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Comment: Assets valuation? (Score 1) 335

by Kwyj1b0 (#49718423) Attached to: Stock Market Valuation Exceeds Its Components' Actual Value

I wonder how they value assets? Clearly, sharing a few songs is theft of several million dollars - which makes my MP3 player a treasure trove. Also, patents and other intellectual property cannot be cheap at any price.

I'm curious as to the exact valuation methodology. The links take me to the federal reserve site, which links to balance sheets. While it does list intellectual property, how do you accurately value something that isn't sold/bought on a market? If a company holds a patent that they never try to sell, how can it be valued accurately?

Comment: Ask the users. (Score 3, Insightful) 244

by Kwyj1b0 (#49690481) Attached to: RTFM? How To Write a Manual Worth Reading

The problem with a lot of documentation is that they aren't written from a user's perspective - they are written by people who wrote the software, and know what to do. Letting go of your design assumptions is almost impossible.

I have long felt that the first draft of documentation must not be written by the person who wrote it; you have to allow your users to "send" you the first draft (either through email questions/screenshots/etc.). Then you realize how many assumptions you made that are non-obvious to your users.

Obviously, this isn't really practical for OSS - you might not be able to pay for usability testing and feedback. Which is why I prefer to include screen shots in documentation as much as possible. Also, I try to follow this basic formula for documentation: What (what is the user trying to do - make it clear what this section of the documentation address), How (how can the user achiever her goals), Why (this is where you might, if you choose, try to explain a design/implementation philosophy - it comes third, so that someone who doesn't care doesn't skip the entire section. Clarity and brevity are important.).

This is the principle I follow for user stories as well - create an end-to-end user workflow (which is basically just many small What/How/Why sections tied together).

Comment: Develop like you are... (Score 1) 152

by Kwyj1b0 (#49682193) Attached to: How Responsible Are App Developers For Decisions Their Users Make?

... but put in a EULA that you are not.

I think application developers should try to design things as if they are driving the final users decisions - and in their own minds should feel like they are responsible for bad decisions. I have seen way too many apps that are slapped together by a code-monkeys who ignores to understand the importance of clarity (such as units and legends on a graph - "Put in a feature request, and we'll see if we can get it in the next sprint; it is not a critical bug."), or designs like a programmer ("I can just reuse the old UI if I treat X as Y"). Poorly designed documentation ("help is under Options which comes up if you swipe just so") with arbitrary changes to normal behavior and hidden nuggets ("everyone knows that Ctrl+C is copy, so let me disable the context menu and edit menu") are other problems.

No one is suggesting that developers become legally responsible for users decisions. But it would sure help if creators designed their application expecting a child to make a decision using their app.

Comment: His interviews will be missed (Score 1) 277

by Kwyj1b0 (#49029631) Attached to: Jon Stewart Leaving 'The Daily Show'

What I liked most about his show were his interviews. Yes, as a satire show he often showed absurdities in the political process, but the segment that made it special for me was his interviews.

While he did bring on celebrities from the media (film starts, bands), he brought on a lot of serious/reputed guests and gave them a chance to speak. I can honestly say I actually learned something from his show. While Colbert had interviews too, it seemed to me Colbert always tried hard to work jokes in to the interview instead of having a more serious conversation.

John Oliver also has a issue of the week in his show - serious issues peppered with light humor, but still informative. If he got guests on his show, it would be a great alternative to Jon Stewart's show.

Comment: What does it fix? (Score 1) 167

by Kwyj1b0 (#48989765) Attached to: Google Quietly Unveils Android 5.1 Lollipop

Long time android user here - currently on a Nexus 5. Lollipop seems to have ruined the android experience. The native calendar app is just horrible (try adding a monthly recurring meeting for the first Thursday of a month on a Tuesday - or try adding a meeting for tomorrow today; the user experience is horrible). It keeps forgetting my settings after any restart (Auto brightness damn you). And their "battery-saver" mode is a joke (here is an idea - let the clock frequency be lower whenever the screen is off, rather than waiting for the battery to drop to 15%, and then making it so slow that it is unusable). Oh, and by all means, make everything white. Launching a native dark theme is impossible for a company with such limited resources.

I'd put CM in, except for some bone-headed work restrictions. I had to jump through hoops to get it remotely usable, and there is no easy way to roll-back to the prior version. The fire phone is looking pretty sweet by comparsion!!!

Comment: Re:Automated manufacturing (Score 1) 327

by Kwyj1b0 (#48709541) Attached to: The Coming Decline of 'Made In China'

Wow. Did you take the wrong idea from the supply-demand curve.

People won't stock up on TVs just because they are cheap. And there was an unfulfilled demand for Picture-tubes-that-entertain.

How about this - set up a 10 tonne rock shop in the Kalahari desert. Keep it real cheap too. So there is a supply. Let's see how many you sell.

Demand isn't something binary - people don't have a demand for everything for which a supply exists or even an infinite demand for anything for which a demand exists. An opportunity for sales (and jobs) exists if there is a price at which there is an intersection on the supply demand curve.

We do have a demand for space ships. We might even have a supply. The price is off - it costs way too much (both in dollars, and risk to life). So unless the price drops (or a few people are willing to spend a lot on it), there is no meeting of the supply and demand, and no jobs.

The order of hindrance is often price>demand>supply - if no one wants your rock even for cheap, you can't start a profitable business. Often, getting costs low enough is the tough part, but even if you do, there must be a demand for it.

There is a supply of un-terraformed planets, so by your argument, there should be a demand. How come I don't see anyone selling these planets, even at a ridiculous price?

Comment: Hey, ask slashdot! (Score 5, Interesting) 159

by Kwyj1b0 (#48014391) Attached to: Ask Slashdot: Software Issue Tracking Transparency - Good Or Bad?

I have karma to burn. tl;dr - Listen to sales or at the most only make it available to (developers working at) current customers

I'm the lead sales for an Australian ERP software outfit. For the last ten years, we have got an increasing number of competitors breathing down our throats, and the marketplace has become very crowded. Our market has very little vendor lock-in or product differentiation at this point.

One of our lead developers has made our bug tracking list public facing. This is making our life very difficult. Potential clients google our product and see a huge list of bugs. Just a few days ago a huge deal fell through because of this. Our potential customer was horrified that we can't handle dates correctly (it actually has a problem only after 10,400AD), or that the database gets corrupted sometimes (if someone sets of an EMP when data is being written).

When we bring this to our lead dev, he gets moral and claims we shouldn't be in a race-to-the-bottom with our competitors, while ignoring the prisoner's dilemma. Also, while other developers appreciate this transparency, the managers who have the authority to make purchase decisions are scared off by the bug list (and our competitors include our bug list in their sales pitch to scare our current and potential customers - "See? Everyone knows their bugs. It is only hours before you get hacked unless you switch to our product!!"). This is costing us a lot of money that we need to pay people like the lead dev.

We might even be willing to let developers working at our current customers view the bug list, since developers understand and appreciate this. But this lead dev is resistant to that as well. So how can we him to stop making our lives much harder than it already is?

Comment: Re:is anyone really surprised here (Score 1) 201

by Kwyj1b0 (#48007583) Attached to: The Secret Goldman Sachs Tapes

This is very easy to solve with good policy:

And good policy is very hard to get right.

1. After leaving government employment, your private sector salary above your top government salary is taxed a 100% the first year, declining by 10% each year thereafter.

2. Pay after bonuses for regulated industries is tied to the pay of the regulators. Pay and bonuses and equity in excess of the government regulator salary is taxes at a rate of 90%.

As a matter of fact, this will solve just about 99% of all problems in the financial services industry, because it will remove the absurd profit motive that drives bankers to take massively inappropriate risks. We'll end up with a nice, respectable, small, non-dynamic, stable financial services industries, doing things like encouraging savings, and lending out money that is accumulated through savings at a reasonable rate of interest.

So what about pay in kind - does that also get taxed at 90%? How about you set up a corporation and charge as a consultant - does your company get taxed at 90%? We can, of course, start making special exceptions to avoid this - a company formed by a former regulator must pay tax at the same rate as the regulator. But this is how policy creep starts. You want a sensible rule that is easy to enforce and can solve a complex social problem that cannot be avoided by loopholes? It is difficult to get right.

Comment: Advice from a Ph.D. (Score 1) 479

by Kwyj1b0 (#47981087) Attached to: Ask Slashdot: Finding a Job After Completing Computer Science Ph.D?

I'm late to the party, but I was in a similar situation as yours - Ph.D. in an area in which I couldn't get an industry job, and I actually had no industry experience (no internships or prior experience).

The three tips I'd give (based on my experience that finally helped me land a job) are as follows:
1. Use contacts. Don't try to do it on your own; seriously. With the level of automated resume filtering and keywoard matching, it would be hard to get your resume read by anyone without going through contacts; especially when your area of research is quite esoteric.
2. Market knowledge, not information. You learnt about algorithms and data structures; not worked on how to improve the memory requirements of a simulated annealing solver by 20 MB. Poepole management? Supervised undergraduates.
3. Demonstrate willingness and capability of learning. If you can't convince someone that you can deal with abstractions and transfer knowledge/experience from one domain to the other, why on earth would they hire a Ph.D? The only reason to hire you is that you should be able to address the problems that will arise in several years, not just what they face today.

As an addendum - if you are extremely picky about the industry, make sure you have at least one or two papers related to the industry.

Comment: Re:No no no (Score 1) 191

by Kwyj1b0 (#47955025) Attached to: Why a Chinese Company Is the Biggest IPO Ever In the US

Wow. Did you buy a lot of shares that you are trying to offload? Why the love of Alibaba and/or US bashing?

1. Alibaba is huge in China, but tiny in other markets. This is not a truly global operation.
2. So?
3. So?
4. See 2.
5. If you must know, the HK exchange refused to let them list.
6. Favor? For f***s sake, favor?? HK refused. Goldman gives big institutions very sweet terms and like a whore screws anyone for her pimp (in this case, Alibaba). They probably raised more money than they could in any other exchange.
7. So? This isn't about Amazon; though if you are familiar with it, you wouldn't be harping about NYSE and IPOs. "Investors" are notoriously fickle.
8. Alibaba has a record in ONE developing economy. And you have to understand that retail is a tricky business. There have been so many flops and a few hits that it might take years for a company to get a right strategy when they enter a new market. What about quality? What about customer service? The Chinese market might be used to toys with lead paint, but if Alibaba starts importing large volumes of this stuff, it is going to get some pretty intense scrutiny.

None of which is to say that Alibaba can't work things out - I'm sure they have some very smart people working there. But you seem to think Alibaba is the new king, and I'd say they are a specialist trying to expand - they will most likely carve out a big chunk of the market, but they are by no means a sure winner.

Comment: Umm... Printers? (Score 2) 65

by Kwyj1b0 (#47635649) Attached to: Red Hat CEO: Open Source Goes Mainstream In 2014

I know, I'm stuck in the old days where I like to print boarding passes, hotel receipts, parking passes, or scan and keep digital copies of my documents.

However, I recently took a (relatively) old computer (from 2012) and put Debian on it. Things more or less worked. Occasionally, I had to go down to the shell, but nothing that was too infuriating or difficult. Then one day I decided I wanted to (gasp!) use my wireless Epson printer with my Debian OS. It was like pulling my teeth out without anesthesia. CUPS is a piece of crap that is determined to waste people's time. I spent almost an entire day trying to follow various manuals, start print servers, open the configuration page in my browser, install GUI tools, and in general wonder why I signed up for this.

After giving up for the day, I went to bed, woke up the next morning, installed Windows 8 (I get it for free) on a separate partition, booted in, and in 5 minutes I printed out some tax forms and scanned a copy of my W2 for my records (this all took a little over an hour since I started the OS installation - even though I wasn't waiting at my desk constantly).

I guess when you can have your secretary print everything for you, then easy printing isn't really required before considering yourself going mainstream. I started out using my Windows just for printing, then slowly got tired of switching constantly. I started to do more and more in Windows (Quicken, Scrivener) even when there were Linux alternatives. Now I hardly boot into Linux.

Comment: Re:Big company moves into town, sales soar... (Score 3, Interesting) 83

by Kwyj1b0 (#46744307) Attached to: Seattle Bookstores Embrace Amazon.com

Whether it's Amazon or not is irrelevant. In any large company, there's going to be a percentage who like the dead tree copies of the book. Got to a restaurant when the staff are on a break, you'll find some folks eating Mackers/KFC/their own sandwiches.

This. The greater the population, the more people will wander into your store - even if it is just to get out of the rain. Sudden showers also drive traffic to your store. Is rainfall your new ally?

OTOH, I find it silly that people talk about Amazon being the enemy of your company. The true enemy of your organization was that you were relying on physical constraints to force customers to your store due to a lack of choice - especially now that Amazon is charging tax in many states. If you provide a service to your customers that Amazon cannot duplicate (being non-physical) then there will be a sizeable segment of the population that will flock to you. I visit my public library and stores because they offer a benefit that Starbucks and BitTorrent do not - a special of the day, an illusion (and sometimes real) friendliness, and an update on local events that I don't get from a vending machine. If you claim Starbucks is driving you out of business, you would have gone out of business by a bunch of vending machines.

Yes, amazon can run at a loss much longer than my local bookstore owner can - which is why she is friendly, holds book reading events, and takes an effort to ensure her customers leave the store happy. She doesn't compete with Amazon on price - she does it on service. When my Kindle DX malfunctioned long after the warranty expired, Amazon customer service replaced it without hesitation. Best Buy would charge me a restocking fee if I changed my mind five seconds after I paid.

Comment: Actively run the exploit... (Score 3, Insightful) 77

by Kwyj1b0 (#45998537) Attached to: VPN Encryption Vulnerability On Android

TFA says that you need to run a malicious app that intentionally exploits that system. They tested multiple android devices (and I'm assuming different versions of the OS). Also, does this work with every VPN service (like Cisco AnyConnect), or only the native system?

Would it be possible to test if any existing Play store app accidentally/intentionally triggers this exploit? I (like many Android users) don't pirate apps (even though my phone is rooted), but if the popular Play store apps are compromised, that would be a big deal for me.

Comment: Re:Really? (Score 5, Insightful) 157

by Kwyj1b0 (#45751707) Attached to: Rough Roving: Curiosity's Wheel Damage 'Accelerated'

I know weight is important and all, but .75mm of aluminium? Really? Maybe they should have less scientists over there at NASA and more people with common sense who can raise their eyebrows.

Yes, every time something goes wrong, let us point out how "stoopid" those scientists are in hindsight and claim that the "common sense" solution would have worked. Of course, it couldn't be that the people there did a lot of simulations, analysis, and decided that 0.75mm was a reasonable (not perfect - nothing is black and white) thickness and the disadvantage of thicker wheels was outweighed by the advantages of thinner wheels.

Yes, the designers took a risk - that is their job. To clearly assess the tradeoffs and come up with a good design that trades off risk and performance at an acceptable level. Something doesn't work out as you expect? Use that knowledge in the next iteration. At one extreme you have a lot of equipment with no wheels, and the other extreme you have just wheels, no equipment. You want to do the designer's job? Go ahead, show me what your "common-sense" analysis of the tradeoffs are - what equipment would you cut for thicker wheels, and back it up with a detailed discussion on how the benefits outweigh the disadvantages.

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