@vygruppen Heldigvis får man bare feilmelding når man prøver å søke erstatning i appen fordi tog som ikke hadde noen oppdatert status bare ble pusha og pusha og pusha og aldri kom :-)
Innføringen av Helseplattformen er slaktet i rapport etter rapport. Feilene står i kø. Pasientsikkerheten er truet. Sykehusansatte er utslitte, og ekstrakostnadene er enorme.
Nå vil ledelsen bruke fellesskapets penger på å lage positive "nyhetssaker" om systemet (fra styredok)
@TomasJansson@shanselman I think PHP anno 2002 is a closer comparison. To me this just looks like tech bros are rebuilding the bad parts of ancient stuff in modern frameworks.
@eidsville @Saetre_Hanssen @jenskihl Områdene kan godt få legitim kritikk, men «Oslo var bedre før» er bare ikke sant. Enorme områder har gått fra å være parkeringsplass/narkoreir/motorvei/nedlagt industri til boliger, park og kommers aktivitet. Nesten ingenting i Oslo har blitt _dårligere_ mtp bybilde og bokvalitet
@eidsville @Saetre_Hanssen @jenskihl Men Løren (og etterhvert Ulven når det blir mer ferdig) er jo nettopp sine egne sentrum. Jeg husker Løren for 15 år siden. Det var _ikke_ bedre.
@Gisvold@DaniWffs@kode24no@SpareBank1SMN Begge påstander kan være sanne. Vi overlever 2,5d, men det er også kritikkverdig med så mye nedetid.
Man er ikke fritatt fra faglig kritikk bare fordi man er stor/bank/har gamle systemer.
Scrum is a cancer.
I've been writing software for 25 years, and nothing renders a software team useless like Scrum does.
Some anecdotes:
1. They tried to convince me that Poker is a planning tool, not a game.
2. If you want to be more efficient, you must add process, not remove it. They had us attending the "ceremonies," a fancy name for a buttload of meetings: stand-ups, groomings, planning, retrospectives, and Scrum of Scrums. We spent more time talking than doing.
3. We prohibited laptops in meetings. We had to stand. We passed a ball around to keep everyone paying attention.
4. We spent more time estimating story points than writing software. Story points measure complexity, not time, but we had to decide how many story points fit in a sprint.
5. I had to use t-shirt sizes to estimate software.
6. We measured how much it cost to deliver one story point and then wrote contracts where clients paid for a package of "500 story points."
7. Management lost it when they found that 500 story points in one project weren't the same as 500 story points on another project. We had many meetings to fix this.
8. Imagine having a manager, a scrum master, a product owner, and a tech lead. You had to answer to all of them and none simultaneously.
9. We paid people who told us whether we were "burning down points" fast enough. Weren't story points about complexity instead of time? Never mind.
I believe in Agile, but this ain't agile.
We brought professional Scrum trainers. We paid people from our team to get certified. We tried Scrum this way and that other way. We spent years doing it.
The result was always the same: It didn't work.
Scrum is a cancer that will eat your development team. Scrum is not for developers; it's another tool for managers to feel they are in control.
But the best about Scrum are those who look you in the eye and tell you: "If it doesn't work for you, you are doing it wrong. Scrum is anything that works for your team."
Sure it is.
@the_kukki@Dave_DotNet Explicit mappings removes the entire point of that method. If you have some complex parts of your mapping, write unit tests on that. You don’t need to verify that A==A. That explicitness weighs far, far more than the AssertConfig test can ever achieve.
Very happy to see a handful of unknown faces at today's #fsharp meetup. Love it when half of a talk is about domain modelling before @atlerudshaug dived into code and interop with Intel MKL as if that's everyday bread and butter. Who said fp can't be fast.