For what it’s worth I’ve been using HA for 5 years and don’t deal with any of that and it generally just works. I was dealing with worse with overlapping hubs and ecosystems.

All my switches are unicellular and ceiling fans and lights are their fan hubs as well. Over a hundred devices and it generally just works.

They are. Looks like the creator: https://news.ycombinator.com/item?id=38090161

Note: I’m not forming an opinion on it or saying to use or not use it, was simply curious because I hadn’t heard of it.

It took a bit down to get to someone like me too. Have had no issues since day one and now I'm going to be insanely critical of them.

That's the point. He said one of those things on April 13th, the other he said, presumably, yesterday, May 6th.

A lot of this was covered in "The Phoenix Project". A good read but a bit idealistic in the expected outcome. The fake company was essentially able to right the sinking ship after the band had already stopped playing, in 2 quarters no less.

However, the core tenets were valid from a general approach. My fear when reading was the potential to go overboard. We have all met over-zealous scrum masters. Same could be applied to a lot of the stuff they were essentially transferring from manufacturing to development and more specifically devops.

It's worth reading The Goal as The Phoenix Project is somewhat based on it. The Goal introduces the idea of Theory of Constraints in a similar novelized form, and The Phoenix Project takes ToC and applies it to information systems/software work. There's overlap between ToC and the Toyota Way (Toyota Production System, Lean, etc.) as all are based on taking a systems view of things, and place a great deal of emphasis on identifying problems with the process, not the people (that is, no individual blame).

I had a CTO loan me "The Goal" after I came back from USENIX in Boston (2011) talking about devops and shite... Its a good read and gave context to the Phoenix project without being a spoiler...

There are also a bunch of very nice books about TLS, which stands for "Theory of Constraints + Lean + Six Sigma".

For example books by Bob Sproull and books by Bruce Nelson.

I really enjoyed The Phoenix Project. I agree that things come together a bit too nicely at the end--seemed unrealistic. The first half though, when everything is going wrong, seemed very realistic. I couldn't read it before bed, or else I'd get too worked up to sleep.

It made a rough transition for me because all of the things going wrong were all too familiar.

Then when it wrapped up very nicely I felt like I was bad at my job. "Wait, how did they fix it so fast!?!" (hyperbole here but it was sort of a gut punch)

I read The Phoenix Project several times, but compared with The Goal it has very little to teach you. It is a nice story, easy to relate, but extremely hard to understand what is it that needs to be done at an organization to move it through this kind of change. IMHO it is much easier to follow and learn a process of improvement in Goldratt's books.

Actually, the full title of "The Goal" is "The Goal: A Process of ongoing Improvement". Goldratt used to call it POOGI.

Compared to today's tracks it's insane to me that Nürburgring was widely used. The logistics at the track are clearly very high stakes and seeing how we could look at how huge that track is and think that's a good idea just shows how far the sport has come.

I don't quite get why you can't disable these notifications at all. I really don't want to see the things I missed or it finds interesting. And they're purposefully pushing you to look at it to dismiss those notifications.

This launch event was very odd. It seemed like a launch event geared towards the general public but about a media platform for the media. No real launch details and no pricing structure with no previews of shows.

Given the recent debacle with the airpower lack of a launch date I can't help but not really trust that this is going to come out in the fall...much less "what" is coming in the fall.

I wonder how much the proliferation of start up failures has to do with this very fact versus a poor product/model/founder/execution/etc.

Not saying that the employees are to blame but I'm sure there's plenty of good ideas out there that just don't have the right people trying to implement it.

Or that's such a small amount that it really doesn't contribute.

Really just wondering what that number is.

This is purely anecdotal but lately I've been getting more and more delivered via Amazon's own carrier service. 100% of the time it is late. Some things have completely disappeared and never left the SF carrier facility. It's made me not order from Amazon a handful of times this past week out of being burned on a consistent basis.

It seems very un-Amazon of them. They clearly have the metrics to track this so I'm shocked they aren't diverting or doing something to fix the problem, whether that's incentivizing slower shipping or using other carriers (I realize the carrier deals they have are very complex and affect a whole load of other data points).

It's just odd to me that consistently the Amazon delivery service is what is being used and that it's consistently bad/delayed/etc.