I mean first off: no the exact same image is conjured because we are reading this in context of knowing who jfk and stalin are and we know they aren't strippers and all language is contextual.
That said:
We invited the stripper, JFK, and Stalin to the party.
We invited the stripper, JFK and Stalin to the party.
The supposed ambiguity is back. Although again there is no ambiguity to the reader. The juxtaposition of the two versions wouldn't work as a joke if there was any ambiguity
I don’t think the church would consider the broad contours of Darby heretical. It’s not heretical to talk about many antichrists plus one final Antichrist.
That's not what I meant. If you eat extra "crap" (salt, sugar, fat, palm oil, coloring, additives, etc.) in one food you can't always balance it out with another food. It's not all like counting calories, only care about the total because some things you shouldn't eat in any measurable quantity.
And if I make the effort of eating vegan also for health reasons, why would I go for the ultraprocessed vegan option? To be clear, I wasn't talking about this particular burger, just the general logic that "this food is fine because I can get what I actually need elsewhere" and that "healthy/unhealthy is relative to what else you eat". It's not, some things are objectively unhealthy and there's no option to eat something else to "balance" it.
Right, so because no one in this thread has the ability to remember past their own personal preferences:
The demographic that Beyond and Impossible claimed to be chasing was the like 85% of Americans that answered polls about wanting to eat less meat (back in the early 201Xs). "Meatless Monday", weeknight vegetarian... Whatever. Thats who they pitched investors on.
It's also a market that never materialized, whether because it was always a mirage of push polling or because an ascendant fascist GOP has made meat eating a cornerstone of their identity or COVID or whatever.
He says "You paid $100 million and then it made $200 million of revenue. There's some cost to inference with the model, but let's just assume in this cartoonish cartoon example that even if you add those two up, you're kind of in a good state. So, if every model was a company, the model is actually, in this example is actually profitable. What's going on is that at the same time"
importantly you'll notice that he's talking revenue, and assumes that inference is cheap enough/profitable enough that 100M + Inferance_Over_Lifetime < 200M
Well that's a problem the software industry has been building for itself for decades.
Software has, since at least the adoption of "agile" created an industry culture of not just refusing to build to specs but insisting that specs are impossible to get from a customer.
Agile hasn't been insisting that specs are impossible to get from a customer. They have been insisting that getting specs from a customer is best performed as a dynamic process. In my opinion, that's one of agile's most significant contributions. It lines up with a learning process that doesn't assume the programmer or the customer knows the best course ahead of time.
I have found that it works well as an open-endlessly dynamic process when you are doing the kind of work that the people who came up with Scrum did as their bread and butter: limited-term contract jobs that were small enough to be handled by a single pizza-sized team and whose design challenges mostly don’t stray too far outside the Cynefn clear domain.
The less any of those applies, the more costly it is to figure it out as you go along, because accounting for design changes can become something of a game of crack the whip. Iterative design is still important under such circumstances, but it may need to be a more thoughtful form of iteration that’s actively mindful about which kinds of design decisions should be front-loaded and which ones can be delayed.
You definitely need limits around it. Especially as a consulting team. It's not for open ended projects, and if you use it for open ended projects as a consultant you're in for a world of hurt. On the consultant side, hard scope limits are a must.
And I completely agree that requirement proximity estimation is a critical skill. I do think estimation of requirement proximity is a much easier task than time estimates.
And good luck when getting misaligned specs (communication issues customer side, docs that are not aligned with the product,...). Drafting specs and investigating failure will require both a diplomat hat and a detective hat. Maybe with the developer hat, we will get DDD being meaningful again.
I don’t want to put words in your mouth but I think I agree. It’s called requirements engineering. It’s hard, but it’s possible and waterfall works fine for many domains. Agile teams I see burning resources doing the same thing 2-3x or sprinting their way into major, costly architectural mistakes that would have been easily avoided by upfront planning and specs.
Agile is a pretty badly defined beast at the best of times but even the most twisted interpretation doesnt mean that. It's mainly just a rejection of BDUF.
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