Korthrun

I also “misuse” timewarrior a bit and use it to time things like “how much time do I spend waiting for salt to run”. That has its own timewarrior db and a wrapper function for pointing the command at said db. I use this in both login and non login shell contexts.

All of the repos for my GitHub sourced vim plugins live under one parent directory. I symlink to them from ~/.vim

One example is a simple function that pushes the top level repo directory onto my dir stack and then runs a loop where it pushes each subdir into the stack, runs “ggpull” then pops back to the top level repo directory. ggpull is an alias added by the zsh git plugin. After all repos have been updated it pops back to my original pwd.

I run this as part of my “update all the things” script but sometimes I also want to run it in demand from the cli. So I want this function in all scopes and I want it to have access to “ggpull” in all of those scopes.

It’s all about context. If you write a convenience function and put it in zshrc, scripts you run from the cli will not have access to the function as defined in zshrc. Same with aliases added by zsh plugins etc.

If you need “the thing” on the command line, zshrc. If you also need it in scripts you run from the cli, toss it in the profile file.

ETA: I personally keep the functions I want to access from scripts in .zshenv as I recall reading that this file is ALWAYS sourced.

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I want to add: 2-3 sprints ahead is a GREAT begining goal for a team trying to get started with Agile.

Long term though let’s set that bar higher :D

I do greatly appreciate my management and general company tech culture, they’re great.

I agree with your stance here, because it’s part of my point. I tend to see more people bitching about Agile itself and not management or their particular implementation.

The jobs where I was only given enough info to plan 2 - 4 weeks out were so stressful because I frequently felt like I was guessing at which work was important or even actually relevant. Hated it.

Turns out it’s a skill issue ;p (on the management level to be clear). Folks, don’t let your lazy managers ruin you on a system that can be perfectly fine if done right.

2-3 sprints?! Y’all really flying by the seat of your pants out here huh?

My teammates and I have no trouble planning multiple quarters in advance. If something crops up like some company wide security initiative, or an impactful bug needing fixed, etc then the related work is planned and then gets inserted ahead of some of the previously planned things and that’s fine because we’re “agile”.

I delivered a thing at the end of Q3 when we planned to deliver at the start of Q3? Nobody is surprised because when the interruptions came leadership had to choose which things get pushed back.

I love it. I get clear expectations set in regards to both the “when” and the “what”, and every delay/reprioritization that isn’t just someone slacking was chosen by management.

Hot metal + arm = Smiley Face