throwaway787544

Books. Get a library card.

Runbooks-as-Code is also a great practice, similar to the notebook shown here. But they should be limited to one-time actions, like triage, recovery, etc.

Ask for paternity and flexible hours. Work less, and care less about work. If you lose your job, you will get another one. Ask family and friends for help if you really need it. Do not worry about the future. One step at a time, one bridge at a time. It will all work out.

And after that, when we return to the primordial ooze of AOLs and Prodigys and CompuServes, and even before that to UseNet and BBSes, when there is barely a commercial entity left, but there is still a wire to shove weird binary non-euclydian poetry into, there will be internet.

And even after, when illicit shortwave modems screech their crude 300 baud message across the planet, and very slowly a fat gray cat, Cheshire-grinning a question about a sandwich, progressively renders into a cracked and crudely lit LCD, an old meme will take form, and there, in the gray matter, there will be internet.

Nobody really knows when the body dies. After brain death, and then organ failure, and all the electricity's gone, a rotting corpse still feeds the world, mother's diesel for the biological engine of life. Who knows where the internet will go, or for how long, or in what strange aeons it will return? Who can say if ours was even the first?

1. Complete a risk assessment. List all the security, business, availability, liability, productivity, and other risks and prioritize them. Estimate the real world impact and probability of the risks, describe examples from the real world.

2. Estimate the work to mitigate each risk. Estimate multiple mitigation options (people are more likely to agree to the least bad of multiple options).

3. Negotiate with leadership to begin solving the highest risk, lowest effort issues.

But before you begin all that, focus on the psychology of leadership. Change is scary, and from their perspective, unnecessary. The way you describe each risk and its mitigation will determine whether it is seen as a threat or an exciting opportunity. You will want allies to advocate for you.

If all of that seems like too much work, then you should probably either quit, or just try to make small performance improvements to put on your resume.

Then I worked places with SAP. And if they were lucky and just "did things the SAP way", the result was easy to understand, actually worked, and saved time.

Can you do that without SAP? Of course. Can a SAP system also suck? Of course. I have no argument to make here, other than it's sometimes good and sometimes not. If I had to compare it to anything it'd be IBM.

Jenkins is horrible. But it's by far the most ubiquitous ci/cd thing.

Terraform is less horrible, but still pretty bad. Yet it's impossible to work for any company that wants to do IaC and not use it.

If the Peter Principle says "incompetence rises to the top", the Poettering Principle should be "the most popular garbage rises to the top".

I think the answer is to stop building so dense, reduce our population, and reintroduce more nature to our deforested, inefficiently farmed, overly-paved modern world.

The more we have 12-story buildings, the harder they are to build and maintain. 3 and 4-story buildings are much easier, can be made with timber easily, etc. But we need to spread them out more. This would be good, as we could create more small businesses to service the people, less dense areas would require less intense civil management, communities would be smaller and more familiar.

The more people we have, the worse things get. You need more homes, cities get more dense, you require more resources / food / consumer goods / land, create more CO2. Quite simply, we have a shitload of people, and that causes us all kinds of headaches. If we just had fewer people, we'd have fewer headaches. We don't need to live like bunnies/rats/cockroaches constantly multiplying. And quite frankly, the planet would do much better with fewer of us.

We would also thrive more in a world closer to nature. You notice how there's fewer insects, fish are mostly disappeared, invasive species are rampant, and cities are increasingly hot and polluted? Most of that changes if we undo most of our "developing" and let nature come back. Replace concrete sidewalks with forest trails, grass lawns with trees and weeds and bushes. Remove [at least] half the roads and replace them with canopy and gardens. Grow only sustainable multicultures of foods on a quarter of the existing farmland (and stop growing so much fucking corn!) and pay a decent wage to work the land. Bring rivers and streams back. You will notice cities get cooler, biodiversity increase, CO2 emissions decrease, and our health will improve. Not to mention fewer car accidents, less noise pollution.

On the contrary, I'd rather see more open designs for modern post-frame homes. They're lighter, cheaper, simpler, faster, and provide some design benefits. The only real downside is zoning needs to catch up.

Similarly, managing a product team is also managing a running system; that system is just made up of meat sacks whacking plastic buttons with their bony protrusions, rather than computers humming away in data centers. A product manager still needs to quantify that the system making that product is working correctly, and metrics are essential. Otherwise you will only be guessing as to how the system is working, and those guesses will be much more haphazard as the system grows.

It's essentially a long term weather forecast. Don't plan your beach vacation for November; don't plan to launch Product Feature X before we could have it done. "Velocity" makes it sound like it's measuring your productivity now, but it's more of a general forecast of the future. And absolutely nobody should be looking at it but the PO.

I don't have a Blu-ray player; time to find a torrent...

Who the fuck are they talking about? Clearly not HashiCorp. The most popular tool in HashiCorp's ecosystem that wasn't written by them was written by a consulting firm who hated HashiCorp's UX. Hashi is like Amazon: shitty UX, but features that capture a market early, and so they remain a dominant player despite shitty UX and unnecessary overcomplicated bullshit.

There are only two things that you need to succeed with open source. 1) solve a problem nobody else has solved yet and drive massive adoption. 2) make it so that eventually people realize they can't get any farther without paying for enterprise features, and their lock-in and over-confidence from the free product will make them convince their bosses to pay you.