weekay

Doesn’t seem to be a actual data leak , but a collection of scraped LinkedIn user data. Interesting to see if the data includes profiles that aren’t publicly viewable.

A web scraped data dump of information available to general public was left without any access controls. Neither the act of scraping , storing or sharing that data is illegal. Violations of t&c’s of YouTube or Insta for sure. But , would they be doing anything to pursue a case against those who scrape their sites or prevent anyone from doing so ? Platforms like these rely on having profile data made public around number of followers , location etc., it is in the platforms best interest to improve engagement with public data. Such data would be a gold mine for marketing professionals and agencies. Do agencies do this today, yes. Do they make that data available to public , No.

For 20% of the cloud spend as the price , would expect a far more detailed view of what features to expect from the subscription. While it is a interesting concept , not sure if the features would entice anyone to part with 20% of the clod spend for what can be setup initially.

>The outcomes of some current clinical trials of chloroquine in China have been announced, without access to the data.

This seems to be the link to the details of clinical trials in China that are made available

http://www.chictr.org.cn/searchproj.aspx?title=氯喹&officialna...

Chloroquine phosphate, an old drug for treatment of malaria, is shown to have apparent efficacy and acceptable safety against COVID-19 associated pneumonia in multicenter clinical trials conducted in China. The drug is recommended to be included in the next version of the Guidelines for the Prevention, Diagnosis, and Treatment of Pneumonia Caused by COVID-19 issued by the National Health Commission of the People's Republic of China for treatment of COVID-19 infection in larger populations in the future.

This reminds me of the prisoners dilemma https://en.m.wikipedia.org/wiki/Prisoner's_dilemma

This is has been bugging me for some time as well. How does one differentiate between a well intended Vs not in a typical work environment? Intentions are interpreted through various signals and when there are various strands of office politics in play it makes it really difficult to open up and follow the playbook suggested. The typical fear of are we giving away too much information by opening up and is it going to make it worse sometimes comes to play. Wish human interactions were simple

Developing a postmortem culture is important to share the lessons learnt from production. For eg. Documenting and sharing the lessons learnt from a SRE perspective , a google doc would suffice. Some pointers at https://landing.google.com/sre/sre-book/chapters/postmortem-... Have seen Wiki being setup and fail and go stale very quickly. Lots of knowledge and learnings are tribal knowledge. Sharing tribal knowledge is effective in person or in a non wiki mode especially through brown bags or chapter meetings etc., Challenge is not everyone has the time or the energy / enthusiasm to be talking in front of a wide audience. Never seen one solution working effectively. You need to figure out the best approach based on the team culture and how the organisation is setup. For eg., some teams are hesitant to share knowledge and learnings with other groups - Conways law comes into play. End of the day it is not up to the company to track lessons learnt. It is the job or becomes the job of the person supporting production to a large extent to maintain it for making it easier to do their job. That being said , that knowledge leaves when that person moves jobs & the cycle continues

What is interesting is the fact that none of the revenue / income from advertising if any, is showing in the accounts of the council. Checked a few at random and none of the account statements mention income from ads. Begs the question then not just of moral bankruptcy but of accounting this. If it's not implemented for income to the council then why ?

You are missing the fact that Enfield council has RTB House , Criteo retargeting , Tru Optik demand side platform , OpenX , Districtm, msecnd , doubleclick , omnitag integrated as 3rd party. This doesnt make sense if the intent was purely to show internal ads. The implementation here seems to be no different to any other news site. As a visitor to the council website , I would expect that the same privacy levels and UX as that of gov.uk sites.

,`Feedback I got was they expected more, and I did to.'

Doesn't your company have a set criteria for bonus payout like for eg., Derived from overall company performance, department performance , down to team and individual performance? If it doesn't and you believe your team deserve a higher payout ,clearly the management team doesn't agree with that and so do you as you expected more. Without a set and agreed bonus payout criteria it is left to a committee or judgement of a few , who I believe have weighed the scenario of your teams morale going down and potentially losing a few people. They are okay with that. Clearly wherever the money have moved to is the area they all collectively value. I have seen this happen especially in the case of a team that is managing and maintaining a legacy environment tend to not get favourable bonus payout even when they put in extra hours but other teams who are working on the newer releases etc are favoured as they are the future systems.

Class, activity and use case diagrams are not in vouge with the development teams. And if they do use them , they tend to be in Visio or with similar tools when they need to be created for requirements / design documentation etc., Somewhat related , https://bramp.github.io/js-sequence-diagrams/ could be used as well.

When I hear building from scratch , am reminded of this - How I built a toaster from scratch - https://www.ted.com/talks/thomas_thwaites_how_i_built_a_toas...

I had accumulated about 300 over the years and went through the following process to tidy up. 1. Get all links into a html format 2. Run through a python script to weed out invalid / dead links. 3. Of the remaining active links , run them through a script ( used headless chrome puppeteer ) to gather title , tag info for each link . 4. Check if any of the links were part of a named folder and catalogue. Unfortunately some of the bookmarks were not filed into named folders. 5. Run a script to check for common keywords or terms and group. ( Used R script ) 6. Manual check again and group them with appropriate #'s into Bear app which I use for note taking. While it might seem Heath Robinson'ish way of achieving something , I went about it this way to hone the skills around python , Puppeteer and R.

Now when I bookmark something I catalog why and what I want from that link clearly noted down in Bear app with tags.

> "Monitoring of yore might have been the preserve of operations engineers, but observability isn’t purely an operational concern"

Yore ?

Observability is much more than logs, traces and metrics. Yet we consider the 3 pillars of observability to be logs, traces and metrics only. No wonder why the concept of observability tends to be equated with monitoring alone

Not just Singapore , a lot of other airports do this as well ,as other comments have pointed out. This isn't the norm in the UK unfortunately. The reason boils down to staffing on the other end to check the token and to handover the tray. Token and staffing would mean added cost and liability - not something an outsourced security vendor or another government department agency would be willing to foot the bill for.

1. How do they keep on top of their technical debt ? 2. How do their peers especially CFO's perceive technology investments and processes ? 3. How they see their roles differentiating from CIO's ? 4. Their approach to build Vs buy 5. How do they keep abreast of Innovation and what do they invest in themselves staying upskilled ? 6. How often do they peer review the code or spend time with developers ? 7. What keeps them awake at night ? 8. Views and adoption of open source 9. What makes a good CTO in their opinion. 10. How are they approaching diversity and inclusion 11. How do they see the role of CTO changing in a few years ? 12. Do they genuinely believe they have a seat at the table ( at the board level )

Goldilocks principle IRL is not easy

Mike#2 has been in the company for longer than a month !

From my experience of having worked in many large multi national corporations , it is not unusual to find many mini applications running out of someone's desktop tucked away under the table or in a cupboard somewhere. They seem to largely cater to automation tasks that someone in the business had asked a developer to develop or something a developer had developed that has become the norm. I still see a lot of excel macros and spreadsheet consolidation "applications" that have graduated from the cottage industries within the organisation. Having said that they never ever tend to be business critical. They dont run the business. These are the types of stuff that will make a few business operations folks lives easier. They are not meant to run the business. Any large business that has an application that is responsible for revenue to the tune of millions would definitely be audited frequently. If and big If this is true , the controls and oversight process is horrendous in this case