Hardware Engineer Quotes

Formal mathematics is nature's way of letting you know how sloppy your mathematics is.

It is not brains or intelligence that is needed to cope with the problems with Plato and Aristotle and all of their successors to the present have failed to confront. What is needed is a readiness to undervalue the world altogether. This is only possible for a Christian... All technologies and all cultures, ancient and modern, are part of our immediate expanse. There is hope in this diversity since it creates vast new possibilities of detachment and amusement at human gullibility and self-deception. There is no harm in reminding ourselves from time to time that the "Prince of this World" is a great P.R. man, a great salesman of new hardware and software, a great electric engineer, and a great master of the media. It is his master stroke to be not only environmental but invisible for the environmental is invincibly persuasive when ignored.

Interruptions are especially destructive to people who need to concentrate – knowledge workers like hardware engineers, graphic designers, lawyers, writers, architects, accountants, and so on. Research by Gloria Mark and her colleagues shows that it takes people an average of twenty-five minutes to recover from an interruption and return to the task they had been working on – which happens because interruptions destroy their train of thought and divert attention to other tasks. A related study shows that although employees who experience interruptions compensate by working faster when they return to what they were doing, this speed comes at a cost, including feeling frustrated, stressed, and harried. Some interruptions are unavoidable and are part of the work – but as a boss, the more trivial and unnecessary intrusions you can absorb, the more work your people will do and the less their mental health will suffer.

REINHOLD JOBS. Wisconsin-born Coast Guard seaman who, with his wife, Clara, adopted Steve in 1955. REED JOBS. Oldest child of Steve Jobs and Laurene Powell. RON JOHNSON. Hired by Jobs in 2000 to develop Apple’s stores. JEFFREY KATZENBERG. Head of Disney Studios, clashed with Eisner and resigned in 1994 to cofound DreamWorks SKG. ALAN KAY. Creative and colorful computer pioneer who envisioned early personal computers, helped arrange Jobs’s Xerox PARC visit and his purchase of Pixar. DANIEL KOTTKE. Jobs’s closest friend at Reed, fellow pilgrim to India, early Apple employee. JOHN LASSETER. Cofounder and creative force at Pixar. DAN’L LEWIN. Marketing exec with Jobs at Apple and then NeXT. MIKE MARKKULA. First big Apple investor and chairman, a father figure to Jobs. REGIS MCKENNA. Publicity whiz who guided Jobs early on and remained a trusted advisor. MIKE MURRAY. Early Macintosh marketing director. PAUL OTELLINI. CEO of Intel who helped switch the Macintosh to Intel chips but did not get the iPhone business. LAURENE POWELL. Savvy and good-humored Penn graduate, went to Goldman Sachs and then Stanford Business School, married Steve Jobs in 1991. GEORGE RILEY. Jobs’s Memphis-born friend and lawyer. ARTHUR ROCK. Legendary tech investor, early Apple board member, Jobs’s father figure. JONATHAN “RUBY” RUBINSTEIN. Worked with Jobs at NeXT, became chief hardware engineer at Apple in 1997. MIKE SCOTT. Brought in by Markkula to be Apple’s president in 1977 to try to manage Jobs.

Standing in the corner, leaning aginst the wall, is a fifth man. If Grange is a Hummer, this guy's an 18-wheel Mack truck, thinks Roddy. Parked, with its engine idling. He reminds Roddy of Ivan Drago from that Rocky movie. The guy must stand six five and tip the scales at 270. Pure, rock-hard muscle. His crew-cut blond hair is slickly gelled; his face--especially those cheekbones and that lantern jaw--could be carved from granite. He, no doubt, spends counteless hours at some muscle emporium. Pure muscle, but probably clumsy; he would go down fast if Roddy drove a flurry of punches into his gut and face. A gold earring pierces the guy's left earlobe. The drape of the jacket on his Schwarzenegger shoulders shows a bulge on the left side. The guy's packing some serious hardware. Mack Truck stares blankly and stands rock-still, hands clasped in front of his gargantuan body.

Still allergic to PowerPoints and formal presentations, he insisted that the people around the table hash out issues from various vantages and the perspectives of different departments. Because he believed that Apple's great advantage was its integration of the whole widget- from design to hardware to software to content-he wanted all departments at the company to work together in parallel. The phrases he used were "deep collaboration" and "concurrent engineering." Instead of a development process in which a product would be passed sequentially from engineering to design to manufacturing to marketing and distribution, these various departments collaborated simultaneously. " Our method was to develop integrated products, and that meant our process had to be integrated and collaborative," Jobs said. This approach also applied to key hires. He would have candidates meet the top leaders-Cook, Tevanian, Schiller, Rubinstein, Ive- rather than just the managers of the department where they wanted to work. " Then we all get together without the person and talk about whether they'll fit in," Jobs said.

it is the intimate interaction between the operating system and the hardware that allows us to do that.” Jobs was speaking at a conceptual level. A former Apple engineer broke it down to the nitty-gritty: “Apple is all about integration. The way to get true integration is to control everything from the operating system down to what kind of saw you are going to use on the glass.

This entailed switching around by hand ENIAC’s rat’s nest of cables and resetting its switches. At first the programming seemed to be a routine, perhaps even menial task, which may have been why it was relegated to women, who back then were not encouraged to become engineers. But what the women of ENIAC soon showed, and the men later came to understand, was that the programming of a computer could be just as significant as the design of its hardware.

Program maintenance involves no cleaning, lubrication, or repair of deterioration. It consists chiefly of changes that repair design defects. Much more often than with hardware, these changes include added functions. Usually they are visible to the user. The total cost of maintaining a widely used program is typically 40 percent or more of the cost of developing it. Surprisingly, this cost is strongly affected by the number of users. More users find more bugs.

One summer Paul took Steve to Wisconsin to visit the family’s dairy farm. Rural life did not appeal to Steve, but one image stuck with him. He saw a calf being born, and he was amazed when the tiny animal struggled up within minutes and began to walk. “It was not something she had learned, but it was instead hardwired into her,” he recalled. “A human baby couldn’t do that. I found it remarkable, even though no one else did.” He put it in hardware-software terms: “It was as if something in the animal’s body and in its brain had been engineered to work together instantly rather than being learned.

The Xerox Corporation’s Palo Alto Research Center, known as Xerox PARC, had been established in 1970 to create a spawning ground for digital ideas. It was safely located, for better and for worse, three thousand miles from the commercial pressures of Xerox corporate headquarters in Connecticut. Among its visionaries was the scientist Alan Kay, who had two great maxims that Jobs embraced: “The best way to predict the future is to invent it” and “People who are serious about software should make their own hardware.” Kay pushed the vision of a small personal computer, dubbed the “Dynabook,” that would be easy enough for children to use. So Xerox PARC’s engineers began to develop user-friendly graphics that could replace all of the command lines and DOS prompts that made computer screens intimidating. The metaphor they came up with was that of a desktop. The screen could have many documents and folders on it, and you could use a mouse to point and click on the one you wanted to use.

A convivial society should be designed to allow all its members the most autonomous action by means of tools least controlled by others. People feel joy, as opposed to mere pleasure, to the extent that their activities are creative; while the growth of tools beyond a certain point increases regimentation, dependence, exploitation, and impotence. I use the term "tool" broadly enough to include not only simple hardware such as drills, pots, syringes, brooms, building elements, or motors, and not just large machines like cars or power stations; I also include among tools productive institutions such as factories that produce tangible commodities like corn flakes or electric current, and productive systems for intangible commodities such as those which produce "education," "health," "knowledge," or "decisions." I use this term because it allows me to subsume into one category all rationally designed devices, be they artifacts or rules, codes or operators, and to distinguish all these planned and engineered instrumentalities from other things such as basic food or implements, which in a given culture are not deemed to be subject to rationalization. School curricula or marriage laws are no less purposely shaped social devices than road networks. 5

At a Male Allies Plenary Panel, a group of women engineers circulated hundreds of handmade bingo boards among attendees. Inside each square was a different indictment: Mentions his mother. Says “That would never happen in my company.” Wearables. Asserts another male executive’s heart is in the right place. Says feminist activism scares women away from tech. At the center of the board was a square that just said Pipeline. I had heard the pipeline argument, that there simply weren’t enough women and underrepresented minorities in STEM fields to fill open roles. Having been privy to the hiring process, I found it incredibly suspect. What’s the wearable thing, I asked an engineer sitting in my row. “Oh, you know,” she said, waving dismissively toward the stage, with its rainbow-lit scrim. “Smart bras. Tech jewelry. They’re the only kind of hardware these guys can imagine women caring about.” What would a smart bra even do? I wondered, touching the band of my dumb underwire. The male allies, all trim, white executives, took their seats and began offering wisdom on how to manage workplace discrimination. “The best thing you can do is excel,” said a VP at the search-engine giant whose well-publicized hobby was stratosphere jumping. “Just push through whatever boundaries you see in front of you, and be great.” Don’t get discouraged, another implored—just keep working hard. Throughout the theater, pencils scratched. “Speak up, and be confident,” said a third. “Speak up, and be heard.” Engineers tended to complexify things, the stratosphere jumper said—like pipelines. A woman in the audience slapped her pencil down. “Bingo!” she called out.

The collapse, for example, of IBM’s legendary 80-year-old hardware business in the 1990s sounds like a classic P-type story. New technology (personal computers) displaces old (mainframes) and wipes out incumbent (IBM). But it wasn’t. IBM, unlike all its mainframe competitors, mastered the new technology. Within three years of launching its first PC, in 1981, IBM achieved $5 billion in sales and the #1 position, with everyone else either far behind or out of the business entirely (Apple, Tandy, Commodore, DEC, Honeywell, Sperry, etc.). For decades, IBM dominated computers like Pan Am dominated international travel. Its $13 billion in sales in 1981 was more than its next seven competitors combined (the computer industry was referred to as “IBM and the Seven Dwarfs”). IBM jumped on the new PC like Trippe jumped on the new jet engines. IBM owned the computer world, so it outsourced two of the PC components, software and microprocessors, to two tiny companies: Microsoft and Intel. Microsoft had all of 32 employees. Intel desperately needed a cash infusion to survive. IBM soon discovered, however, that individual buyers care more about exchanging files with friends than the brand of their box. And to exchange files easily, what matters is the software and the microprocessor inside that box, not the logo of the company that assembled the box. IBM missed an S-type shift—a change in what customers care about. PC clones using Intel chips and Microsoft software drained IBM’s market share. In 1993, IBM lost $8.1 billion, its largest-ever loss. That year it let go over 100,000 employees, the largest layoff in corporate history. Ten years later, IBM sold what was left of its PC business to Lenovo. Today, the combined market value of Microsoft and Intel, the two tiny vendors IBM hired, is close to $1.5 trillion, more than ten times the value of IBM. IBM correctly anticipated a P-type loonshot and won the battle. But it missed a critical S-type loonshot, a software standard, and lost the war.

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

Dontchev was born in Bulgaria and emigrated to America as a young kid when his father, a mathematician, took a job at the University of Michigan. He got an undergraduate and graduate degree in aerospace engineering, which led to what he thought was his dream opportunity: an internship at Boeing. But he quickly became disenchanted and decided to visit a friend who was working at SpaceX. “I will never forget walking the floor that day,” he says. “All the young engineers working their asses off and wearing T-shirts and sporting tattoos and being really badass about getting things done. I thought, ‘These are my people.’ It was nothing like the buttoned-up deadly vibe at Boeing.” That summer, he made a presentation to a VP at Boeing about how SpaceX was enabling the younger engineers to innovate. “If Boeing doesn’t change,” he said, “you’re going to lose out on the top talent.” The VP replied that Boeing was not looking for disrupters. “Maybe we want the people who aren’t the best, but who will stick around longer.” Dontchev quit. At a conference in Utah, he went to a party thrown by SpaceX and, after a couple of drinks, worked up the nerve to corner Gwynne Shotwell. He pulled a crumpled résumé out of his pocket and showed her a picture of the satellite hardware he had worked on. “I can make things happen,” he told her. Shotwell was amused. “Anyone who is brave enough to come up to me with a crumpled-up résumé might be a good candidate,” she said. She invited him to SpaceX for interviews. He was scheduled to see Musk, who was still interviewing every engineer hired, at 3 p.m. As usual, Musk got backed up, and Dontchev was told he would have to come back another day. Instead, Dontchev sat outside Musk’s cubicle for five hours. When he finally got in to see Musk at 8 p.m., Dontchev took the opportunity to unload about how his gung-ho approach wasn’t valued at Boeing. When hiring or promoting, Musk made a point of prioritizing attitude over résumé skills. And his definition of a good attitude was a desire to work maniacally hard. Musk hired Dontchev on the spot.

me to be honest about his failings as well as his strengths. She is one of the smartest and most grounded people I have ever met. “There are parts of his life and personality that are extremely messy, and that’s the truth,” she told me early on. “You shouldn’t whitewash it. He’s good at spin, but he also has a remarkable story, and I’d like to see that it’s all told truthfully.” I leave it to the reader to assess whether I have succeeded in this mission. I’m sure there are players in this drama who will remember some of the events differently or think that I sometimes got trapped in Jobs’s distortion field. As happened when I wrote a book about Henry Kissinger, which in some ways was good preparation for this project, I found that people had such strong positive and negative emotions about Jobs that the Rashomon effect was often evident. But I’ve done the best I can to balance conflicting accounts fairly and be transparent about the sources I used. This is a book about the roller-coaster life and searingly intense personality of a creative entrepreneur whose passion for perfection and ferocious drive revolutionized six industries: personal computers, animated movies, music, phones, tablet computing, and digital publishing. You might even add a seventh, retail stores, which Jobs did not quite revolutionize but did reimagine. In addition, he opened the way for a new market for digital content based on apps rather than just websites. Along the way he produced not only transforming products but also, on his second try, a lasting company, endowed with his DNA, that is filled with creative designers and daredevil engineers who could carry forward his vision. In August 2011, right before he stepped down as CEO, the enterprise he started in his parents’ garage became the world’s most valuable company. This is also, I hope, a book about innovation. At a time when the United States is seeking ways to sustain its innovative edge, and when societies around the world are trying to build creative digital-age economies, Jobs stands as the ultimate icon of inventiveness, imagination, and sustained innovation. He knew that the best way to create value in the twenty-first century was to connect creativity with technology, so he built a company where leaps of the imagination were combined with remarkable feats of engineering. He and his colleagues at Apple were able to think differently: They developed not merely modest product advances based on focus groups, but whole new devices and services that consumers did not yet know they needed. He was not a model boss or human being, tidily packaged for emulation. Driven by demons, he could drive those around him to fury and despair. But his personality and passions and products were all interrelated, just as Apple’s hardware and software tended to be, as if part of an integrated system. His tale is thus both instructive and cautionary, filled with lessons about innovation, character, leadership, and values.

because engineers are so creative, they like to make up new bugs, not use the same old ones.

The requisite deployment technology does not exist as ready-to-go hardware today, but it could be supplied by any number of vendors using what the aerospace industry calls commercial off-the-shelf technology. We could build the deployment hardware far more quickly than we likely could develop the rest of the science, engineering, and governance required to begin deployment of geoengineering. In this sense that one can say that the technology exists today.

Q: How many Java programmers does it take to change a lightbulb? A: One, to generate a “ChangeLightBulb” event to the socket. Q: How many C++ programmers does it take to change a lightbulb? A: You’re still thinking procedurally. A well-designed lightbulb object would inherit a change method from a generic lightbulb class. Q: How many Windows programmers does it take to change a lightbulb? A: Three. One to write WinGetLightBulbHandle, one to write WinQueryStatusLightBulb, and one to write WinGetLight-SwitchHandle. Q: How many database programmers does it take to change a lightbulb? A: Three. One to write the lightbulb removal program, one to write the lightbulb insertion program, and one to act as a lightbulb administrator to make sure nobody else tries to change the light-bulb at the same time. Q: How many software engineers does it take to change a lightbulb? A: None. That’s a hardware problem. Q: How many Microsoft engineers does it take to change a lightbulb? A: None. They will redefine darkness as an industry standard.

a digital design engineer, you would spend long hours going through the TTL Data Book familiarizing yourself with the types of TTL chips that were available. Once you knew all your tools, you could actually build the computer I showed in Chapter 17 out of TTL chips. Wiring the chips together is a lot easier than wiring individual transistors

we believe that in the majority of cases, it probably does make sense for you to pay a DaaS provider to host your VDI. After all, they’re the experts at VDI. They have the scale to get good deals on hardware, power, and cooling. They have great relationships with Citrix, VMware, and Microsoft. They have architects and engineers who focus exclusively on VDI.

You should never be able to reverse engineer a company’s organizational chart from the design of its product. Can you figure out who reigns supreme at Apple when you open the box for your new iPhone? Yes. It’s you, the customer; not the head of software, manufacturing, retail, hardware, apps, or the Guy Who Signs the Checks. That is exactly as it should be.

M113 Family of Vehicles Mission Provide a highly mobile, survivable, and reliable tracked-vehicle platform that is able to keep pace with Abrams- and Bradley-equipped units and that is adaptable to a wide range of current and future battlefield tasks through the integration of specialised mission modules at minimum operational and support cost. Entered Army Service 1960 Description and Specifications After more than four decades, the M113 family of vehicles (FOV) is still in service in the U.S. Army (and in many foreign armies). The original M113 Armoured Personnel Carrier (APC) helped to revolutionise mobile military operations. These vehicles carried 11 soldiers plus a driver and track commander under armour protection across hostile battlefield environments. More importantly, these vehicles were air transportable, air-droppable, and swimmable, allowing planners to incorporate APCs in a much wider range of combat situations, including many "rapid deployment" scenarios. The M113s were so successful that they were quickly identified as the foundation for a family of vehicles. Early derivatives included both command post (M577) and mortar carrier (M106) configurations. Over the years, the M113 FOV has undergone numerous upgrades. In 1964, the M113A1 package replaced the original gasoline engine with a 212 horsepower diesel package, significantly improving survivability by eliminating the possibility of catastrophic loss from fuel tank explosions. Several new derivatives were produced, some based on the armoured M113 chassis (e.g., the M125A1 mortar carrier and M741 "Vulcan" air defence vehicle) and some based on the unarmoured version of the chassis (e.g., the M548 cargo carrier, M667 "Lance" missile carrier, and M730 "Chaparral" missile carrier). In 1979, the A2 package of suspension and cooling enhancements was introduced. Today's M113 fleet includes a mix of these A2 variants, together with other derivatives equipped with the most recent A3 RISE (Reliability Improvements for Selected Equipment) package. The standard RISE package includes an upgraded propulsion system (turbocharged engine and new transmission), greatly improved driver controls (new power brakes and conventional steering controls), external fuel tanks, and 200-amp alternator with four batteries. Additional A3 improvements include incorporation of spall liners and provisions for mounting external armour. The future M113A3 fleet will include a number of vehicles that will have high speed digital networks and data transfer systems. The M113A3 digitisation program includes applying hardware, software, and installation kits and hosting them in the M113 FOV. Current variants: Mechanised Smoke Obscurant System M548A1/A3 Cargo Carrier M577A2/A3 Command Post Carrier M901A1 Improved TOW Vehicle M981 Fire Support Team Vehicle M1059/A3 Smoke Generator Carrier M1064/A3 Mortar Carrier M1068/A3 Standard Integrated Command Post System Carrier OPFOR Surrogate Vehicle (OSV) Manufacturer Anniston Army Depot (Anniston, AL) United Defense, L.P. (Anniston, AL)

Archivist / Circuit Bender For the figure of the artist, technical media has meant nods both toward engineering and the archive, as Huhtamo has noted: “the role of the artist-engineer, which rose into prominence in the 1960s (although its two sides rarely met in one person), has at least partly been supplanted by that of the artist-archaeologist.”23 Yet methodologies of reuse, hardware hacking, and circuit bending are becoming increasingly central in this context as well. Bending or repurposing the archive of media history strongly relates to the pioneering works of artists such as Paul DeMarinis, Zoe Beloff, or Gebhard Sengmüller—where a variety of old media technologies have been modified and repurposed to create pseudo-historical objects from a speculative future.

His favorite request dates back to 2004. SpaceX needed an actuator that would trigger the gimbal action used to steer the upper stage of Falcon 1. Davis had never built a piece of hardware before in his life and naturally went out to find some suppliers who could make an electro-mechanical actuator for him. He got a quote back for $120,000. “Elon laughed,” Davis said. “He said, ‘That part is no more complicated than a garage door opener. Your budget is five thousand dollars. Go make it work.’” Davis spent nine months building the actuator. At the end of the process, he toiled for three hours writing an e-mail to Musk covering the pros and cons of the device. The e-mail went into gory detail about how Davis had designed the part, why he had made various choices, and what its cost would be. As he pressed send, Davis felt anxiety surge through his body knowing that he’d given his all for almost a year to do something an engineer at another aerospace company would not even attempt. Musk rewarded all of this toil and angst with one of his standard responses. He wrote back, “Ok.” The actuator Davis designed ended up costing $3,900 and flew with Falcon 1 into space. “I put every ounce of intellectual capital I had into that e-mail and one minute later got that simple response,” Davis said. “Everyone in the company was having that same experience. One of my favorite things about Elon is his ability to make enormous decisions very quickly. That is still how it works today.” Kevin

If rewards come from solving problems and if different people have differing capacities for solving different types of problems, then disputes as to what problems most require solution can only be expected. Engineers and accountants, to take an obvious example, differ widely in the type of problem that they can solve competently. They notoriously disagree on whether the reverse salients blocking the growth of a particular enterprise are financial or technological in nature. Similarly, engineers with different skills and types of experience may also disagree on whether, for example, the technological reverse salients are hardware problems or software problems.

By combining an elegant integrated payments system with a distinctive conversation-triggering piece of hardware, Square has disrupted the credit card payments establishment while making credit card processing more accessible to small businesses everywhere.

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.

We have a unique and totally unprecedented ability to innovate and transmit information and ideas from person to person. At first, modern human cultural change accelerated gradually, causing important but incremental shifts in how our ancestors hunted and gathered. Then, starting about 50,000 years ago, a cultural and technological revolution occurred that helped humans colonize the entire planet. Ever since then, cultural evolution has become an increasingly rapid, dominant, and powerful engine of change. Therefore, the best answer to the question of what makes Homo sapiens special and why we are the only human species alive is that we evolved a few slight changes in our hardware that helped ignite a software revolution that is still ongoing at an escalating pace. Who Were the First Homo sapiens? Every religion has a different explanation for when and where our species, H. sapiens, originated. According to the Hebrew Bible, God created Adam from dust in the Garden of Eden and then made Eve from his rib; in other traditions, the first humans were vomited up by gods, fashioned from mud, or birthed by enormous turtles. Science, however, provides a single account of the origin of modern humans. Further, this event has been so well studied and tested using multiple lines of evidence that we can state with a reasonable degree of confidence that modern humans evolved from archaic humans in Africa at least 200,000 years ago.

granddaddy of them all appeared: application-specific integrated circuits (ASICs). As the name implies, ASICs are application-specific, meaning that the physical hardware must be designed and manufactured with the application in mind. CPUs, GPUs, and FPGAs can all be bought generically and, with proper engineering, be applied to a specific purpose after the purchase. The physical layout of ASICs, on the other hand, needs to be etched into the chip at the semiconductor fabrication factory.

Hardware and software should be treated together, integrated with cybersecurity early and frequently.

And dozens of stories hailed Jobs as the master P-type innovator of his generation. Just like Edwin Land and Juan Trippe before him. Abandon hardware? Not this Moses. In fact, Jobs had already doubled down. Not long after he left Apple, Jobs got back in touch with the team of engineers in Marin County developing a graphics computer. Why bet on just one bigger, faster machine if you could have two? He bought their business and left them alone to build an even more powerful computer than NeXT. Jobs had no idea that those engineers held the key to rescuing him from the Moses Trap. And it would have nothing to do with their machine.

glory, at the Science Museum of London. Charles Babbage was a well-known scientist and inventor of the time. He had spent years working on his Difference Engine, a revolutionary mechanical calculator. Babbage was also known for his extravagant parties, which he called “gatherings of the mind” and hosted for the upper class, the well-known, and the very intelligent.4 Many of the most famous people from Victorian England would be there—from Charles Darwin to Florence Nightingale to Charles Dickens. It was at one of these parties in 1833 that Ada glimpsed Babbage’s half-built Difference Engine. The teenager’s mathematical mind buzzed with possibilities, and Babbage recognized her genius immediately. They became fast friends. The US Department of Defense uses a computer language named Ada in her honor. Babbage sent Ada home with thirty of his lab books filled with notes on his next invention: the Analytic Engine. It would be much faster and more accurate than the Difference Engine, and Ada was thrilled to learn of this more advanced calculating machine. She understood that it could solve even harder, more complex problems and could even make decisions by itself. It was a true “thinking machine.”5 It had memory, a processor, and hardware and software just like computers today—but it was made from cogs and levers, and powered by steam. For months, Ada worked furiously creating algorithms (math instructions) for Babbage’s not-yet-built machine. She wrote countless lines of computations that would instruct the machine in how to solve complex math problems. These algorithms were the world’s first computer program. In 1840, Babbage gave a lecture in Italy about the Analytic Engine, which was written up in French. Ada translated the lecture, adding a set of her own notes to explain how the machine worked and including her own computations for it. These notes took Ada nine months to write and were three times longer than the article itself! Ada had some awesome nicknames. She called herself “the Bride of Science” because of her desire to devote her life to science; Babbage called her “the Enchantress of Numbers” because of her seemingly magical math

Note that we can run multiple classes of services using identical hardware and software. We can provide vastly different service guarantees by adjusting a variety of service characteristics, such as the quantities of resources, the degree of redundancy, the geographical provisioning constraints, and, critically, the infrastructure software configuration.

Here’s another fascinating example of Amazon enabling and anticipating customer needs despite traditional views of competition. As this book was going to press, Amazon announced on September 24, 2019 that it was joining 30 different companies in the “Voice Interoperability Initiative” to ensure as many devices as possible will work with digital assistants from different companies. Amazon is pulling together with its competitors to create an industry standard for voice assistant software and hardware. Notably, Google, Apple, and Samsung are so far sitting out the initiative. “As much as people would like the headline that there’s going to be one voice assistant that rules them all, we don’t agree,” says Amazon’s SVP of devices and services Dave Limp in The Verge. “This isn’t a sporting event. There’s not going to be one winner.” “The

If I could relive that day, I would say, “We almost never get the design right on the first pass. We design a piece of the hardware, build it, test it, find out what’s not working the way it needs to, have it fixed, then test it again before integrating it into the spacecraft.

FUNCTIONAL SAFETY AS PER IEC 61511 SIF SIS SIL TRAINING FUNCTIONAL SAFETY COURSE OBJECTIVES: The main objective of this training program is to give engineers involved in safety instrumented systems the opportunity to learn about functional safety, current applicable safety standards (IEC 61511) and their requirements. The Participants will be able to learn to follow: • Understand the basic requirements of the functional safety standards (IEC 61511) • The meaning of SIS, SIF, SIL and other functional safety terminology • Differentiate between safety functions and control functions • The role of Hazard and Risk analysis in setting SIL targets• • Create basic designs of safety instrumented systems considering architectural constraints • Different type of failures and best practices for minimizing them • Understand the effect of redundancy, diagnostics, proof test intervals, hardware fault tolerance on the SIL • The responsibility of operation and maintenance to ensure a SIF meets its SIL • How to proof test a SIF The Benefits for the Participants: At the conclusion of the training, the participants will be able to: Participate effectively in SIL determination with Risk graph, Risk matrix, and LOPA methodology Determine whether the design of a Safety Instrumented Function meets the required SIL. Select a SIF architecture that both meets the required SIL and minimizes spurious trips. Select SIF components to meet the target SIL for that SIF Target Audience: Instrument and Control Design and maintenance engineers Process Engineers Process Plant Operation Engineers Functional safety Management Engineers For Registration Email Us On techsupport@marcepinc.com or call us on 022-30210100

might be just a set of equations and eye-blearing numbers disembodied from all physical significance. She might not hear another word about the work until a piece appeared in Air Scoop or Aviation or Air Trails. Or never. For many men, a computer was a piece of living hardware, an appliance that inhaled one set of figures and exhaled another. Once a girl finished a particular job, the calculations were whisked away into the shadowy kingdom of the engineers. “Woe unto thee if they shall make thee a computer,” joked a column in Air Scoop. “For the Project Engineer will take credit for whatsoever thou doth that is clever and full of glory. But if he slippeth up, and maketh a wrong calculation, or pulleth a boner of any kind whatsoever, he shall lay the mistake at thy door when he is called to account and he shall say, ‘What can you

The big change has been in the hardware/software cost ratio. The buyer of a $2-million machine in 1960 felt that he could afford $250,000 more for a customized payroll program, one that slipped easily and nondisruptively into the computer-hostile social environment. Buyers of $50,000 office machines today cannot conceivably afford customized payroll programs; so they adapt their payroll procedures to the packages available.

when software first became a product that could be sold to customers, it was hardware companies that were writing the software; there were no “software-only” companies like Microsoft was in its early days.

The conceptual auto-disaster. The volunteer panels were shown fake safety propaganda movies in which implausible accidents were staged. Far from eliciting a humorous or sardonic response from the audience, marked feelings of hostility were shown towards the film and medical support staff. Subsequent films of genuine accidents exerted a notably calming effect. From this and similar work it is clear that Freud’s classic distinction between the manifest and latent content of the inner world of the psyche now has to be applied to the outer world of reality. A dominant element in this reality is technology and its instrument, the machine. In most roles the machine assumes a benign or passive posture - telephone exchanges, engineering hardware, etc. The twentieth century has also given birth to a vast range of machines - computers, pilotless planes, thermonuclear weapons - where the latent identity of the machine is ambiguous even to the skilled investigator. An understanding of this identity can be found in a study of the automobile, which dominates the vectors of speed, aggression, violence and desire. In particular the automobile crash contains a crucial image of the machine as conceptualized psychopathology. Tests on a wide range of subjects indicate that the automobile, and in particular the automobile crash, provides a focus for the conceptualizing of a wide range of impulses involving the elements of psychopathology, sexuality and self-sacrifice.

Here, Veblen’s iconoclasm showed its range, as he simultaneously exposed modern corporations as hives of swarming parasites, derided marginalism for disingenuously sanitizing these infested sites by rebranding nonproductivity as productivity, and attacked economists for failing to situate themselves historically. On Veblen’s account, the business enterprise was no more immune from historical change than any other economic institution. As the controlling force in modern civilization, the business enterprise too would necessarily undergo “natural decay” and prove “transitory.” Where history was heading next, however, Veblen felt he could not say, because no teleology was steering the evolutionary process as a whole, only (as he had said before) the “discretionary action of the human agents,” whose institutionally shaped choices were still unformed. Nevertheless, limiting himself to the “calculable future”—to what, in light of existing scientific knowledge, seemed probable in the near term—Veblen pointed to two contrasting possibilities, both beyond the ken of productivity theories. One alternative was militarization and war—barbarism redux. According to Veblen, the business enterprise, as its grows, spills over national boundaries and fosters the expansion of a world market in which “the business men of one nation are pitted against those of another and swing“the forces of the state, legislative, diplomatic, and military, against one another in the strategic game of pecuniary advantage.” As this game intensifies, competing nations rush (said Veblen presciently) to amass military hardware that can easily fall under the control of political leaders who embrace aggressive international policies and “warlike aims, achievements, [and] spectacles.” Unchecked, these developments could, he believed, demolish “those cultural features that distinguish modern times from what went before, including a decline of the business enterprise itself.” (In his later writings from the World War I period, Veblen returned to these issues.) The second future possibility was socialism, which interested Veblen (for the time being) not only as an institutional alternative to the business enterprise but also as a way of economic thinking that nullified the productivity theory of distribution. In cycling back to the phenomenon of socialism, which he had bracketed in The Theory of the Leisure Class, Veblen zeroed in on men and women who held industrial occupations, in which he observed a growing dissatisfaction with the bedrock institutions of the modern age. This discontent was socially concentrated, found not so much among laborers who were “mechanical auxiliaries”—manual extensions—“of the machine process“ but “among those industrial classes who are required to comprehend and guide the processes.” These classes consist of “the higher ranks of skilled mechanics and [of people] who stand in an engineering or supervisory ”“relation to the processes.” Carrying out these jobs, with their distinctive task requirements, inculcates “iconoclastic habits of thought,” which draw men and women into trade unions and, as a next step, “into something else, which may be called socialism, for want of a better term.” This phrasing was vague even for Veblen, but he felt hamstrung because “there was little agreement among socialists as to a programme for the future,” at least aside from provisions almost “entirely negative.

The first is that we’re living in a time of astonishing progress with digital technologies—those that have computer hardware, software, and networks at their core. These technologies are not brand-new; businesses have been buying computers for more than half a century, and Time magazine declared the personal computer its “Machine of the Year” in 1982. But just as it took generations to improve the steam engine to the point that it could power the Industrial Revolution, it’s also taken time to refine our digital engines.

From the beginning, the UX writer needs to know the business constraints, including resources available for localization and the timelines to coordinate engineering and UX content with content for marketing, sales, and support. We also need to know what languages the people using the experience are fluent in, on which devices, and in what contexts. As the experience develops, we need to know technical, display, and design constraints (like maximum URL lengths and text box sizes), which text needs to be coded before hardware is shipped, and which text can be updated from live services.

If “universal connectivity” remained the goal at Bell Labs—if indeed the telecommunications systems of the future, as Kelly saw it, would be “more like the biological systems of man’s brain and nervous system”—then the realization of those dreams didn’t only depend on the hardware of new technologies, such as the transistor. A mathematical guide for the system’s engineers, a blueprint for how to move data around with optimal efficiency, which was what Shannon offered, would be crucial, too. Shannon maintained that all communications systems could be thought of in the same way, regardless of whether they involved a lunchroom conversation, a postmarked letter, a phone call, or a radio or telephone transmission.

Today the accepted Silicon Valley wisdom is that as cars turn into cell phones on wheels, software will inevitably trump hardware, just as Microsoft trumped IBM. As lithium batteries replace combustion engines, automobile hardware will become commodified, and the new growth market will be in information services.

Electronics Engineering is hardware, timing diagrams, and algorithms.

Always bring your own logistical hardware such as a spare power cord, an extension strip, and a mini Ethernet hub.

Basically, the conscious mind is like the hardware of your computer. The subconscious mind is its operating system. It’s composed of code—or all those underlying patterns and connections that were laid down during your childhood. You can’t see that code, but it runs the show. It’s the engine that determines how you react to the world at large versus how you respond to it.

Musk differed from his competitors in another, important way—failure was an option. At most other aerospace companies, no employee wanted to make a mistake, lest it reflect badly on an annual performance review. Musk, by contrast, urged his team to move fast, build things, and break things. At some government labs and large aerospace firms, an engineer may devote a career to creating stacks of paperwork without ever touching hardware. The engineers designing the Falcon 1 rocket spent much of their time on the factory floor, testing ideas, rather than debating them. Talk less, do more.

The human body is like a stock car. We may look different on the outside, but under the hood we all have huge reservoirs of potential and a governor impeding us from reaching our maximum velocity. In a car, the governor limits the flow of fuel and air so it doesn't burn too hot, which places a ceiling on performance. It's a hardware issue; the governor can easily be removed and if you disable yours, watch your car rocket beyond 130mph. It's a subtler process in the human animal. Our governor is buried deep in our minds, intertwined with our very identity. It knows what and who we love and hate; it's read our whole life story and forms the way we see ourselves and how we'd like to be seen. It's the software that delivers personalized feedback- in the form of pain and exhaustion, but also fear and insecurity, and it uses all of that to encourage us to stop before we risk it all. But, here's the thing, it doesn't have absolute control. Unlike the governor in an engine, ours can't stop us unless we buy into its bullshit and agree to quit. Sadly, most of us give up when we've only given around 40 percent of our maximum effort. Even when we feel like we've reached our absolute limit, we still have 60 percent more to give! That's the governor in action! Once you know that to be true, it's simply a matter of stretching your pain tolerance, letting go of your identity and all your self-limiting stories, so you can get to 60 percent, then 80 percent and beyond without giving up. I call this the 40% Rule, and the reason it's so powerful is that if you follow it, you will unlock your mind to new levels of performance and excellence in sports and in life, and your rewards will run far deeper than mere material success. p211

Prometheus’ software was now highly optimized to make the most of the rather mediocre human-invented hardware it ran on, and as the Omegas had anticipated, Prometheus identified ways of dramatically improving this hardware. Fearing a breakout, they refused to build robotic construction facilities that Prometheus could control directly. Instead, they hired large numbers of world-class scientists and engineers in multiple locations and fed them internal research reports written by Prometheus, pretending that they were from researchers at the other sites.

(Synchronous consensus applies to real-time systems, in which dedicated hardware means that messages will always be passed with specific timing guarantees.)

One manager was puzzled and asked if it wasn’t also expensive to create software. He went on to rhetorically ask “Are software engineers less expensive than hardware engineers?