So, here's my contrarian take on Why Trunk-Based Development Is Great But Probably Won't Work For You. Buckle up, it's a long one.

From time to time I talk about, or boost someone else's discussion of, "classical" continuous integration/trunk-based development/push-to-master/whatever. I do this because I've personally worked like this and I genuinely think it's a marvelous way to write software.
I've also, at this point in my career, failed—a bunch of times!—to bring this technique into practical use on the teams and organizations I've worked with. As a result, while I still do it myself, I don't focus as much on encouraging it in others.
The technoculture that's presently in vogue is what I think of as async/individual—optimize for the individual, performance-manage the individual, decouple the individual from others so they can be their best, most productive, most heroic selves.
This is in contrast to what I think of as sync/team—a culture that leans into interdependence and collaboration. If you've never worked on a team that collaborates very closely every day for months or years on end (and likes it) you've likely not experienced a team like this.
There are a bunch of reasons why this technique failed to gain broader traction, but briefly (1) difficult to achieve (high-collab work was never very popular) (2) tooling has closed the gap between good async and great sync teams (3) dual pressures of COVID + tech salaries.
Before I go further, the technique I'm describing involves devs working in pairs or mobs, pushing small atomic commits directly to the main branch, and those commits being deployed more or less immediately—in contrast to individuals working in branches.
What makes it difficult? It requires new skills, technical process changes, and organizational buy-in. These tend to be difficult to roll out all together. In no particular order:
Pairing + review discipline, which includes:
* pairing skills
* schedules built around pairing
* atomic commit practices
Cycle time discpline, which includes:
* sync work over async work
* WIP limits
* adequate feedback loops
* "just in time" planning
Build discipline, which includes:
* local pre-commit builds
* fast builds
* reliable builds
* trustworthy test coverage
* keep-it-green practice + rapid rollbacks
CD & observability discipline, which includes:
* robust feature toggles
* robust observability
* rapid deploys
* robust continuous deployment model
And finally, it almost goes without saying, but: Trust and courage, which includes:
* A mutual-support & learning culture
* Trust in others
* Rapid failure recovery
* Openness to risk-taking in approach
One could meaningfully write a book about each of of these. Indeed, many such books exist.
These disciplines require, at best, hands-on upskilling from disciplined practitioners to get right, and that's if—IF!—your team is bought in. More likely you're swimming upstream against a bunch of contemporary trends—most notably, the move to more async work.
At worst you're looking at months or years of work to get them right, all the while dangling out on a limb and trying to make a case to the organization that it'll be worth it—someday.
Conversely, many of these disciplines aren't necessary or interesting in an async/individual work culture. Once you've decided to make your builds async, you tend not to feel as much immediate pain if they're flakey or slow.
And who cares if a build runs locally? Who's hacking on a plane these days anyway, with or without onboard wifi?
Even if you decide to become an advocate for these (significant) changes, you may ultimately find that this was never the bottleneck worth optimizing for—that the problem lay in product or leadership or finance or a half-dozen other places.
So let's say you want to do it after all. How do you achieve it?
1. For an existing team, it has to come from within but it's probably not going to arise spontaneously—i.e. you're not going to retro your way into doing it. It requires either an internal champion to take a risk, or an external hire with chops, or both.
2. It's unlikely to happen without practical hands-on experience doing it. So, a hire (again) or a coach. This is where management/leadership fiat has failed for me personally.
3. It has to demonstrate real improvements over the alternative—from a sustainability, velocity, and happiness standpoint—or it'll decay. Doing it takes discipline, and discipline is hard to sustain.
4. It requires, at minimum, buy-in from leadership up the chain, particularly in environments with a lot of interdependence—monoliths or monorepos, which will also often share a common method of change management.
5. It requires settling clear expectations with new hires: that you're a pairing culture, that you're a courage culture, that they'll be expected to try things that may feel uncomfortable. If you don't set expectations up front, that discomfort may turn into attrition.
6. Tighter upfront expectations will likely narrow your hiring funnel, which your recruiters may be uncomfortable with.
Lots more to write about this, but that's me for today.
It almost goes without saying, I think I implied but omitted it above: pairing remotely is hard. Tight collaboration is much easier when you're colocated.
Also, to be clear: please understand this thread to be an attempt to understand + explain my own failures in leading through this change and its implications, and not of any other person or team I've worked with.
To be clear, I say this not out of some kind of normative judgment but because I think there simply aren't many teams that work like this. There are also plenty of people who've worked on teams like this but disliked it, and I respect that.

https://t.co/cVc4gUWYmO

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Wow, Morgan McSweeney again, Rachel Riley, SFFN, Center for Countering Digital Hate, Imran Ahmed, JLM, BoD, Angela Eagle, Tracy-Ann Oberman, Lisa Nandy, Steve Reed, Jon Cruddas, Trevor Chinn, Martin Taylor, Lord Ian Austin and Mark Lewis. #LabourLeaks #StarmerOut 24 tweet🧵

Morgan McSweeney, Keir Starmer’s chief of staff, launched the organisation that now runs SFFN.
The CEO Imran Ahmed worked closely with a number of Labour figures involved in the campaign to remove Jeremy as leader.

Rachel Riley is listed as patron.
https://t.co/nGY5QrwBD0


SFFN claims that it has been “a project of the Center For Countering Digital Hate” since 4 May 2020. The relationship between the two organisations, however, appears to date back far longer. And crucially, CCDH is linked to a number of figures on the Labour right. #LabourLeaks

Center for Countering Digital Hate registered at Companies House on 19 Oct 2018, the organisation’s only director was Morgan McSweeney – Labour leader Keir Starmer’s chief of staff. McSweeney was also the campaign manager for Liz Kendall’s leadership bid. #LabourLeaks #StarmerOut

Sir Keir - along with his chief of staff, Morgan McSweeney - held his first meeting with the Jewish Labour Movement (JLM). Deliberately used the “anti-Semitism” crisis as a pretext to vilify and then expel a leading pro-Corbyn activist in Brighton and Hove
I shared this on my FB page and asked, can ya really blame him?

I was half kidding. I also assumed someone would think of what I did pretty quickly and waiting for the comment to mention what I assumed was obvious.

The timing. I was sure someone else had thought of it.


But no one did. 20+ comments in people discussed the morality or bad sense or libertarian perspectives. Someone even said I’m thinking about doing that. No one said what I thought was obvious. Have you thought of it? Is it obvious to you?

Here’s a clue...recognize it?


How about this?


The author discusses it with Mike Wallace in 1958
The #worldwildlifeday2021 theme is Forests and Livelihoods: Sustaining People and Planet aligning with UN Sustainable Development Goals 1, 12, 13 and 15. So, what are the UN Sustainable Development Goals (SDGs) & how can children begin to learn about them & get involved ?

https://t.co/8ICvHxE9QL is easy & fun to follow for our smallest of people #EYFS. Early childhood is the perfect stage to introduce the core concepts of what it means to be a global citizen. For our reception & KS1 children please take a look at this fabulous free resource

https://t.co/tZx8UIS58Q Storytelling is a powerful communications tool and helps children remember lessons and virtues that they will use in everyday life. The idea is to simplify the lessons of the (SDGs) so young children can relate to – and better understand – the SDGs.

For older children here’s a board game that aims to help teach children around the world about the Sustainable Development Goals in a simple and child-friendly way

This is a lovely free book for children to enjoy flicking through themselves https://t.co/ScMbQCfpjl Elyx, the United Nations’ digital ambassador, uses various expressions and actions to help demonstrate the meaning of each Sustainable Development Goal.

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और देवर्षि नारद वहीं बैठकर तपस्या में लीन हो गए।इन्द्र नारद की तपस्या से घबरा गए।उन्हें हमेशा की तरह अपना सिंहासन व स्वर्ग खोने का डर सताने लगा।इसलिए इन्द्र ने नारद की तपस्या भंग करने के लिए कामदेव को उनके पास भेज दिया।वहां पहुंच कामदेव ने अपनी माया से वसंतऋतु को उत्पन्न कर दिया।


पेड़ और पौधों पर रंग बिरंगे फूल खिल गए और कोयलें कूकने लगी,पक्षी चहकने लगे।शीतल,मंद,सुगंधित और सुहावनी हवा चलने लगी।रंभा आदि अप्सराएं नाचने लगीं ।किन्तु कामदेव की किसी भी माया का नारद पे कोई प्रभाव नहीं पड़ा।तब कामदेव को डर सताने लगा कि कहीं नारद क्रोध में आकर मुझे श्राप न देदें।

जैसे ही नारद ने अपनी आंखें खोली, उसी क्षण कामदेव ने उनसे क्षमा मांगी।नारद मुनि को तनिक भी क्रोध नहीं आया और उन्होने शीघ्र ही कामदेव को क्षमा कर दिया।कामदेव प्रसन्न होकर वहां से चले गए।कामदेव के चले जाने पर देवर्षि के मन में अहंकार आ गया कि मैने कामदेव को हरा दिया।

नारद फिर कैलाश जा पहुंचे और शिवजी को अपनी विजयगाथा सुनाई।शिव समझ गए कि नारद अहंकारी हो गए हैं और अगर ये बात विष्णु जी जान गए तो नारद के लिए अच्छा नहीं होगा।ये सोचकर शिवजी ने नारद को भगवन विष्णु को ये बात बताने के लीए मना किया। परंतु नारद जी को ये बात उचित नहीं लगी।
12 TRADING SETUPS which experts are using.

These setups I found from the following 4 accounts:

1. @Pathik_Trader
2. @sourabhsiso19
3. @ITRADE191
4. @DillikiBiili

Share for the benefit of everyone.

Here are the setups from @Pathik_Trader Sir first.

1. Open Drive (Intraday Setup explained)


Bactesting results of Open Drive


2. Two Price Action setups to get good long side trade for intraday.

1. PDC Acts as Support
2. PDH Acts as


Example of PDC/PDH Setup given