How long do we have to wait for the Dash Core Wallet 12.3 and Dash Copay or at least beta versions?
Is this possible for a specific of time in the report?
Is this possible for a specific of time in the report?
What's Going on at Dash?
- Thread starter Alexander Chopan
- Start date
- Status
Thanks very much for the report. It is great to know 12.3 would soon be released. Now getting closer to evolution.
I would like to bring up one point:
First we read this:
"• Finalizing 12.3 Release for launch.
- Launch planned for ~1 week from now.
- Includes back-ports from Bitcoin Core up to v0.14, and compact blocks"
This got me, and probably allot of other people very excited, and I planned both my investment strategy and MN upgrading accordingly.
Basicly allot is riding on it for me and lots of others, like node40.
Once the week past, I said to myself any day now,
any day now, any day now, any day now,
any day now, any day now, any day now,
any day now,any day now, any day now,
I hope you get my point.
and than now we are reading this:
What’s going on?
Holding on further changes until 12.3 released
● Manual of 12.3 release without bamboo
● Upgrading to more recent GCC version
● Making it work with Travis
● Working on gitian builds
● Working to figure out if we're going to stick with
bamboo or change it
What’s next?
12.3 Release soon
○ Load testing needed on testnet
(dependent on Bamboo setup)
Basically, it could take quit some time still.
It's not about, that I and other have to wait or if that their are problems but for quit some time now, software development has been lagging behind, it's one disappoint after another just having to wait longer(I know you have your reasons),
that sucks to but the point is you can't jerk us around like it is not healthily for the market. I really hope this type of communication will improve from software development. Because even for me it's hard to keep believing in your ability to deliver, when I read these types communications. I also would accept that you uncovered some bugs during test-net. But this really takes allot of energy out me. Just to be clear I would have totally fine with having you state, well it took take a couple of months more, do that would have been an initial shock as well.
First we read this:
"• Finalizing 12.3 Release for launch.
- Launch planned for ~1 week from now.
- Includes back-ports from Bitcoin Core up to v0.14, and compact blocks"
This got me, and probably allot of other people very excited, and I planned both my investment strategy and MN upgrading accordingly.
Basicly allot is riding on it for me and lots of others, like node40.
Once the week past, I said to myself any day now,
any day now, any day now, any day now,
any day now, any day now, any day now,
any day now,any day now, any day now,
I hope you get my point.
and than now we are reading this:
What’s going on?
Holding on further changes until 12.3 released
● Manual of 12.3 release without bamboo
● Upgrading to more recent GCC version
● Making it work with Travis
● Working on gitian builds
● Working to figure out if we're going to stick with
bamboo or change it
What’s next?
12.3 Release soon
○ Load testing needed on testnet
(dependent on Bamboo setup)
Basically, it could take quit some time still.
It's not about, that I and other have to wait or if that their are problems but for quit some time now, software development has been lagging behind, it's one disappoint after another just having to wait longer(I know you have your reasons),
that sucks to but the point is you can't jerk us around like it is not healthily for the market. I really hope this type of communication will improve from software development. Because even for me it's hard to keep believing in your ability to deliver, when I read these types communications. I also would accept that you uncovered some bugs during test-net. But this really takes allot of energy out me. Just to be clear I would have totally fine with having you state, well it took take a couple of months more, do that would have been an initial shock as well.
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The development has been too slow, without much communication.
With so much spendings from the budget, the progress has been way too slow.
The team is probably too rich, to care about it anymore.
To be honest, the release of 12.3 or even Evolution, may not matter anymore to the users when they are being released.
With so much spendings from the budget, the progress has been way too slow.
The team is probably too rich, to care about it anymore.
To be honest, the release of 12.3 or even Evolution, may not matter anymore to the users when they are being released.
I agree with everyone here. I've been with Dash since the beginning. Execution and delivery is key in the crypto world and the Core team has been quite slow at this. Each week in crypto is like 1 year. The landscape of 2018 is drastically different than that of 2017 and for that matter, 2014 and there are now many great projects coming out left and right and the Dash core team need to accelerate development and delivery in order to remain competitive. Many other projects such as EOS are reaching all time highs despite the bear market while Dash remains close to all time lows- this is reflective of the status of the development and delivery. Dash needs Evolution figuratively and literally in order to stay competitive and recover in the 2018 hyper competitive crypto market.
Anybody how really understands how centralization vs decentralization especially when it comes to power, control and return on capital works in a monetary system, will understand that the 21delgates is a bad idea, it was a bad idea with bitshares, it was a bad idea with steemit and it will be a bad idea with EOS. Power corrupts absolute power corrupts absolutely. When you put smalll and big bolders (aka holders with small stakes and big stacks) and you shake them and shake them you'll find that they all find each-other nicely layer on top of each-other. EOS is a bad idea all around and it very close to a the total corruption of Satashi Nakamoto vision as can be.
Good day folks, technology is Advancing day in day out. So 12.3 or evolution should be enhanced in other to meet up with expectations from other client. Others have already taking advantage of our slow movement.
Hello Dash Community,
In the spirit of radical transparency: area updates from our bi-weekly management meetings. In this way, you can follow the evolution of our organization and decision-making, as well as our product development. We hope you use this information to hold us accountable to our plans, learn with us, and contribute to our growth as an open-source, decentralized autonomous organization.
Of note, some elements are redacted, such as Business Development. We do not publicize ongoing activities with our partners. We will continue to announce partnerships through separate press releases.
https://drive.google.com/file/d/1C_6w7UeCXKgB7fMDDOlGKlW4s75nAcEL/view?usp=sharing
In the spirit of radical transparency: area updates from our bi-weekly management meetings. In this way, you can follow the evolution of our organization and decision-making, as well as our product development. We hope you use this information to hold us accountable to our plans, learn with us, and contribute to our growth as an open-source, decentralized autonomous organization.
Of note, some elements are redacted, such as Business Development. We do not publicize ongoing activities with our partners. We will continue to announce partnerships through separate press releases.
https://drive.google.com/file/d/1C_6w7UeCXKgB7fMDDOlGKlW4s75nAcEL/view?usp=sharing
"Finalize and release updated roadmap" has been listed in "whats next" since the first Whats going on with Dash 3 months ago.....and is now over 6 months stale....great for investor confidence!
Results are not a priority when funding comes every month no matter what.
Dash Core Group is growing their team, and are eating up a major chunk of the budget right, don't you think they are feeling the pressure, they know they need to deliver or else.
Ryan Taylor is actively working on ways to make it easier for use to fire them, It really doesn't look like they are looking for an easy paycheck.
Non the less it sucks, Dash needs that flashy updated easy to read road map, because will do wonders for the Dash price, and at this marketcap price and position in the coincapmarket.com list, we need that extra boost !
I wouldn’t expect a flashy easy to read roadmap. I am expecting text in bullet point form like the last one. Set your expectations low otherwise you will be disappointed. At this stage I just want something delivered from Core.
The more we drop in price and ranking the more pressure it puts on the Core teams financials and overall treasury to fund other projects.
This better be the most complete and functional roadmap in the world. How you can manage to be 6 months late on a roadmap is absolutely absurd.
i feel the same, time for us to all vote for no core funding (but i doubt we would have any power to vote against that, even though it is suppose to be a decentralized budget governance)....it takes 6 months from 12.2 to 12.3 with minor updates
more hiring != betterThanks Core. Lots of interesting things going on. I notice more dev hiring.
there have been more hiring, with little result
their progress have been much slower than when they were a smaller team.
Agreed. Unfortunately not only the roadmap is suffering for huge delays. Everyone who get a job should understand that delays are an integral part of any project for many reasons , but we have to admit that the release date of any deliverable at the moment is completely off the predictions.
I am particularly thinking about guests from DCG invited months ago in the (excellent) weekly dash force news show, who estimated the release of the roadmap "in a couple of weeks", like "12.3" (testnet I suppose).
I can understand all the difficulties that are currently facing DCG but these recurring huge delays negatively and inevitably impact the overall credibility of the project. This is making me sad because I always talk about Dash to my friends around me and this is the first time I have some kind of doubts about the efficiency of the team. Hope this is only a bad phase and everything gets better when evolution is released before the end of the year (well, I hope.....)
I am particularly thinking about guests from DCG invited months ago in the (excellent) weekly dash force news show, who estimated the release of the roadmap "in a couple of weeks", like "12.3" (testnet I suppose).
I can understand all the difficulties that are currently facing DCG but these recurring huge delays negatively and inevitably impact the overall credibility of the project. This is making me sad because I always talk about Dash to my friends around me and this is the first time I have some kind of doubts about the efficiency of the team. Hope this is only a bad phase and everything gets better when evolution is released before the end of the year (well, I hope.....)
I think the issue is not the delayed but lack of information on what caused the delay (or whom) and what will be the new projection with an actual deadline. Also wonder how some of these employees have been performing (or not employees but lets call it departments). Mock scenario: we know mobile is behind, but what has the web team done in the last 6 months or 1 month or 2 weeks?
The way the slides present themselves, it seems that HR is as big or important as Software Development.
Yeah its started to make me wonder about how the Dash Team Leads, the CEO and other heads of Core actually track progress, if at all. I think delays go unnoticed for long periods of time without any repercussions in the team. i.e. someone says we need "xyz" delivered by this date. When that date passes nobody asks questions if its not done, and if the responsible person says "just didn't get around to it" the response is "ohh ok, let me know when you do, in the mean time I will just twiddle my thumbs and play some solitaire". We have many project managers, what are they doing? When there is an issue like with Bamboo, are there escalations where people can be re-assigned and all hands on deck to ensure things are dealt with swiftly or left to be delayed for 3 months like 12.3 has been?
If I was managing a project of this scale, after I saw this many delays I would start digging deeper to understand the root cause and see where the bottlenecks are, and who is not performing.
Wonder how long before MNOs start to cut funding to Core? Already happening with the PR budget.....
If I may, I would like to disagree and explain my rationale. I'm helping the network at DCG for the last two years, and as a Lead Dev (Backend, Dashpay), I had quite a nice overview and I would love to disagree. What happen is that our work process has improved in quality (at every level, from infrastructure to internal tech communication), this happen to reduce the time as we do have more meeting (where we share who did what, and other sprint retrospectives, resulting in the doc above) and the time spent (running all the test carefully, .
This actually is a good thing as it make me way more confident about the future than I ever was. What happen is that now, we actually can handle a lot.
For instance, which coin has a decentralised organisation who offer help to companies for the integration of Dash, I mean, talking with a lot of people, and entrepreneur, basically this is a major thing that we created and provide that distinguish from a lot.
I even heard thing from bitcoin maximalist about the fact that we actually have good libraries and we actually work on it (adding features, fixing, improving) while usually (and us included 2 years ago), we just provided basic dash handling but nothing no added value in there from bitcoin (I'm talking about InstantSend for instance). We (devs) have support from PO/ScrumMaster helping us a freaking lot, which is not a luxury that we had before. It allow this way devs to more effectively.
So no, Dash Core is not too big to work effectively.
Edit : Obviously, I'm far from making a exhaustive list here and just stated my general rationale, details to cover 2 years would request a medium article about organisation scalability and this as exemple
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The feedback here is valid.
We at DCG are working on all these issues the community is raising. We cannot change the past. We can only focus on the present and the future. What we don’t want to do is run w/ scissors — for example, we wouldn’t publish an updated roadmap w/o our new CTO’s guidance and shaping... and he just started last week. The problems the community raises do take time to address and correct.
Evolution is not just an upgrade to our protocol, it required an upgrade to our entire organization. We scaled the team fast with mostly developers and little management, our teams were not integrated, our delivery processes were not the same among the teams, and we struggled to stay aligned as the Evolution design evolved (no pun intended). We realized our problems late and took corrective action late. We can’t change that. Yes, we failed hitting milestones. Failing is part of growth. Learning from failure is how we improve.
We hired a CFO, Business Development Director, CMO, COO, and CTO in recent months. Each is building out their teams and already improving our organization’s ability to deliver and to grow the network. Robert hired a consultant team to coach us through implementing agile across the software dev side. Nathan let go people who were underperforming.
We did the rebrand, updated our value proposition and goals in the last quarterly, are working on the website facelift, hired product managers, and improved our external communication. The community now has transparency into what all elements of DCG are up to on a biweekly basis from the What’s Going on at DCG, and also has insight into the future budget from Glenn. Now with a CFO on board, Ryan has time to engage more externally wearing only one hat as CEO instead of several hats, spent the last two weeks in New York educating investors, and you are starting to see some elevated exposure (e.g. Ryan’s most recent press spot was in Entrepreneur magazine, and last week he was at the BCI investor summit). Biz Dev built out its Americas team, updated the escrow process so they can focus on their actual job - busines development, launched several partnerships this year, and Brad himself is now starting to get more media exposure (thanks to Wachsman). Now Fernando is also starting to build out his team and marketing efforts. We aren’t there yet, but we do think we are improving, getting there, and we will deliver Evolution.
We welcome the community holding us accountable and ask you to continue doing so.
We at DCG are working on all these issues the community is raising. We cannot change the past. We can only focus on the present and the future. What we don’t want to do is run w/ scissors — for example, we wouldn’t publish an updated roadmap w/o our new CTO’s guidance and shaping... and he just started last week. The problems the community raises do take time to address and correct.
Evolution is not just an upgrade to our protocol, it required an upgrade to our entire organization. We scaled the team fast with mostly developers and little management, our teams were not integrated, our delivery processes were not the same among the teams, and we struggled to stay aligned as the Evolution design evolved (no pun intended). We realized our problems late and took corrective action late. We can’t change that. Yes, we failed hitting milestones. Failing is part of growth. Learning from failure is how we improve.
We hired a CFO, Business Development Director, CMO, COO, and CTO in recent months. Each is building out their teams and already improving our organization’s ability to deliver and to grow the network. Robert hired a consultant team to coach us through implementing agile across the software dev side. Nathan let go people who were underperforming.
We did the rebrand, updated our value proposition and goals in the last quarterly, are working on the website facelift, hired product managers, and improved our external communication. The community now has transparency into what all elements of DCG are up to on a biweekly basis from the What’s Going on at DCG, and also has insight into the future budget from Glenn. Now with a CFO on board, Ryan has time to engage more externally wearing only one hat as CEO instead of several hats, spent the last two weeks in New York educating investors, and you are starting to see some elevated exposure (e.g. Ryan’s most recent press spot was in Entrepreneur magazine, and last week he was at the BCI investor summit). Biz Dev built out its Americas team, updated the escrow process so they can focus on their actual job - busines development, launched several partnerships this year, and Brad himself is now starting to get more media exposure (thanks to Wachsman). Now Fernando is also starting to build out his team and marketing efforts. We aren’t there yet, but we do think we are improving, getting there, and we will deliver Evolution.
We welcome the community holding us accountable and ask you to continue doing so.
@Alexander Chopan The problem is the market will not wait for you guys. The window of opportunity for usernames and passwords was mid 2017. Try releasing it now and it won't make a difference on the price or transaction count. Whatever it is you guys are building, it won't matter if you got the timing wrong. I see no sense of urgency whatsoever here and it's maybe because you all get paid no matter what and have no bonus.
Core are pioneering a radically transformative platform, and they need our ongoing support. They are diligent individuals and want to get it right the first time as much anybody else. Yes it’s a big deal, which also translates to a big job, and big jobs will always be easier said than done. There have also been some acknowledged setbacks, however it seems that things are shaping up well as of late.
Look at the team at DCG, key strategic positions have only recently been filled, and oh boy do we have some talent onboard now. Bob Carroll, their most recent recruit will be an absolute blessing for product development. Let’s give Bob enough leeway to settle in with the team, soon enough he’ll contribute tremendously to the performance and quality assurance of the Evolution rollout and beyond.
Look at the team at DCG, key strategic positions have only recently been filled, and oh boy do we have some talent onboard now. Bob Carroll, their most recent recruit will be an absolute blessing for product development. Let’s give Bob enough leeway to settle in with the team, soon enough he’ll contribute tremendously to the performance and quality assurance of the Evolution rollout and beyond.
What would be examples of some things you are looking for with respect to a sense of urgency?
- Status