Embedded Engineer Quotes

The teacher’s job is not to transmit knowledge, nor to facilitate learning. It is to engineer effective learning environments for the students. The key features of effective learning environments are that they create student engagement and allow teachers, learners, and their peers to ensure that the learning is proceeding in the intended direction. The only way we can do this is through assessment. That is why assessment is, indeed, the bridge between teaching and learning.

Terms swarm up to tempt me in the course of this description: Greek Orthodox, Romanesque, flying buttress, etc. These guessing words I find junked in my brain in deranged juxtaposition, like files randomly stuffed into cabinets by a dispirited secretary with no notion of what, if anything, might ever be usefully retrieved. Often all language seems this way: a monstrous compendium of embedded histories I’m helpless to understand. I employ it the way a dog drives a car, without grasping how the car came to exist or what makes a combustion engine possible. That is, of course, if dogs drove cars. They don’t. Yet I go around forming sentences.

In neoliberal victim theory, the rather uncompassionate conception of victimization as self-made – the idea that winners win and losers lose because they have simply chosen to do so – fairly obviously evacuates sociological explanation of social suffering, directly subverting progressive political efforts to make victimization through poverty, inequality, discrimination and violence visible as collective and socio-economically embedded in an array of intersecting engines of social hierarchy and difference.

Web 2.0 is our code word for the analog increasingly supervening upon the digital—reversing how digital logic was embedded in analog components, sixty years ago. Search engines and social networks are just the beginning—the Precambrian phase. “If the only demerit of the digital expansion system were its greater logical complexity, nature would not, for this reason alone, have rejected it,” von Neumann admitted in 1948.

With the growth of market individualism comes a corollary desire to look for collective, democratic responses when major dislocations of financial collapse, unemployment, heightened inequality, runaway inflation, and the like occur. The more such dislocations occur, the more powerful and internalized, Hayek insists, neoliberal ideology must become; it must become embedded in the media, in economic talking heads, in law and the jurisprudence of the courts, in government policy, and in the souls of participants. Neoliberal ideology must become a machine or engine that infuses economic life as well as a camera that provides a snapshot of it. That means, in turn, that the impersonal processes of regulation work best if courts, churches, schools, the media, music, localities, electoral politics, legislatures, monetary authorities, and corporate organizations internalize and publicize these norms.

Abulanam’s Pride emerged into a sky dominated by the heaven tree of a stellar nursery. Billowing thunderheads and swirling currents of sooty dust, silicate grains and gas aglow with the radiation of hot bright stars embedded in them. Ragged pillars, shaped by light and stellar winds, clawing across a dozen light years, spalling offshoots tipped with the blowsy haloes of stars birthing in collapsing knots of protostellar material. A vast, violent engine of creation.

was once asked to give a talk to a group of science journalists who were meeting in my hometown. I decided to talk about the design of bridges, explaining how their form does not derive from a set of equations expressing the laws of physics but rather from the creative mind of the engineer. The first step in designing a bridge is for the engineer to conceive of a form in his mind’s eye. This is then translated into words and pictures so that it can be communicated to other engineers on the team and to the client who is commissioning the work. It is only when there is a form to analyze that science can be applied in a mathematical and methodical way. This is not to say that scientific principles might not inform the engineer’s conception of a bridge, but more likely they are embedded in the engineer’s experience with other, existing bridges upon which the newly conceived bridge is based. The journalists to whom I was speaking were skeptical. Surely science is essential to design, they insisted. No, it is not. And it is not a chicken-and-egg paradox. The design of engineering structures is a creative process in the same way that paintings and novels are the products of creative minds.

There is a logic to the shapes of lives and relationships, and that logic is embedded in the stuff of existence. The lover does not awake one morning convinced he would rather be an engineer. The musician does not abandon her keyboard without regrets. The CEO does not surrender wealth. Or if he does, he will find it easier to give up everything, find a cave in the mountains and become a philosopher than to simply downscale his life-style. You see? We are all of us living stories that on some deep level give us satisfaction. If we are unhappy with our stories, that is not enough to free us from them. We must find other stories that flow naturally from those we have been living.

I propose that what we call “consciousness” is a feeling forming a backdrop to, or attached to, a current mental event or instinct. It is best grasped by considering a common engineering architecture called layering, which allows complex systems to function efficiently and in an integrated fashion, from atoms to molecules, to cells, to circuits, to cognitive and perceptual capacities. If the brain indeed consists of different layers (in the engineering sense), then information from a micro level may be integrated at higher and higher layers until each modular unit itself produces consciousness. A layer architecture allows for new levels of functioning to arise from lower-level functioning parts that could not create the “higher level” experience alone. It is time to learn more about layering and the wonders it brings to understanding brain architecture. We are on the road to realizing that consciousness is not a “thing.” It is the result of a process embedded in an architecture, just as a democracy is not a thing but the result of a process.

But the 1880s are also embedded in our lives in many smaller ways. Over a decade ago, in Creating the Twentieth Century, I traced several daily American experiences through mundane artifacts and actions that stem from that miraculous decade. A woman wakes up today in an American city and makes a cup of Maxwell House coffee (launched in 1886). She considers eating her favorite Aunt Jemima pancakes (sold since 1889) but goes for packaged Quaker Oats (available since 1884). She touches up her blouse with an electric iron (patented in 1882), applies antiperspirant (available since 1888), but cannot pack her lunch because she has run out of brown paper bags (the process to make strong kraft paper was commercialized in the 1880s). She commutes on the light rail system (descended directly from the electric streetcars that began serving US cities in the 1880s), is nearly run over by a bicycle (the modern version of which—with equal-sized wheels and a chain drive—was another creation of the 1880s: see engines are older than bicycles!, this page), then goes through a revolving door (introduced in a Philadelphia building in 1888) into a multistory steel-skeleton skyscraper (the first one was finished in Chicago in 1885). She stops at a newsstand on the first floor, buys a copy of the Wall Street Journal (published since 1889) from a man who rings it up on his cash register (patented in 1883). Then she goes up to the 10th floor in an elevator

The climate for relationships within an innovation group is shaped by the climate outside it. Having a negative instead of a positive culture can cost a company real money. During Seagate Technology’s troubled period in the mid-to-late 1990s, the company, a large manufacturer of disk drives for personal computers, had seven different design centers working on innovation, yet it had the lowest R&D productivity in the industry because the centers competed rather than cooperated. Attempts to bring them together merely led people to advocate for their own groups rather than find common ground. Not only did Seagate’s engineers and managers lack positive norms for group interaction, but they had the opposite in place: People who yelled in executive meetings received “Dog’s Head” awards for the worst conduct. Lack of product and process innovation was reflected in loss of market share, disgruntled customers, and declining sales. Seagate, with its dwindling PC sales and fading customer base, was threatening to become a commodity producer in a changing technology environment. Under a new CEO and COO, Steve Luczo and Bill Watkins, who operated as partners, Seagate developed new norms for how people should treat one another, starting with the executive group. Their raised consciousness led to a systemic process for forming and running “core teams” (cross-functional innovation groups), and Seagate employees were trained in common methodologies for team building, both in conventional training programs and through participation in difficult outdoor activities in New Zealand and other remote locations. To lead core teams, Seagate promoted people who were known for strong relationship skills above others with greater technical skills. Unlike the antagonistic committees convened during the years of decline, the core teams created dramatic process and product innovations that brought the company back to market leadership. The new Seagate was able to create innovations embedded in a wide range of new electronic devices, such as iPods and cell phones.

Web 2.0 is our code word for the analog increasingly supervening upon the digital—reversing how digital logic was embedded in analog components, sixty years ago. Search engines and social networks are just the beginning—the Precambrian phase.

Pym argues that highly specialized technical texts are typically embedded in an international community of scientists, engineers, physicians, lawyers, and the like, who attend international conferences and read books in other languages an so have usually eliminated from their discourse the kind of contextual vagueness that is hardest to translate. As Pym's "tomography" example shows, too, international precision tends to be maintained in specialist groups through the use of Greek, Latin, French, and English terms that change only slightly as they move from one phonetic system to another. "General" texts, on the other hand, are grounded in less closely regulated everyday usage, the way people talk in a wide variety of ordinary contexts, which requires far more social knowledge than specialized texts - far more knowledge of how people talk to each other in their different social groupings, at home, at work, at the store, etc. Even slang and jargon, Pym would say, are easier to translate than this "general" discourse - all you have to do to translate slang or jargon is find an expert in it and ask your questions. (What makes that type of translation difficult is that experts are sometimes hard to find.) With a "general" text, everybody's an expert - but all the experts disagree, because they've used the words or phrases in different situations, different contexts, and can never quite sort out in their own minds just what it means with this or that group.

Another way we can enable more market-oriented outcomes is by enabling product teams to become more self-sufficient by embedding Operations engineers within them, thus reducing their reliance on centralized Operations.

When Dev teams had problems with testing or deployment, they needed more than just technology or environments. What they also needed was help and coaching. At first, we embedded Ops engineers and architects into each of the Dev teams, but there simply weren’t enough Ops engineers to cover that many teams. We were able to help more teams with what we called an Ops liaison model and with fewer people.

Ultrasonic drilling fully explains how the holes and cores found in the Valley Temple at Giza could have been cut, and it is capable of creating all the details that Petrie and I puzzled over. Unfortunately for Petrie, ultrasonic drilling was unknown at the time he made his studies, so it is not surprising that he could not find satisfactory answers to his queries. In my opinion, the application of ultrasonic machining is the only method that completely satisfies logic, from a technical viewpoint, and explains all noted phenomena. [...] The most significant detail of the drilled holes and cores studied by Petrie was that the groove was cut deeper through the quartz than through the feldspar. Quartz crystals are employed in the production of ultrasonic sound and, conversely, are responsive to the influence of vibration in the ultrasonic ranges and can be induced to vibrate at high frequency. When machining granite using ultrasonics, the harder material (quartz) would not necessarily offer more resistance, as it would during conventional machining practices. An ultrasonically vibrating tool bit would find numerous sympathetic partners, while cutting through granite, embedded right in the granite itself. Instead of resisting the cutting action, the quartz would be induced to respond and vibrate in sympathy with the high-frequency waves and amplify the abrasive action as the tool cut through it.

Whenever we find functional information—whether embedded in a radio signal, carved in a stone monument, etched on a magnetic disc, or produced by an origin-of-life scientist attempting to engineer a self-replicating molecule—and we trace that information back to its ultimate source, invariably we come to a mind, not merely a material process. For this reason, the discovery of digital information in even the simplest living cells indicates the prior activity of a designing intelligence at work in the origin of the first life.

When you watch TV, the right hemisphere is twice as active as the left, which in itself is a neurological anomaly. “The crossover from left to right releases a surge of the body’s natural opiates: endorphins, which include beta-endorphins and enkephalins. Endorphins are structurally identical to opium and its derivatives (morphine, codeine, heroin, etc.).”1 In other words, your television works as a high-tech drug delivery system, and we all feel its effects. Another effect of watching television is that the “higher brain regions such as the midbrain and the neo-cortex, are shut down, and most activity shifts to the limbic system, your lower brain region. The lower or reptile brain simply stands poised to react to the environment using deeply embedded ‘fight or flight’ response programs. Moreover, these lower brain regions cannot distinguish reality from fabricated images (a job performed by the neo-cortex), so they react to television content as though it were real, releasing appropriate hormones and so on.

If some computer scientists and engineers succeed in their dreams, the book itself will be such that bookshelves in bookstores, libraries, and homes could be a thing of the past. At the Media Library at the Massachusetts Institute of Technology, a research team has been working on what it terms 'the last book.' This volume, known as 'Overbook,' would be printed in electronic ink known as e-ink, a concept in which page-like displays consist of microscopic spheres embedded within a matrix of extremely thin wires. The ink particles, which have one hemisphere black and one hemisphere white, can be individually flipped by a current in the wire to form a 'printed' page of any book that has been scanned into the system. According to its developers, the last book could ultimately hold the entire Library of Congress, which is of the order of 20 million volumes. The book one wished to read would be selected by pushing some buttons on the spine of the e-book, and the display on its e-inked pages would be rearranged. In time, the developers of this twenty-first century technology claim, such books could also incorporate video clips to give us illuminated books that were also animated.

A November, 2012 article in India Times claims software developers are obsolete by age 40. That’s a tough age to start a new career.

o n o f R a t i o n a l S o f t w a r e C o r p o r a t i o n i s t o e n s u r e t h e s u c c e s s o f c u s t o m e r s c o n s t r u c t i n g t h e s o f t w a r e s y s t e m s t h a t t h e y d e p e n d o n . We enable our customers to achieve their business objectives by turning software into a source of competitive advantage, speeding time-to-market, reducing the risk of failure, and improving software quality. We fulfill our mission with the Rational ApproachTM, a comprehensive softwareengineering solution consisting of three elements: • A configurable set of processes and techniques for the development of software, based on iterative development, object modeling, and an architectural approach to software reuse. • An integrated family of application construction tools that automate the Rational Approach throughout the software lifecycle. • Technical consulting services delivered by our worldwide field organization of software engineers and technical sales professionals. Our customers include businesses in the Asia/Pacific region, Europe, and North America that are leaders in leveraging semiconductor, communications, and software technologies to achieve their business objectives. We serve customers in a diverse range of industries, such as telecommunications, banking and financial services, manufacturing, transportation, aerospace, and defense.They construct software applications for a wide range of platforms, from microprocessors embedded in telephone switching systems to enterprisewide information systems running on company-specific intranets. Rational Software Corporation is traded on the NASDAQ system under the symbol RATL.1

Tracked Vehicles "Each war proves anew to those who may have had their doubts, the primacy of the main battle tank. Between wars, the tank is always a target for cuts. But in wartime, everyone remembers why we need it, in its most advanced, upgraded versions and in militarily significant numbers." - IDF Brigadier General Yahuda Admon (retired) Since their first appearance in the latter part of World War I, tanks have increasingly dominated military thinking. Armies became progressively more mechanised during World War II, with many infantry being carried in armoured carriers by the end of the war. The armoured personnel carrier (APC) evolved into the infantry fighting vehicle (IFV), which is able to support the infantry as well as simply transport them. Modern IFVs have a similar level of battlefield mobility to the tanks, allowing tanks and infantry to operate together and provide mutual support. Abrams Mission Provide heavy armour superiority on the battlefield. Entered Army Service 1980 Description and Specifications The Abrams tank closes with and destroys enemy forces on the integrated battlefield using mobility, firepower, and shock effect. There are three variants in service: M1A1, M1A2 and M1A2 SEP. The 120mm main gun, combined with the powerful 1,500 HP turbine engine and special armour, make the Abrams tank particularly suitable for attacking or defending against large concentrations of heavy armour forces on a highly lethal battlefield. Features of the M1A1 modernisation program include increased armour protection; suspension improvements; and an improved nuclear, biological and chemical (NBC) protection system that increases survivability in a contaminated environment. The M1A1D modification consists of an M1A1 with integrated computer and a far-target-designation capability. The M1A2 modernisation program includes a commander's independent thermal viewer, an improved commander's weapon station, position navigation equipment, a distributed data and power architecture, an embedded diagnostic system and improved fire control systems.

Writing and repairing software generally takes far more time and is far more expensive than initially anticipated. “Every feature that is added and every bug that is fixed,” Edward Tenner points out, “adds the possibility of some new and unexpected interaction between parts of the program.”19 De Jager concurs: “If people have learned anything about large software projects, it is that many of them miss their deadlines, and those that are on time seldom work perfectly. … Indeed, on-time error-free installations of complex computer systems are rare.”20 Even small changes to code can require wholesale retesting of entire software systems. While at MIT in the 1980s, I helped develop some moderately complex software. I learned then that the biggest problems arise from bugs that creep into programs during early stages of design. They become deeply embedded in the software’s interdependent network of logic, and if left unfixed can have cascading repercussions throughout the software. But fixing them often requires tracing out consequences that have metastasized in every direction from the original error. As the amount of computer code in our world soars (doubling every two years in consumer products alone), we need practical ways to minimize the number of bugs. But software development is still at a preindustrial stage—it remains more craft than engineering. Programmers resemble artisans: they handcraft computer code out of basic programming languages using logic, intuition, and pattern-recognition skills honed over years of experience.

Why are surprise and consolidation both important to knowledge evolution? Because exploration and exploitation are both important as we create new, and make use of existing, knowledge to interact with the world around us. Surprise emphasizes exploration, the creation of new paradigms; consolidation emphasizes exploitation, the use and extension of existing paradigms. While both are important, the balance between exploration and exploitation, surprise versus consolidation, is not governed by a hard-and-fast rule. In an approximate way, the balance depends on the kind of world in which the evolving knowledge system is embedded and the speed with which evolution for survival must occur. The more complex and changing the world, the more reason to emphasize and incur the cost of exploration; the simpler and more static the world, the more reason to emphasize exploitation and avoid the cost of exploration. In biological evolution, when organism variants are generated, those variants are tested in and by their world. Those that survive go on to reproduce, inheriting the original variation but also adding yet new variations. As formalized in Fisher's fundamental theorem of natural selection, the greater the variance in properties across organisms within each generation, the faster the rate at which the organismal population evolves, becoming fitter generation to generation. Variation, however, is costly, as most variants are less fit and die before reproducing, so the degree of variance is itself an optimizable and evolvable trait. The more complex and changing the world, the more reason to incur the cost of variance; the simpler and more static the world, the less reason to incur the cost of variance. The optimal rate of evolution or 'evolvability' depends on the kind of world in which the organismal population is embedded. In knowledge evolution, analogously, potential paradigms are generated, and those paradigm variants are tested by being played out in the real world. The measure of variance here is the degree to which the paradigm differs from or contradicts conventional wisdom, hence the degree to which one anticipates surprise. Thus, the paradigm generation process can be skewed either toward anticipated surprise or anticipated consolidation. Skewing toward surprise, however, is costly, as most potential paradigms that disagree with conventional wisdom are wrong and will have low utility. Thus, the optimal degree of variance depends on the kind of world in which the cognitive entity is embedded. At one extreme, if the world is complex or changing rapidly, then the optimal variance might weigh anticipated surprise more heavily. Indeed, at this extreme, it might be optimal to explore new paradigms simply for their novelty and potential for surprise. At the other extreme, if the world is simple or changing slowly, then the optimal variance might weigh anticipated consolidation more heavily. Why not make use of conventional wisdom rather than make a risky attempt to overturn it? Thus, there is a balance between paradigm creation and extension, but the precise balance is situational. Human societies and organizations might adopt the balance appropriate for world to which they had to adapt during the long-term course of human evolution. An engineered or augmented human cognition might adopt a balance more appropriate to the current world, and a purely artificial cognition might adopt whatever balance is appropriate to the world into which humans have embedded it. Most importantly, a human society with sufficient self-understanding might adopt a balance that is optimal for its environment and them might implement that balance in its public polocy that determines relative investment in the two - relative investment in research versus development.

Although the results may convince a wider audience, the “core set”—the working engineers and scientists most closely associated with the technology—understand the precariousness of this closure, for they are most intimately aware of the test result that does not conform to the others, the limitations of design, the ambiguity surrounding the various engineering interpretations that are embedded in day-to-day engineering work.

In 2000 a group of computer scientists and engineers at Georgia Tech collaborated on a project called the “Aware Home.”4 It was meant to be a “living laboratory” for the study of “ubiquitous computing.” They imagined a “human-home symbiosis” in which many animate and inanimate processes would be captured by an elaborate network of “context aware sensors” embedded in the house and by wearable computers worn by the home’s occupants. The design called for an “automated wireless collaboration” between the platform that hosted personal information from the occupants’ wearables and a second one that hosted the environmental information from the sensors.

T1 consisted of nineteen settlements distributed throughout the valley. It was an immense human-engineered environment, in which the ancient Mosquitia people transformed the rainforest into a lush, curated landscape. They leveled terraces, reshaped hills, and built roads, reservoirs, and irrigation canals. In its heyday T1 probably looked like an unkempt English garden, with plots of food crops and medicinal plants mingled with stands of valuable trees such as cacao and fruit, alongside large open areas for public ceremonies, games, and group activities, and shady patches for work and socializing. There were extensive flower beds, because flowers were an important crop used in religious ceremonies. All these growing areas were mixed in with residential houses, many on raised earthen platforms to avoid seasonal flooding, connected by paths. “Having these garden spaces embedded within urban areas,” said Fisher, “is one characteristic of New World cities that made them sustainable and livable.

Paccar’s strategy is based on doing something well and consistently over a long period of time. That has created difficult-to-replicate resources: its image, its network of experienced dealers, its loyal customers, and the knowledge embedded in its staff of designers and engineers. This position and these kinds of slow-build resources are simply not available to companies, mesmerized by the stock market, who want big results in twelve months.

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Software Engineer “I’m a software engineer with four years of experience delivering notable results. I’ve created new software and embedded systems via C++ and C# in manufacturing airplane electronics. My current job requires a lot of collaboration with other technical teams as we conduct data analysis that I pull from global databases. I have also trained new team members and engineers on our data retrieval process. My supervisor has stated that I have excellent technical writing skills based on the comprehensive reports and training manuals I’ve produced that have wide circulation among vendors. These skills and experience will allow me to quickly contribute to your organization and be a highly productive part of your team.

fulfill our mission with the Rational ApproachTM, a comprehensive softwareengineering solution consisting of three elements: • A configurable set of processes and techniques for the development of software, based on iterative development, object modeling, and an architectural approach to software reuse. • An integrated family of application construction tools that automate the Rational Approach throughout the software lifecycle. • Technical consulting services delivered by our worldwide field organization of software engineers and technical sales professionals. Our customers include businesses in the Asia/Pacific region, Europe, and North America that are leaders in leveraging semiconductor, communications, and software technologies to achieve their business objectives. We serve customers in a diverse range of industries, such as telecommunications, banking and financial services, manufacturing, transportation, aerospace, and defense.They construct software applications for a wide range of platforms, from microprocessors embedded in telephone switching systems to enterprisewide information systems running on company-specific intranets. Rational Software Corporation is traded on the NASDAQ system under the symbol RATL.1

Embedded in the Microsoft proprietary Rich Text Format (RTF), the file contained the first name of the BTK Killer and the physical location at which the user had last saved the file. This narrowed the investigation to a man named Denis at the local Wichita Christ Lutheran Church. Mr. Stone verified that a man named Denis Rader served as a church officer at the Lutheran Church (Regan, 2006). With this information, police requested a warrant for a DNA sample from the medical records of Denis Rader’s daughter (Shapiro, 2007). The DNA sample confirmed what Mr. Stone already knew—Denis Rader was the BTK Killer.