As I said, when I got stuck, the problem was never with coding or other technical issues. Of course, understanding every little detail of Flask was difficult sometimes—I was also hunting bugs for hours, sure. But the things that stopped me were mostly mindset related.

So here are a few practical pieces of advice to get over these issues—for my future self and for you—if you want to get a hobby project done!

A particularly worrying variant is the Scaled Agile Framework or SAFe. Essentially this is codified bureaucracy, in which the customer is almost totally absent. It is now pervasive in large firms because it gives the management a mandate to call themselves agile and keep doing what they have always done. Essentially it subordinates the agile teams to the bureaucracy, rather than doing what is necessary to achieve business agility, namely, namely [sic], transform the big monolithic internally-focused systems into arrangements where the budgets, HR, Finance and so on are flexible and externally focused in support the Agile teams in operations. The insignificant role of the customer in the chart above is indicative of the problem.

When asked what stops them from safely and regularly deploying every change into production environments - everybody seems to have their own reasons. Organizational, cultural, historical, technical, contractual.. Some go as far into denial as saying : "Oh, we don't need continuous delivery. In fact most companies out there don't really need it." But the underlying reason is of course the lack of confidence. Nobody wants to be the culprit for a system outage. According to a number of industry surveys the average cost of one hour of downtime is around 75000 USD. There's a lot at stake! So instead we choose to move slower, to add controlled handoffs and build home-grown guardrails. To hire more Ops engineers and call them SRE to feel more secure. Rarely discussing the price of establishing and maintaining all of these over time.

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Engineers who've experienced true CD can't really fathom any other way of delivering software. As @giltayar puts it "CD ... is a total game changer. It changes how you perceive software development and delivering features... I did CD and EVERYTHING about how I developed changed. It was magical."

Now I will concede that certain terms of venery have made the transition from factoid to actual phrase. Pod of whales. Troop of monkeys. Gaggle of geese. Pack of wolves. Those tend to be used for animals that naturally live in small groups, and those are fine. Keep ‘em.

They’re not the ones that annoy me. But “murder of crows,” and the like—the ones that people giggle over despite no actual instance of anyone using the term to refer to a flock of crows maybe ever in history—those need to go.

Accuracy is part of the reason. Bandwidth is another. Why use our limited brain space on fake animal facts when there are so many interesting things that are actually true? Wombats don’t form wisdoms, but they poop cubes. Did you know that? Cubes! You’ll blow them away at bar trivia with that one.

There is a good reason for colonizing another planet, which is to avoid extinction if the Earth is hit by a 10km or larger asteroid, as has happened many times in the Earth's history. Colonization of Mercury appears to be a very real and practical possibility, whereas colonization of Mars or the other planets, moons or asteroids is really more in the realm of fantasy.

You need two things to effectively move fast: a culture of psychological safety and smart investments in tooling. Employees need to feel empowered to speak up if things are moving too fast—if they are concerned about why a feature is being built and to identify gaps in the processes. They need to feel they won’t be blamed when something breaks. Building this requires empathy, open communication, and teamwork. This psychological safety is the foundation of being able to move quickly and quickly recover when things break.

Next up is selecting the right tooling and processes. Invest in tools that make things easier. Tools should be useful, usable, and change the underlying problems, not create more.

Avoiding hassle is especially important for a bootstrapped company. As discussed in my previous post about the spiderweb entrepreneur, in the early stages of bootstrapping, nothing happens unless YOU do it, so it’s incredibly important to conserve your time and energy.

Ifyou want to absolutely minimize hassle as you run your software business, you can stick to each one of these rules, which I present in no particular order:

Many developers have been voicing their concerns about Agile being broken lately. Among them are prominent figures like Robert C. Martin and Kent Beck – two of the people who charted the Agile Manifesto. Some of the most frequently-mentioned problems with Agile are: Agile ignores technical debt; frameworks like Scrum are just “red tape,” which they were never supposed to be; programmers are asked to commit to arbitrary estimates and deadlines and never get the time to think thoroughly about the features they’re creating. So if we can acknowledge and work on these problems, perhaps we can fix Agile.

A good software architect, as well as a good project manager, doesn’t need meetings and never organizes them.

Meetings demotivate, waste time, burn money, and degrade quality. But more about that later. For now, let’s discuss a proposed alternative.

It’s especially important that kids get bored — and be allowed to stay bored — when they’re young. That it not be considered “a problem” to be avoided or eradicated by the higher-ups, but instead something kids grapple with on their own.

We’ve stopped training children to do this. Rather than teach them to absorb material that is slower, duller and decidedly two-dimensional, like a lot of worthwhile information is, schools cave in to what they say children expect: fun. Teachers spend more time concocting ways to “engage” students through visuals and “interactive learning” (read: screens, games) tailored to their Candy Crushed attention spans. Kids won’t listen to long lectures, goes the argument, so it’s on us to serve up learning in easier-to-swallow portions.