It's called a "swing bar". It's easy to open from tho2e outside with some duct tape and a rubber band, unfortunately. Plenty of easy instructions on YouTube.
First, the more difficult a task is, the more inherent difficulty there will be in "accurately" estimating the difficulty of the task. Fibonacci is used to represent the inherent lack of accuracy in more difficult tasks, since the numbers get _very_ far from each other as they go up the scale.
Second, the numbers _are_ arbitrary. Completely, 100% arbitrary. It's a _relative_ difficulty scale. Say you've got 3 tasks - A, B, and C. A and B are approximately as hard as each other, they're 1 story point. C is more difficult than either one - it gets 2 points. That's it. Story points are not, and should not be used as, a unit of measurement. The biggest utility is to identify big, scary tasks with lots of unknown factors.
The fact that they are _numbers_ is what tricks so many teams/PMs/management/etc into thinking that story points are more meaningful than they were ever supposed to be. Incidentally, this is also why some planning poker teams use t-shirt sizing (S,M,L,XL,XXL, etc). No numbers means people are less tempted to punch them into a spreadsheet while deluding themselves into believing that showing numbers going down is the same thing as "showing progress".
That would be TurboLinks. It's going strong, and has seen significant improvements over time. Especially when paired with something like Stimulus and/or Reflex and/or Hotwire, you can make some _very_ snappy feeling server-side rendered HTML. At this point, I won't even consider making SPAs for anything unless the product owner has an incredibly compelling reason.
If you're curious what the modern state of server-side HTML Rails can be from the user's perspective, head over to hey.com and sign up for their free trial.
For one or two standards? There's just the headache of getting approval to spend the money.
But when it gets to dozens/hundreds, plus requiring vendors to have their own copies, it quickly multiplies into a massive burden. And that's not even getting into the open source issues.
Not to mention the fact that you might not know if you NEED the ISO until after you've already bought it.
I'm convinced of the same thing. I once had a rather enlightening conversation with an Agile consultant who had never read the manifesto. When I showed him, he said "I'm not sure I agree with this".
There was a Netflix documentary series on pandemic planning (in the works before COVID, but the timing was fortuitous). In it, there was a CDC/WHO expert who traveled around to various health authorities/districts/regions and trained them on how to deal with the public regarding a pandemic.
This expert did the professional version of a facepalm when she recounted the times when these health experts failed in their drills. She made it clear that the public will look to them as experts, so be clear, be informative, tell the truth, give actionable steps, etc. Because if these experts _don't_ do these things, the public will look elsewhere. And that "elsewhere" will likely be random yahoos on the internet. Doctors saying "wear a mask" will have greater overall benefits, even if people follow that advice BADLY.
>work to elect officials that make the political change you want
Not sure how that is supposed to apply to people like the Canadian employee referenced in the article. Canadians don't exactly have much say in American elections.
I've had the exact same experience. Throw in a large dose of "no repeat customers" due to us prioritizing Feature A for Potential Customer B over fixing existing gaps that affected actual customers, and it was a never-ending parade of haphazardly created, bug-riddled new features that never got improved.
Made every single day a death march and a company that survives purely on the sunk cost fallacy on the part of the investors. They've already dropped $MILLIONS into building this thing, and the CEO swears that this next big deal will be what finally pushes the company into the stratosphere. As miserable as it was to work there, I'm honestly impressed they're able to keep that zombie moving.
Yup, and the requesting "customer" always convinces your CEO with the same argument: "Just add this feature, sell it to us, then it's part of your product forever and you can sell it to many other customers! We're paying for your NRE!" and CEO falls for it!
The company I worked for didn't even need that incentive just the potential to make a sale! We added features just to complete bullet points on a marketing sheet even if we never made a sale of the feature.
