Hardware And General Quotes

There’s a neat correlation between the complexity of the hardware and the lack of genuine attachments. Devices make everyone pliant. There’s a general sponginess, a lack of conviction.

The position of hardware clerk in Pine Cove was highly coveted by the town’s retired male population, for nowhere else could a man posture well past his prime, pontificate, and generally indulge in the arrogant self-important chest-pounding of an alpha male without having a woman intercede to remind him that he was patently full of shit.

The rise of loneliness as a health hazard tracks with the entrenchment of values and practices that supersede any notion of "individual choices." The dynamics include reduced social programs, less available "common" spaces such as public libraries, cuts in services for the vulnerable and the elderly, stress, poverty, and the inexorable monopolization of economic life that shreds local communities. By way of illustration, let's take a familiar scenario: Walmart or some other megastore decides to open one of its facilities in a municipality. Developers are happy, politicians welcome the new investment, and consumers are pleased at finding a wide variety of goods at lower prices. But what are the social impacts? Locally owned and operated small businesses cannot compete with the marketing behemoth and must close. People lose their jobs or must find new work for lower pay. Neighborhoods are stripped of the familiar hardware store, pharmacy, butcher, baker, candlestick maker. People no longer walk to their local establishment, where they meet and greet one another and familiar merchants they have known, but drive, each isolated in their car, to a windowless, aesthetically bereft warehouse, miles away from home. They might not even leave home at all — why bother, when you can order online? No wonder international surveys show a rise in loneliness. The percentage of Americans identifying themselves as lonely has doubled from 20 to 40 percent since the 1980s, the New York Times reported in 2016. Alarmed by the health ravages, Britain has even found it necessary to appoint a minister of loneliness. Describing the systemic founts of loneliness, the U.S. surgeon general Vivek Murthy wrote: "Our twenty-first-century world demands that we focus on pursuits that seem to be in constant competition for our time, attention, energy, and commitment. Many of these pursuits are themselves competitions. We compete for jobs and status. We compete over possessions, money, and reputations. We strive to stay afloat and to get ahead. Meanwhile, the relationships we prize often get neglected in the chase." It is easy to miss the point that what Dr. Murthy calls "our twenty-first-century world" is no abstract entity, but the concrete manifestation of a particular socioeconomic system, a distinct worldview, and a way of life.

In early 2016, Amazon was given a license by the Federal Maritime Commission to implement ocean freight services as an Ocean Transportation Intermediary. So, Amazon can now ship others’ goods. This new service, dubbed Fulfillment by Amazon (FBA), won’t do much directly for individual consumers. But it will allow Amazon’s Chinese partners to more easily and cost-effectively get their products across the Pacific in containers. Want to bet how long it will take Amazon to dominate the oceanic transport business? 67 The market to ship stuff (mostly) across the Pacific is a $ 350 billion business, but a low-margin one. Shippers charge $ 1,300 to ship a forty-foot container holding up to 10,000 units of product (13 cents per unit, or just under $ 10 to deliver a flatscreen TV). It’s a down-and-dirty business, unless you’re Amazon. The biggest component of that cost comes from labor: unloading and loading the ships and the paperwork. Amazon can deploy hardware (robotics) and software to reduce these costs. Combined with the company’s fledgling aircraft fleet, this could prove another huge business for Amazon. 68 Between drones, 757/ 767s, tractor trailers, trans-Pacific shipping, and retired military generals (no joke) who oversaw the world’s most complex logistics operations (try supplying submarines and aircraft carriers that don’t surface or dock more than once every six months), Amazon is building the most robust logistics infrastructure in history. If you’re like me, this can only leave you in awe: I can’t even make sure I have Gatorade in the fridge when I need it.

Here are some of the things I learned while living in New York: That you shouldn’t interpret direct and efficient communication as rudeness. That a sidewalk operates by the same rules as a highway: if you walk slow, walk in the right lane, and if you have to stop, pull over. I learned that once the late June sunshine hits the streets, pretty girls in summer dresses come out of the woodwork. I also learned that summer brings with it the inescapable smell of marinating garbage and human urine. In the city, you can get weed delivered to your front door by a hipster on a bicycle or pick up a screwdriver in the dead of the night at a twenty-four-hour hardware store. I learned that the city has resilience like no other city during natural (or man-made) disasters, and that the people of New York generally coexist peacefully, which is impressive, considering there are 27,352 people per square mile.

SCULLEY. Pepsi executive recruited by Jobs in 1983 to be Apple’s CEO, clashed with and ousted Jobs in 1985. JOANNE SCHIEBLE JANDALI SIMPSON. Wisconsin-born biological mother of Steve Jobs, whom she put up for adoption, and Mona Simpson, whom she raised. MONA SIMPSON. Biological full sister of Jobs; they discovered their relationship in 1986 and became close. She wrote novels loosely based on her mother Joanne (Anywhere but Here), Jobs and his daughter Lisa (A Regular Guy), and her father Abdulfattah Jandali (The Lost Father). ALVY RAY SMITH. A cofounder of Pixar who clashed with Jobs. BURRELL SMITH. Brilliant, troubled hardware designer on the original Mac team, afflicted with schizophrenia in the 1990s. AVADIS “AVIE” TEVANIAN. Worked with Jobs and Rubinstein at NeXT, became chief software engineer at Apple in 1997. JAMES VINCENT. A music-loving Brit, the younger partner with Lee Clow and Duncan Milner at the ad agency Apple hired. RON WAYNE. Met Jobs at Atari, became first partner with Jobs and Wozniak at fledgling Apple, but unwisely decided to forgo his equity stake. STEPHEN WOZNIAK. The star electronics geek at Homestead High; Jobs figured out how to package and market his amazing circuit boards and became his partner in founding Apple. DEL YOCAM. Early Apple employee who became the General Manager of the Apple II Group and later Apple’s Chief Operating Officer. INTRODUCTION How This Book Came to Be In the early summer of 2004, I got a phone call from Steve Jobs. He had been scattershot friendly to me over the years, with occasional bursts of intensity, especially when he was launching a new product that he wanted on the cover of Time or featured on CNN, places where I’d worked. But now that I was no longer at either of those places, I hadn’t heard from him much. We talked a bit about the Aspen Institute, which I had recently joined, and I invited him to speak at our summer campus in Colorado. He’d be happy to come, he said, but not to be onstage. He wanted instead to take a walk so that we could talk. That seemed a bit odd. I didn’t yet

Since 1884 Bath Iron Works was incorporated by General Thomas W. Hyde who had served in the Union Army during the Civil War. At first the shipyard made iron hardware and windlasses for the wooden ships of the day but soon built warships for the United States Navy although it also started builting commercial vessels. The USS Machias a schooner rigged, steam driven, gunboat was one of two 190-foot (58 m) gunboats, first built by the company. It has been said that Chester Nimitz commanded the Machias during World War I, although this has not been substantiated. In 1892 the yard built their first commercial vessel, the 2,500-ton steel passenger steamer the SS City of Lowell. From these humble beginnings BIW became a major United States shipyard and has designed and built almost every type of naval vessel that the US Navy had or has, including the new stealth destroyers of the Zumwalt class. I first saw Bath Iron Works when I crossed the Kennebec River in 1952. I wrote about this in “Seawater One” describing how our bus crossed on the Carlton Lift Bridge and how I saw the USS Dealey (DE-1006) being built. During World War II, ships built at BIW were considered by Navy officers and sailors to be the toughest afloat, giving rise to the slogan "Bath-built is best-built." In 1995, BIW became a subsidiary of General Dynamics and at that time was the fifth-largest defense contractor in the world.

UnsafeSequence can be fixed by making getNext a synchronized method, as shown in Sequence in Listing 1.2,[3] thus preventing the unfortunate interaction in Figure 1.1. (Exactly why this works is the subject of Chapters 2 and 3.) [3] @GuardedBy is described in Section 2.4; it documents the synchronization policy for Sequence. Listing 1.2. Thread-safe Sequence Generator. In the absence of synchronization, the compiler, hardware, and runtime are allowed to take substantial liberties with the timing and ordering of actions, such as caching variables in registers or processor-local caches where they are temporarily (or even permanently) invisible to other threads. These tricks are in aid of better performance and are generally desirable, but they place a burden on the developer to clearly identify where data is being shared across threads so that these optimizations do not undermine safety. (Chapter 16 gives the gory details on exactly what ordering guarantees the JVM makes and how synchronization affects those guarantees,

physical sharing and exchange of computer tapes and disks on which the code was recorded. In current Internet days, rapid technological advances in computer hardware and software and networking technologies have made it much easier to create and sustain a communal development style on ever-larger scales. Also, implementing new projects is becoming progressively easier as effective project design becomes better understood, and as prepackaged infrastructural support for such projects becomes available on the Web. Today, an open source software development project is typically initiated by an individual or a small group seeking a solution to an individual's or a firm's need. Raymond (1999, p. 32) suggests that "every good work of software starts by scratching a developer's personal itch" and that "too often software developers spend their days grinding away for pay at programs they neither need nor love. But not in the (open source) world...." A project's initiators also generally become the project's "owners" or "maintainers" who take on responsibility for project management." Early on, this individual or group generally develops a first, rough version of the code that outlines the functionality envisioned. The source code for this initial version is then made freely available to all via downloading from an Internet website established by the project. The project founders also set up infrastructure for the project that those interested in using or further developing the code can use to seek help, provide information or provide new open source code for others to discuss and test. In the case of projects that are successful in attracting interest, others do download and use and "play with" the code-and some of these do go on to create new and modified code. Most then post what they have done on the project website for use and critique by any who are interested. New and modified code that is deemed to be of sufficient quality and of general interest by the project maintainers is then added to the authorized version of the code. In many projects the privilege of adding to the authorized code is restricted to only a few trusted developers. These few then serve as gatekeepers for code written by contributors who do not have such access (von Krogh and Spaeth 2002). Critical tools and infrastructure available to open source software project participants includes email lists for specialized purposes that are open to all. Thus, there is a list where code users can report software failures ("bugs") that they encounter during field use of the software. There is also a list where those developing the code can share ideas about what would be good next steps for the project, good features to add, etc. All of these lists are open to all and are also publicly archived,

In the formative years of digital computing, following World War II, both the operating system and applications were considered afterthoughts by designers. The “hardware” of electronics, as distinct from the “software” of programs, was so difficult that engineers could hardly see past it. The most important type of hardware was the circuitry or processors that actually carried out the instructions given the computer. A second set of devices made it possible to get data into and out of a computer. A third class stored information. A fourth class allowed one computer to send information to another, over special cable or telephone lines. The question of software generally arose only after the hardware pieces fell into place.

Doesn’t that look like Mr. Mason from behind?” Henry grabbed the glasses. “I think it is him. I recognize the red hat he had on yesterday. If he had a motorboat, why did Hilda tell us they didn’t have time to go to the hardware store?” Jessie found the towel she’d packed and shared it with Henry. “The sun will have to dry off the rest of us,” she said. “If you ask me, those two are trying to keep us away from Cousin Charlotte’s property.” “Well, they can’t,” Henry said. “Hop in, everybody. We’re going to follow Mr. Mason back to Skeleton Point.” But Henry couldn’t follow the motorboat to Skeleton Point. It sped right past there without stopping. “He must be docking someplace else,” Jessie said. “That gives me an idea. Instead of going back to Skeleton Point, let’s row to that cove we passed not too far from the general store. We’ll hike up from there. If Hilda and William don’t spot our boat coming in, we’ll have a chance to see what they’re up to before they expect us back.” Henry didn’t need to think twice about Jessie’s good suggestion. He dipped one oar into the water and headed for the deserted cove. The Mystery at Skeleton Point

In the end, if you do it right, people come out of the theater and say, “A movie about talking toys—what a clever idea!” But a movie is not one idea, it’s a multitude of them. And behind these ideas are people. This is true of products in general; the iPhone, for example, is not a singular idea—there is a mindboggling depth to the hardware and software that supports it. Yet too often, we see a single object and think of it as an island that exists apart and unto itself.

El abuso de los ordenadores acabó con todo eso. Aparte del hecho de que los productores trabajaran ahora de manera cada vez más aislada, el hardware y el software eran productos de consumo masivo y el hecho de que utilizaran el mismo programa de ordenador con un equipo idéntico (que funcionaba de manera idéntica) impedía que ningún estudio fuera más allá de los límites establecidos. O que se lograran sonidos nuevos a base de probar y cometer errores. O que hubiera sorpresas en general. Y por si todo esto no bastara, podías utilizar los mismos samples que otro disco que hubiera sido un éxito. Con la tecnología se facilitaba muchísimo la reproducción de las pistas rítmicas de éxito.

People do stupid things when they have a giant budget—they overdesign, they overthink. That inevitably leads to longer runways, longer schedules, and slower heartbeats. Much, much slower. Generally any brand-new product should never take longer than 18 months to ship—24 at the limit. The sweet spot is somewhere between 9 and 18 months. That applies to hardware and software, atoms and bits.

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Here are ten facts about IQ. These facts are debated and often controversial among the general public but far less so among scientists who study intelligence. The best review of the academic literature supporting these facts is a 2012 paper by Richard Nisbett and colleagues – an interdisciplinary team of leading scholars, household names within intelligence research, comprised of psychologists, an economist, a behavioral geneticist, and a former President of the American Psychological Association. Their areas of expertise include cultural and sex differences in intelligence, the effect of social and genetic factors that affect intelligence, the development of intelligence over the lifespan, the relationship between economic development and intelligence, and changes in intelligence over history 1. IQ is a good predictor of school and work performance, at least in WEIRD societies. 2. IQ differs in predictive power and is the least predictive of performance on tasks that demand low cognitive skill. 3. IQ may be separable into what can be called ‘crystallized intelligence’ and ‘fluid intelligence’. Crystalized intelligence refers to knowledge that is drawn on to solve problems. Fluid intelligence refers to an ability to solve novel problems and to learn. 4. Educational interventions can improve aspects of IQ, including fluid intelligence, which is affected by interventions such as memory training. Many of these results don’t seem to last long, although there is strong evidence that education as a whole causally raises IQ over a lifetime. 5. IQ test scores have been dramatically increasing over time. This is called the Flynn effect after James Flynn (also an author of the review mentioned above), who first noticed this pattern. The Flynn effect is largest for nations that have recently modernized. Large gains have been measured on the Raven’s test, a test that has been argued to be the most ‘culture-free’ and a good measure of fluid intelligence. That is, it’s not just driven by people learning more words or getting better at adding and subtracting. 6. IQ differences have neural correlates – i.e. you can measure these differences in the brain. 7. IQ is heritable, though the exact heritability differs by population, typically ranging from around 30% to 80%. 8. Heritability is lower for poorer people in the US, but not in Australia and Europe where it is roughly the same across levels of wealth. 9. Males and females differ in IQ performance in terms of variance and in the means of different subscales. 10. Populations and ethnicities differ on IQ performance. You can imagine why some people might question these statements. But setting aside political considerations, how do we scientifically make sense of this? Popular books from Richard Herrnstein and Charles Murray’s The Bell Curve (1994) to Robert Plomin’s Blueprint (2018) have attributed much of this to genes. People and perhaps groups differ in genes, making some brighter than others. But humans are a species with two lines of inheritance. They have not just genetic hardware but also cultural software. And it is primarily by culture rather than genes that we became the most dominant species on earth. For a species so dependent on accumulated knowledge, not only is the idea of a culture-free intelligence test meaningless, so too is the idea of culture free intelligence.

At this point, deep networks were generally believed to be very difficult to train. We now know that algorithms that have existed since the 1980s work quite well, but this was not apparent circa 2006. The issue is perhaps simply that these algorithms were too computationally costly to allow much experimentation with the hardware available at the time.

Generally any brand-new product should never take longer than 18 months to ship—24 at the limit. The sweet spot is somewhere between 9 and 18 months. That applies to hardware and software, atoms and bits.

Programming languages, their features, readability, and interoperation Code reuse across platforms (server vs web vs mobile) Early error detection (compile-time vs runtime error detection, breadth of validation) Availability and cost of hiring the right talent; learning curve for new hires Readability and refactorability of code Approach to code composition, embracing the change Datastore and general approach to data modeling Application-specific data model, and the blast radius from changing it Performance and latency in all tiers and platforms Scalability and redundancy Spiky traffic patterns, autoscaling, capacity planning Error recovery Logging, telemetry, and other instrumentation Reducing complexity User interfaces and their maintainability External APIs User identity and security Hardware and human costs of the infrastructure and its maintenance Enabling multiple concurrent development workstreams Enabling testability Fast-tracking development by adopting third-party frameworks