That might be why a feature exists, or maybe even why a particular paid library was chosen instead of another. That doesn't explain why the code is written the way it was, which is the point of documentation. Why the feature exists is the realm of the PRD, not the design doc.
Of course if those aren't securities, then the entire site is illegal as it's operating as a securities exchange. That's their legal argument for why they aren't gambling sites, and shouldn't be regulated by state gaming commissions. So expect the full might of all those prediction market sites to be lining up against that argument and for finding him guilty.
Scalping isn't, and shouldn't be, illegal. You own the ticket, you should be able to do what you want with it, including reselling it.
And no, getting rid of scalpers wouldn't make ticket prices higher. Scalpers exist because the concert ticket prices are lower than what the market will actually bear. If a theater full of people are willing to pay 1K for a concert and they sell the ticket for 500, a scalper can make a profit via arbitrage. The only actual way to get rid of scalpers is to raise the prices to the sky (like 2-5x current prices) and slowly bring down prices over time until they're all sold. But my guess is you probably wouldn't like that any better, as the end price would likely be higher than the current scalpers price.
Having owned a couple Fords and known several folks that have joined the ranks of 'only if there's no other option,' it's usually the transmission. I tell people that if you lovingly maintain a Ford, and the transmission is makes it past 50K miles, then then it's going to be a great vehicle.
No, it's more about how teams work. Teams have a scope. They don't typically go beyond that scope. So if my team owns the Foo and Bar modules, I work on those. But if there's little important work on Foo and Bar, but a lot of important work to be done on Baz, it's generally organizationally difficult for us to work on Baz. Typically we need to be lent out by our manager and seconded to the other team. Which can be a lot of red tape and politics.
Now if you're imagining some alternate world where programmers an be moved at will- then we're already one big team instead of multiple small teams.
And no, a smaller team doesn't win every time. If it did, then then smallest team possible is teams of 1 and we'd all do that. There are sweet spots, which depend on the organization, the work to be done, and the importance of that work. For some that's bigger, for some smaller. I've definitely worked on teams that were both too small for the work, and that were too big.
They can, under some circumstances. If the scope of what they work on is too small to fill the team's feature set. Or if the work they would be doing is significantly less important than other work to be done, having them in one large team makes it easier to move to more important work and can get critical features built faster. In that case it may not be overall more work done, but it may move the important stuff quicker. If larger teams weren't useful on some level, we wouldn't have teams at all- we'd all be individuals.
They're one of the 4 biggest stock brokers in the US. If you aren't trolling, you're showing yourself to be really ignorant.
In the end- good engineers with sufficient experience and support will get stuff working with any methodology. Bad ones or ones insufficiently supported will fail with any methodology.
There are some things that agile works well for, but it's really limited to domains where you can quickly build something tangible for feedback and you have stakeholders willing and able to give frequent feedback. UIs are a good example. It's a horrible fit for anything that requires actual research, or that can't be shown to low technical knowledge customers frequently (in other words anything that actually needs weeks or months of backend work, algorithm writing, or infrastructure to be written).
The problem with that is the skills needed to manage and the skills needed to do real work (let's take programming as an example) are pretty distinct. Someone can have both, but they tend to have one or the other. Forcing those without the skills to do the practical work into doing it doesn't actually help the team, it just slows everyone down. And if they get on the critical path of any project you can be royally fucked.
There are a couple of ways to solve this problem:
1)Larger team sizes. This can work if the team owns enough to keep everyone busy, but it can lead to effectively being independent subteams calling themselves one team while being inconvenienced by each other.
2)Each manager managing multiple independent teams. This can work if it doesn't overload the manager. The biggest problem is when the manager decides one team is more important and doesn't support the other(s) enough. This works better the closer the teams are, as it requires the manager to know fewer sets of collaborators and politics
I get sick after 10 minutes last time I tried it (a few years ago). It's not anywhere near solved. Of course I have no desire to try the new versions, because even if it was solved it doesn't actually make anything useful better.
Back in the day lots of people did. Because there was no built in browser to use before IE came out. And pirating it would require getting a cd from someone else, and cd burners weren't a thing yet. Your options were use AOL with whatever they had built in on their cds, or use Netscape which you'd need to buy.
If tickets were an auction, the problem would instantly solve itself. You could even still have a secondary market for last minute buyers. And the extra revenue would go to the venue/artists, rather than a random scalper.... if those even exist anymore. I expect it's more likely Ticketmaster themselves selling them as resell at a 3x markup.
I'm from NM. We used to have a saying here when it came to education, "Thank God for Mississippi," because we were always competing with them to not be dead last. In ~ten years they've gone to 34th (or higher depending on the source). If they can keep that trend even level, I'd imagine the other stats will start to follow suit.
Honestly, it's the same phenomenon as with technology platforms: enshittification. There was a great original concept. It was implemented on a tight budget, but done well. It was compelling and relatable to the end-users/viewers. It got some traction, some additional budget, and scaled with the original concepts in mind. It eventually gets acquired by big money, and now it's a capital asset. Now the requirements/story are being dictated by Harvard Business School types and getting focus groups.
I think the timescale is just more drawn out with tv/movies than with software.
Natural laws have no pity.
