Pedantry is serving nobody any good here. It distracts from the core debate which is far more serious than the evolution of a dictionary word. It meant one thing. Now it means more. Let's move on and stay on topic.
i investigated this yesterday and there is one cmake extension. It gives basic support to cmake. Not as neat as vscode/jetbrains/qt/vs but it works. It is depends on CMakePresets.json and has no gui etc.
This seems incredibly obvious to me I guess, because its an industry standard play.
Establish marketshare, then monetize.
And right now, the industry is caught in this feedback loop that seems to inflate the stock prices of everyone involved. AI needs gpu's, which grows the gpu sector, which AI needs, because if its userbase. And then it buys more gpus.
The growth has to stop at SOME point...
I'm waiting for a massive shoe to drop on token pricing. It's unsustainable.
I have a theory that these short meetings are not the root cause, assuming a trustworthy team.
Having these standups... weekly, daily, whatever-y... it forces the PM to track deliverables. Which means you have to DEFINE the deliverables. And it sort of trickles from there.
The actual hard part is doing the PM Work. Defining deliverables, making tasks in jira (or excel :p), estimating work, and assigning reasonable due-dates.
Thats what these status meetings really do. Once you have that, and you track to it regularly, I would wager you could work asynchronously with a well disciplined team.
Yes, and - there is also something about the visceral feeling you get when your turn comes up in standup and you didn’t update any tasks and you don’t know the status of the thing you promised for this week.
If the PM does the task list and then chases the engineers 1:1, it’s a different chimpanzee brain mechanism at play. Very easy to forget/ignore you are letting down a whole team in this mode.
(And the flip side is true too, shared victory is more motivating.)
This is exactly why I do it (as a PM). The average engineer gets way more of the important work done when they have to say what they did and when, if they're blocked, they know I'll actually help unblock them.
And when the standup itself is five minutes, people are still refreshed enough to talk about a book or tv show or show off the progress they're making building a deck or let their kid say hi.
> there is also something about the visceral feeling you get when your turn comes up in standup and you didn’t update any tasks and you don’t know the status of the thing you promised for this week.
Never really experienced this. But daily are boring when it goes past the act of sharing updates and into musings by the PM, design discussions with a few of the team while the rest idle…
In my experience a good async culture is sustained by regular, high-quality check-in meetings. They serve as connecting moments that support team cohesion and camaraderie.
It's funny because i have the exact opposite experience at my medium-large sized engineering company.
The hardware team had a team lead at the staff level for years. Software, which had an equal headcount, was compartmentalized below the hardware team.
It was such a massive struggle to get equal salary, or a voice at the table for impacts to the software team.
At one point, IT added some new intrusion detection systems that increased our compile times from 10 seconds to over 600.... And we STRUGGLED to get our issue escalated because "it was a software problem" and the hardware team didnt really care about anything other than hardware issues.
Like imagine grinding an entire division to a halt, and not even raising that concern. Thats a Tier1 issue. It took over a month to get a workaround in place. IT wasnt ever really fixed. We were just told "youre not important enough so youre gonna have to deal with 3x compile times. tough"
I've observed this as well, that software in a hardware org is a bit of a second class citizen. The absolute worst case is AMD leaving a trillion dollars on the table because they can't compete with CUDA software APIs, but lots of places are like this.
But software in general - well, in America - got pulled up into the stratosphere by FAANG money. I feel that should have had more of an effect than it did on non-software orgs.
> The absolute worst case is AMD leaving a trillion dollars on the table because they can't compete with CUDA software APIs, but lots of places are like this.
I’m still so dumbfounded by this. It’s almost 20 years since NVidia introduced CUDA. Developer tooling / experience appears to be something AMD does not understand, for some reason.
20 years ago is also the time frame for when AMD acquired ATi (who IIRC were 99% on gaming graphics), and AMD was floundering in the following decade. They made the choice to prioritize the CPU side of the business, but on the GPU graphics/compute side it's hard to see that they've got much vision for how they want to steer the future to go and the ability to make that happen with their partners.
It might be related to patent portfolios. AMD might be reluctant to pursue something that can step on Nvidia's minefield. OTOH, you mention developer experience, and it'd be wonderful to have something less developer hostile than CUDA.
I remember my feelings when I learned how to use the Cell's SPUs and how much I didn't want to touch it with a barge pole after that.
> that software in a hardware org is a bit of a second class citizen
I noticed that with mainframes and banks.
IBM makes some really amazing hardware at the very top of the market, but the companies who own those machines don't seem to think any competitive advantage can come from them - they are the cost of doing business. Because of that, the mainframe teams are often neglected.
I would even be happy to write code on the least sexy language ever invented, COBOL, just so it could run on the sexiest hardware ever built.
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