pots are not enameled.
So I ended up cleaning that cupboard & sorting pots and pans (not really what I planned to do today). And I have loads. Some from the bottom and back are really dirty & need a thorough clean.
I will have to decide which should go for keeping in the basement. For a single person the amount is ridicules & I’ve not even got to the lids on the top shelf 😱 @cooking
You know, there’s nothing wrong with Cuisinart or Lodge for that matter.
The only reason I went with Le Creuset is the pot in the middle, with the loop handle? That’s my grandmothers from the 1950s. I inherited that one and built out everything around it.
Here's a video on YouTube making the case for why agile was an innovative methodology when it was first introduced 20 years ago.
However, he argues these days, daily scrums are a waste of time, and many organisations would be better off automating their reporting processes, giving teams more autonomy, and letting people get on with their work:
First, it's worth noting that many organisations that claim to be "agile" aren't, and many that claim to use agile processes don't.
Just as a refresher, here's the key values and principles from the agile manifesto: http://agilemanifesto.org/
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
Business people and developers must work together daily throughout the project.
Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
Working software is the primary measure of progress.
Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
Continuous attention to technical excellence and good design enhances agility.
Simplicity--the art of maximizing the amount of work not done--is essential.
The best architectures, requirements, and designs emerge from self-organizing teams.
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
Your workplace isn't agile if your team is micromanaged from above; if you have a kanban board filled with planning, documentation, and reporting tasks; if your organisation is driven by processes and procedures; if you don't have autonomous cross-functional teams.
Yet in many "agile" organisations, I've noticed that the basic principles of agile are ignored, and what you have is micromanagement through scrums and kanban boards.
And especially outside software development teams, agile tends to just be a hollow buzzword. (I once met a manager at a conference who talked up how agile his business was, and didn't believe me when I said agile was originally a software development methodology — one he revealed he wasn't following the principles of.)
Let’s say you have a team of 12 engineers, and each engineer makes $160,000 a year.
That’s $76.92 an hour.
Taking 12 people offline for a 1 hour meeting means that meeting is costing you $923.08. * 5 days a week = 4,615.38. * 52 weeks a year = $240,000.
You’re burning a quarter of a million every year just having meetings. Also likely, these aren’t the only meetings they’re in.
How much money are you spending preventing work from being done?
We used to have a daily stand up first thing in the morning before anyone had even had coffee for gods sake. “So what’s everyone working on?” Fuck if I know, I haven’t even read my email yet.