ohwaitnvm

It’s not hard to understand - land doesn’t vote, people vote, and measuring party share by the wrong metric is silly. Tango’s explanation was very clear and perhaps helpful to others but didn’t tell me anything I didn’t already know.

Ed: Your comment elsewhere in thread about districts helped the most in realizing we were talking about different things. MB

I can’t see how you came to that conclusion whatsoever, though I may be biased as an SF-born Democrat.

If you’re looking at the governor race, the votes eyeball to 2.8m Dem, 1.7m Rep.

As well, it was surprising to me that you would choose to remove SD, as a Republican lead that county, though the Democrat leader there was only down by 10k (of ~400k total) votes.

Edit: 400k, not 350

I had no idea that sixes were returned to play[0]. Thanks for that info as well as the rest of your comment :)

0: minus the occasional Chris Gayle blast out of reach of anyone, I imagine

He reduced 2040 to 204 by dividing by 2 and 5 because he’s not interested in the factoring so much as just whether 7 is a factor.

That’s not quite true. There are still illegal reasons for firing (discrimination, retaliation for whistleblowing, etc) though fighting back can be difficult and costly. But if you’re okay with the current state of affairs (I was with my own previous incident - the company was awful) it can make sense to just move on.

Asiana 214 - https://en.m.wikipedia.org/wiki/Asiana_Airlines_Flight_214

"Over-reliance on automation and lack of systems understanding by the pilots were cited as major factors contributing to the accident."

!= .tex, which is for LaTeX or similar, and isn't just a plaintext .txt file.

If you find this interesting and would like to read about another money pit, HN led me to read about the Oak Island Money Pit many months ago.

http://www.activemind.com/Mysterious/topics/oakisland/story....

Pivotal has nearly 100% of developer time spent pairing. This requires entire teams to be in sync on in/out and lunch schedules, else there will be non-pairing time. That's not the end of the world, but most teams don't have code review, favoring the live review of paired development. While at Pivotal, I did observe the rare team with an 8AM start instead of 9, but as far as I know everyone opted into being on an alternative schedule, and it was for out-of-time-zone client work to enable better communication with the client.

I used to work at Pivotal and have many friends still there. The 9:06 and reasons here are correct.

The line "Then the firm's programmers hit their computers, with no other meetings or distractions for the rest of the day," is absolute rubbish. Most teams have at least an Iteration Planning Meeting and a Retrospective each week, as well as generally a team-specific standup the majority of (if not all) days. As well, there are of course manager 1 on 1s, the rare company meeting, and ad-hoc meetings as a project sees fit. Sorry, I just had to comment because the quoted line is absurd.

Edit: and the line about leaving work 6pm sharp is just as ridiculous. In the consulting side it tends to be true that your workday is over at 6 PM, but you're not going to get shoved into an elevator before you finish your commit message at 6:01. The limit is there so you don't overwork and so that the client companies know they can't push their consultants arbitrarily late.

I googled around and found this paper to be far more compelling than any of Wikipedia's vague explanations: http://arxiv.org/abs/1310.6514

Please slow your roll, you don't need to comment on every single post in here. Also, your definition of blackmail is wrong. From Google:

noun: blackmail 1. the action, treated as a criminal offense, of demanding money from a person in return for not revealing compromising or injurious information about that person.

In 2008, Aaron P. from UrbanDictionary let me pair with him for a few weeks at the end of the summer. We used Rails and some JS and did TDD, which is pretty much the same thing that I do today.

For the last two weeks: Ebay, and building Lego bought on Ebay.

I just left Pivotal Labs myself, albeit a bit more voluntarily (after seven years), and Jeremiah isn't completely wrong, but he seems to think he's seen a huge change over his three months working there in a role that is hardly one of Pivotal's core competencies.

From a former Labs perspective, Pivotal can really be thought of as several distinct groups working within the same office spaces. There is the one that the audience here is most likely to know; Pivotal Tracker. Then there is the consultancy, Pivotal Labs. Finally, there is the overall Pivotal organization (including elements of VMWare, EMC, Greenplum, and other EMC properties) focused on creating CloudFoundry.

Pivotal Tracker was, for a long time, written by consulting Pivots during time unallocated to any specific client. More recently, Pivotal Labs realized the value of the product, and divided off an entire office (as well as some support from other offices) to work solely on Tracker. For the closest thing to a startup experience within Pivotal (as opposed to consulting), working for Tracker is where to be.

The consulting practice has always been the core of the Labs business. Every office (save the Tracker HQ) has some amount of consulting Pivots, and any new office is established with 66%+ consulting personnel with the intent to gain traction within the startup market of the new city. Pivotal has _always_ consulted for both startups and enterprise level clients, and I take issue with Jeremiah's assertion that Pivotal has lost its way with regard to types of client engagement. He simply has no idea. As recently as Dec-Feb I was leading a team of a brand new startup through a Rails+Backbone rewrite of their existing PHP/Codeigniter app that they had decided they had outgrown; my engagements directly before and after that were both for established companies (enterprise, even) that needed specific software expertise and/or assistance with process within their corporate structure.

The final group is those devoted to CloudFoundry. The interesting thing here is that the developers and project managers (and to some extent the designers, though CloudFoundry needs very little visual design relative to its backend complexity - think Heroku) come as a mix of dedicated employees OF CloudFoundry, as well as support from consulting Pivots who are between projects or have a specific skill that can contribute to progress of CF. Consulting Pivots are told that they always have the option to rotate back out to non-CF projects, though there can be up to a couple of months of waiting while a suitable project or suitable replacement can be found. Let's be honest, EMC has given the directive from the top that CF must be delivered sooner rather than later, and that it is more important to EMC and Pivotal (not Labs, just Pivotal) that CF is delivered than that Labs engage yet another client.

So let's talk about Jeremiah:

Jeremiah was in marketing, which means he was almost certainly part of the CloudFoundry section of the company (the other branches barely know what marketing is), which has always been interested in delivering their service for use with startups, but in my opinion, is still at least 6-9 months from having enough stability and enough service integrations to be useful for anything more than a demo environment. I haven't tried deploying to CF in at least 4 months, so YMMV, and it's likely a lot more stable and well-rounded than I remember. Jeremiah talks about how he "stirred the pot on the distinction between corporate and startup marketing", which sounds to me like he was really much more interested in the consulting branch of the company and the startups involved therein, not the cloud services part. Consulting pivots probably make up 70% of each Pivotal Labs office, on the average, though there are many offices for EMC and Pivotal that contain no consultants from Labs at all. I remember being at a CloudFoundry all-hands meeting over a year ago wherein the number two director of CF specifically said that startups and the community at large around CF is secondary (or worse) to delivering an enterprise-ready solution for some rather large, well-known interested parties. Pivotal is exactly the three-letter acronym that Jeremiah "[does] not trust", but it has never not been. Pivotal Labs may share a space and employees with Pivotal, but it remains a noticeably distinct entity. With EMC's purchase of Labs and subsequent spinoff of Pivotal, things became increasingly more corporate, but that has been true since March of 2012, a good two years before the glory days that Jeremiah so fondly remembers.

Now for me, why did I leave Pivotal? I was getting tired of working on the same early-stage startup code every other project, punctuated by rescue missions for larger (Fortune500) companies who had no interest in the process and discipline practices that Pivotal can teach (pairing, tdd, stable/reasonable hours, tracker stories) and really just wanted us to shut up and fix their damn code. Pivotal Labs has been taking more clients with mobile development needs as well, and my disinterest in coding for iOS or Android made it feel as good a time as any to walk away and take my chances on building something that I actually want to use in the technology that I like to use. Will I ever be back at Pivotal Labs? Probably, though I'll be making sure I choose an office on the frontier, working with companies in a new market, as far away from a CloudFoundry-focused office as I can get.

EDIT: A note about management in Labs: The communication within Labs itself has always been great; very little bullshit, very little waiting to find out something that is important to you, if someone can help you find it out. The managers for the devs at Labs are all either current or former Labs developers (some are now full-time management, some are devs for CF, and the majority still consult 36 hours a week). They understand their developers very well, and to a person would not let such an incident happen under their watch. That said, CloudFoundry and the Pivotal top level organization have entirely unrelated (and unknown to me) management structures, the bulk of which was likely inherited from EMC (as were the PR/Marketing/HR/ and some other departments.)

I like this.

Only thing that I don't like is that many candidates will assume that they have to fix the code within the parser, given those instructions, even if they know that a battle-tested library is how they would actually do it. I hope you accept an off-hand comment such as, "ew, why is this hand-rolled" as a sufficient indicator in favor of your solution.

$190k[1] before Kickstarter took its cut (5%, plus an estimated 3-5% from credit card fees[2]), which conservatively puts it at more like $175k. Also, that was a full year ago. If the guys decided to pay themselves a year's salary out of that (and there were no taxes and other fees to pay), that's ~$44k/person.

1. http://www.kickstarter.com/projects/196017994/diaspora-the-p... 2. http://www.kickstarter.com/start (bottom)

Edit: I forgot to mention, there was a fraudulent $10k donation included in the 200k, that's why I'm starting that much lower.

No. The initial cost is a sunk cost that he has paid regardless of whether or not he takes the flight. He's already certain that he's not taking the flight, so he has only the options: [ ] Get Refund [x] Attempt to make a point

The first pays out $49; the second $0. The opportunity cost of the second in relation to the first is $49, not $199.

The questionable part of that is the $450 he claims to be costing the airline.

Your two examples differ in a way you fail to recognize. The illegality of the beer example comes in the act of giving to the underage person. The illegality of the documents example is the first exposure of the documents to someone without clearance.

Both examples involve two steps; the beer example is illegal in the final step, the document example is illegal in the first step.

I second this.

This book is the textbook for my 'Heuristic Problem Solving' course @ NYU this semester. I'm normally not one to touch my textbooks, but over Thanksgiving break I decided to crack it open - suddenly I was 200 pages deep into it.

(Check out what we do in the course at http://cs.nyu.edu/courses/fall10/G22.2965-001/index.html )

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So the 2001st customer costs you $650 - how much they're paying. Still, that's probably > $600 for most startups, especially when you include trialing or 0-cost plan customers.

I'd much prefer a graduated system, with different overall price deltas for each subsection (Dev/Start/Grow/Max) per member.

For comparison:

The first customer costs you $100-$price,

The 501st customer costs you $250-$price,

The 2001st costs you $650-$price

I focus on whatever I'm currently doing really well to Tool and Daft Punk, so mostly them. The music definitely fades into the background, and could probably just as well not be playing, though.

At work, a typical response I've received upon mentioning that I get most of my games through Steam is "Oh. Isn't that the one with DRM?"

At first, this threw me; I wasn't even aware that there was DRM on Steam. Well, of course I intuitively knew it, but I never associated it with the issues that people usually complain about regarding DRM.

I've never had the DRM get in my way... My experience with iTunes has been that when a bad bump on an airplane toasted my external hard drive and lost me every piece of legitimately paid for music and every legally purchased TV episode on it, I would never be able to download those purchases again. Steam, on the other hand, has let me download the same game as many times as I've found necessary, external to external, computer to computer.

M-F 8 hours a day at work, 7-7.5 of which are programming. Pair programming exclusively; if my pair isn't there, I'm not doing anything more complex than fixing a broken test, writing a new one, or maybe CSS/layout changes.

This leaves me pretty tired on the weekdays, so I read HN but generally stay away from coding for myself (maybe 30 minutes to an hour). Weekends I don't do much more. Somewhere between one and four hours total between both days.

I'd like to code more in my free time (currently I lurk the internet or play games), but coming from a full day of pairing, after having only ever paired while writing production code, I find attempting to sit by myself and produce quite a bit harder.

edit: Oh, and I'm not at a startup.

An offscreen computer on another seed posted some messages. They then propagated from one seed to the others and then websockets automagically sent the posts through to the users sitting at their browsers, which jammed them into the page as it received them (each of the six windows being a different user viewing their own seed and its feed.)

I can understand the issue the author discusses with making tabbing MRU, but I think preference for this behavior differ between users. I have no trouble internalizing the order of the last few applications (or browser windows), thus MRU is the best for me. I'm likely to have several windows open, and it's fastest for me to be able to quickly bounce between a constantly-updating MRU list.

Let's take the "Order of Application Opening" model: If, say, I had opened iTunes between a messenger program and a browser, and I were flipping between browsing and chatting, I would think that iTunes, being a background sort of application, would require me to remember to double-tab every time I wanted to bounce, requiring an extra button press and an internalization of that data instead. (As well, wouldn't the static list then require me to Alt-shift-tab every time I want to bounce backwards? I certainly could tab forward and wrap around if I had only those two applications open, but that's rarely the case, so it seems that a static ordering would only ever hinder me. Keep the static order to the taskbar/dock where it belongs!)

Somewhat related: Something I've always wanted is the ability to navigate tabs in Firefox with CTRL+Left/Right-arrow, similar to the CTRL+# to get to a certain tab number. I looked around once, perhaps a year ago, to no avail, and haven't searched since. Anybody know of an add-on that adds this functionality?

edit: BoppreH, in another post, mentions CTRL+[Shift]+Tab. I'm basically asking for this functionality, remapped to CTRL+Arrows (It's more comfortable this way, rather than isolating the button presses to one hand)

I also agree, but how would you write a nonlinear book? "Choose your own adventure - Math" would be a tricky textbook to produce.

I finished up a lexical analyzer I was writing in Ruby for a pascal variant we're using throughout the semester in my Compilers class. Now it's done and submitted, so time to relax and have a cup of tea before I start considering writing the parser.

California's 'Pacific Gas and Electric' becomes 'Pacific Google and Electric'