That is totally different. Of course you want to care first for your people. So if USA said, exporting of ventilators is forbidden, that is one thing. Another thing is intercepting a rightful order of a 3rd country and taking it as their own.
I can understand you working 100% and no more. And I can live with it if I was your manage.r But no loyalty, no team spirit? No way. For me it is a two way road. I give you flexibility to work remote some days, to arrive at 10 some days, to leave earlier others, but in exchange I expect that you some days will work more hours, arrive earlier or leave latter, and maybe work some weekends. It should be a balance.
the situation you describe is not a "balance". it's whatever the employer desires. you've all but guaranteed low morale. when you demand loyalty and team spirit on top of that, it justifies cynicism.
in such a situation, you should expect people to do the bare minimum.
Homeoffice, flex time? That's all things that benefit the company just as much.
No relations to working only the hours they are getting paid for.
But that's the trick. You are presenting unrelated things as if they had to do more than agreed upon just to get those. Pretty cheap attempt to guild tripping.
No remote before pandemic offered, 8:30-15:00 must sit in the office. Constant micromanagement. How to save €200k with cheaper hardware proposition rejected, integration test design forbidden, IDE migration middle in the project despite my protest started. My current place does not offer any balance. Edit: if I can solve my own errors on weekend I’ll do it for sure! But I am not liable for management fails.
Why would you fix errors on weekends? (except for critical stuff, and then take off a weekday instead, of course).
Errors are a normal thing for human work, especially software developer. Nothing you are "guilty of" and have to make right with your own money/time (same thing).
I was twice on weekend in the office in last 3 years: one time due to legendary IDE migration in the middle of project. It wasted 7 months in total. Any the other time I wanted to finish my release on time. Of course, it was postponed on Monday. Both times it was wasted personal time, zero gain.
Because of managers like you I get all of these things nicely into the contract so no one can say to me that they 'give me something like flexibility'.
What you wrote doesn't have even 0.1% of balance you speak of.
We have much more mobility and contacts with other people than in past, therefore it may be more efficient for viruses to evolve into having longer incubation period than becoming less lethal.
Before the Agile manifesto, before Scrum/XP/Lean became popular, I had my own way of delivering software which basically was: meet with users/stakeholders, talk about what they need, build a first version in 2 to 4 weeks, release, test, adjust, repeat. For me it makes so much sense agile that I don't get why some devs don't understand the beauty and simplicity of it.
The origin of the "standup" is just a regular daily coordination meeting - like thousands of organizations have always had.
Ever heard of a "morning sales meeting"? They've existed for decades - short, to the point, 15-20 min. No one's ever heard of scrum in sales meetings. This kind of thing exists in hundreds of other businesses as well.
Much like everything else in scrum, they are just trying to take credit for something people already did - so they can package it and sell it back to people as if it were a novel idea.
There's nothing new or special about scrum - except a reduction in productivity because of the additional overhead and meetings.
So it's a copy of a copy (Borland team), of something entirely unrelated (rugby).
Also, it's for "our own good" and "we should own the process ourselves". While saner interpretations of AM are to be strictly verboten.
Only time I've seen such meetings not devolve into a status meeting, is when PM actively sought to cast light on potential issues and inquired about who need information, etc. This was effectively rooted out when SAFe came and eliminated PM-role entirely, while hiding discovery and decisionmaking processes, keeping them secret.
Of course, past poster child examples have nothing to do with Attention- and Selection bias either.
Being Agile has often little to do with being agile. True "agile" development has nothing to do with story points, daily stand up, bi-weekly planning poker sessions, retrospectives, spikes, scrum masters, etc, etc
Migrating old emails over to a new client might be non-trivial. My grandfather has many years of emails and attachments stored in Incredimail - some of whom have passed away, so he'd really like to keep these emails.
I've backed up his Incredimail email database, and will have to find a way to import them into Thunderbird or something similar.
Yup. Back when Incredimail was popular, IMAP was not as widespread.
I moved my mom over from Incredimail to Thunderbird 10 years ago, but I don't think I managed to import the message history... Now she's on gmail instead of the internet provider email (that has since been switched several times), so no longer an issue
I really don't get why companies use slack and pay 13 a month!!! when you can have gchat for free in your 12 a month. I mean, yes, gchat lacks some features, but for the most part it works.
