In a way, this question itself is very “un-agile”. Agile should be always forward-looking, “What can we do next?”, “What can we get done in this short period of time?”, “What should we do next?”.

OK, so you found a possible “defect” in your system. Is it a defect, or did someone slide in a requirements change 3 months ago?

This reminds me of playing chess. Sometimes a player will make their move when their opponent is distracted. The opponent hears, “Your turn”, and they look at the board. “Which piece did you move?”. The first player just shrugs.

The point is that you shouldn’t need to know which piece just moved. Every chess position is a “state” of its own, and your best move should depend on going forward from that state, not knowing how the board changed recently.

It’s the same thing here. You have a situation. Does it really matter how, when, who or why it happened? It shouldn’t, and here’s why:

Just because it’s a defect (if it is) doesn’t automatically mean that correcting it moves to the top of your “to do” list.

It’s going to take some non-zero amount of time to change it back to blue. And when you’re doing that, you’re not doing something else. There is always an opportunity cost to doing bug fixes and you shouldn’t treat them in an ad-hoc way. Should you be spending that time, and who gets to decide if you do? It’s not your decision. It’s the PO’s decision to make.

Maybe the PO doesn’t care about the colour. Maybe they do care, but not if it means some other feature gets delayed. Maybe it’s the most important aspect of the whole system, and there’s no way you can launch with it green. So you cancel the current Sprint and start a new one dedicated to fixing this defect! Maybe they regret asking for it to be blue, and now they’re happy that it’s now green.

If it was me, I’d get a quick T-shirt size estimate on the work required to change it back to blue, then put it in the Product Backlog to be reviewed with the PO. Maybe have a quick chat with the PO, or send a memo about it. Maybe the PO will need to check with their SME to see if anyone remembers asking for it to be changed to green. Maybe not. In any event, it either makes its way into a Sprint Backlog or it doesn’t.

Also, if you’re doing Agile right, then your clients are getting constant, hands-on, experience with your system as it is being developed. To go 100 days without some kind of “release” that they can play with and give you feedback is an anti-pattern. If you are giving them the latest version every week or two and after almost three months they haven’t noticed that the footer is green, then it’s probably not important.

On to the actual question. Jira is a potential sand trap of administrative complexity. The answer is usually to keep everything smaller. Smaller features, and smaller Sprints. Smaller teams. A team of 5 or 6, working in one week Sprints, can only do so much per Sprint. If your fundamental unit of work - a story, or a feature, or a ticket - is set to take something like 1/2 day and forms the basis of your Sprint Backlog, then each programmer on the team can do at most 10 SB items (in a perfect world). Depending on the composition of your teams, you’re probably going to have only about 3-4 programmers - which means 30-40 tickets per Sprint Backlog. And that’s a blue-sky number that’s practically impossible in a world with meetings. A team of 5 or 6 is going to complete closer to 20 Sprint Backlog items in 1 week Sprint in the real world.

The point being that 14 Sprints is your 100 days and each Sprint has about 20 easy-to-understand items in it. Whatever your management tools, it’s a failure if you can’t locate those 280 features in a matter of seconds. And it should be easy to eliminate 270 of them as not possible places where the change happened just from the description.

And when those SB items are small, as they should be, it’s not an onerous task to document inside them the requirements that they are supposed to meet.

When you have 1 month Sprints with tickets that take 2 weeks to complete, then everything becomes a nightmare. It becomes a nightmare because it’s virtually impossible to impose some kind of consistent organizational structure internally on free-form stuff that big. But it’s almost trivial to do it with tiny tickets.

And the other thing that happens with big tickets is that there’s tons of stuff that programmers do without thinking about it too much. If you’ve got two weeks to finish something, then there’s a ton of latitude to over-reach and the time estimate was just a wild guess anyways. If you have 3 hours to do something, then you’re going to make sure that what you need to do is clearly laid out - and then you have to stick to it or you won’t get done in time.

Did somebody “fix” the inconsistent footer colour while doing some huge, 2 week, ticket? Good luck finding out. But that’s not going to happen with tiny, well documented tickets.

My first experience with this food was in Halifax decades ago. The Halifax Donair is a unique thing.

And it’s definitely Donair, not Doner.

I always thought of “Briton” in that last sense, while “Brit” has the meaning of anyone living in the UK (almost). But that’s from an outsider’s perspective.

As my English cousin corrected me, though, “I’m English, ‘British’ could be anything!”. She wasn’t, of course, talking about the difference between English and Welsh, or Scots.

Technically, he would have three drives and only two drives of data. So he could move 1/3 of the data off each of the two drives onto the third and then start off with RAID 5 across the remaining 1/3 of each drive.

Deal with the ethernet port issue by purchasing a 5 port ethernet switch. Maybe the rest of your issues go away?

It doesn’t. All I’m saying is that your assertion that free will requires that evil is a choice assumes the existence of evil in the first place. If God never created evil, then it’s simply not something you could ever choose, just like an infinity of other non-things that you cannot choose. But that doesn’t inhibit your free will.

For me Bazzera Magica and Baratza Vario grinder some time back. Better coffee than most cafes.

I choose hedbidittle!

Oh! I can’t have hedbidittle, because it doesn’t exist. It’s not even a concept.

Well then, I guess I don’t have free will.

Grandma’s on the roof and we can’t get her down…???

There’s two kinds of issues: instance and pattern. The first time or two, it’s instance. You deal with those with specificity. Something like, “I would prefer not to talk about this subject with you, please stop”.

If it persists, then it’s a pattern problem. You deal with the pattern, not the instance. “I’ve asked you not to talk about subjects like this in the pant, but you haven’t stopped. This makes me feel like you don’t respect my boundaries and it’s making it difficult for me to work with you. Why are you doing this to me?”.

You can escalate from there, and this might involve management involvement but at least you’ll have the clarity of having made the situation clear before it gets there.

Honestly though, unless the coworker is actually deranged, they’ll be mortified when they find out they are making you uncomfortable and they’ll stop right away.

I think that a good starting place to explain the concept to people would be to describe a Travesty Generator. I remember playing with one of those back in the 1980’s. If you fed it a snippet of Shakespeare, what it churned out sounded remarkably like Shakespeare, even if it created brand “new” words.

The results were goofy, but fun because it still almost made sense.

The most disappointing source text I ever put in was TS Eliot. The output was just about as much rubbish as the original text.

Yes, $15 CAD/day to “roam like home”. I have an Orange eSIM that I can keep alive if I use it at least once every 6 months - with a local french number that stays mine. It costs me about $40 CAD for a 30 day - 20GB top up. My wife uses Nomad for data only, we both don’t need local numbers, and it generally costs $12 CAD for 5 GB 2 week top-up.

So I figure about $60-70 CAD for 3 weeks travel virtually anywhere in Europe. Calls and SMS included (for one) without long distance charges. Compared to $630 for “roam like home” for two people from a Canadian carrier - doesn’t matter which one as far as I can tell.

We both recently got new phones to be able to use eSIMs.

And the physical SIMs stay active. So my elderly parents can call my Canadian number if there’s an emergency and it will ring through.

In fact, on our last trip to Rome, when we used a credit card at the hotel, it was refused and then seconds later I got a text from the bank asking for confirmation on my Canadian number. I had no choice but to text “Yes” back, and that single text activated roaming for the day and cost me $15.

An small InstantPot does the trick just as well, and you can use it for other stuff as well.

As a boomer (at the tail end, admittedly), I too have lived through all of these things. Plus the other thirty years of shit that happened before it.

The world threat that was the USSR and Mutually Assured Destruction. The Vietnam War, two Gulf Wars, and 9/11.

The “Troubles” in Ireland and IRA bombings in London. The Munich Olympics Massacre. The rise of global terrorism. The FLQ crisis. Kent State. Watergate.

Acid rain. Leaded gas and smog.

15%+ mortgage rates. The oil crisis. Wage and price controls. Multiple recessions. The Dot Com bubble.

Police raids on gay clubs. Racial slurs in everyday language. Massive gender inequality.

24" black and white TVs. It took a week to find out how your photos came out. Watching f@#$ing “Tiny Talent Time” on a Sunday afternoon because there wasn’t any else better on the other 5 channels (if that doesn’t traumatize you, nothing will).

You had to go to a library if you wanted to look something up in an encyclopedia.

Cars without seatbelts, crumple zones, anti-lock brakes, traction control or airbags.

F*CK me. “No experience”. Maybe just enough to know how much better things generally are today.

Kids always think that they know more than their parents…until they don’t.

So write it properly from the get-go. You can get 90% of the way by naming things properly and following the Single Responsibility Principle.

That used to be really true when I was a kid in the 79’s, but not so much today. Back then, a quality guitar cost way more than the cheap stuff and the cheap stuff was rubbish.

Nowadays, with CNC machines everywhere, there are lots of modestly priced guitars that are very playable. The junk that we used to have to settle with back in the day only exists in the realm of “toy” instruments that almost aren’t intended to be played.

Seriously, $300 can get you a very playable instrument, especially in electric guitars.

The workplace should have a zero tolerance policy about abuse of the staff. If the particular location is one where there is a significantly non-zero chance of such incidents happening, then there should be a big red button on the wall that sounds and alarm, and summons security and possibly triggers a police response.

Employees should be trained to hit the button at the first hint of abuse. The employer should support them.

In this case you could view a swap partition as a safety net. Put 20-30GB in a swap partition in case something goes wrong. You won’t miss the disk space.

I’m not sure a corvette has ever counted as “major” warship.

It doesn’t have to be BYOD. The firm might willing to procure a specific machine for her. Or she might have enough clout to make them get her what she wants.