Kitchen Cabinet of Mentors

InsideHigherEd has a great post by Owen Stukowski today. Owen writes about the Kitchen Cabinet of Mentors:

Many higher education professionals find mentors with similar backgrounds to seek advice and test their ideas. Borrowing an idea from president Andrew Jackson, what if you create an informal cabinet of mentors from a set of diverse backgrounds? As we build a network of mentors, it is important to have a diversity of viewpoints and connections. Having a variety of mentors will serve as a strong sounding board for professional growth as we face different challenges. Five types of mentors are important to consider appointing to your mentorship cabinet. Each of these types of mentors can contribute a unique perspective to your professional and personal development.

Stukowski identifies four types of mentors in the cabinet:

1. The Friend - who connects your personal and professional life
2. The Role Model - person in a professional position you wish to achive
3. The Insider - long-time member of the organization, can offer a unique perspective
4. The Veteran - industry veteran, usually exectutive leadership
5. The Teacher - imparts specific knowledge or skills

Read more: http://www.insidehighered.com/advice/2011/07/06/essay_on_the_importance_of_having_multiple_mentors

It's 2020: Are you living in the Cloud?

Technology experts and stakeholders say they expect they will ‘live mostly in the cloud’ in 2020 and not on the desktop, working mostly through cyberspace-based applications accessed through networked devices. This will substantially advance mobile connectivity through smartphones and other internet appliances. Many say there will be a cloud-desktop hybrid. Still, cloud computing has many difficult hurdles to overcome, including concerns tied to the availability of broadband spectrum, the ability of diverse systems to work together, security, privacy, and quality of service.

Do you see yourself living in the clouds?

You can read the full Pew Internet report here: http://pewinternet.org/Reports/2010/The-future-of-cloud-computing.aspx

Unsystematic Engineering

Through the years I've often participated on panels convened to study some particular problem, usually at the behest of the government. Typically, these concern some program, project, or issue that involves engineering and science, and one that is not seen to be doing as well as was desired or anticipated. The panel, composed of scientists and engineers, gets numerous briefings from people directly involved and from outside experts. Finally, a report is prepared with recommendations about how to fix the trouble.

In my own experience, these final reports almost always contain at least one of the following three recommendations:

1. Provide more money.

2. Put someone in charge.

3. Do some systems engineering.

Such reports are invariably received courteously by the ­panel's sponsors, but often with muted enthusiasm. I can see the wheels turning behind their eyes. "We knew this stuff," they are thinking. "You people are supposed to give us a technical solution, not tell us how to manage this. You're engineers, not management experts."

Each time I have the feeling that the study's sponsors believe or hope that there is some great new technology that will fix whatever the problem is, but that never seems to be the case. Almost always those involved with the problem are already perfectly aware of every applicable technology. Things run astray when their efforts are poorly coordinated, responsibility is diffuse, and management oversight and systems engineering or architecture at the top level are insufficient.

More at IEEE Spectrum

Intergalactic Computing

Intergalactic Computing

J.C.R. Licklider was a distinguished engineer and visionary computer scientist, often referred to as the “Johnny Appleseed” of computing for his contributions by planting the seeds for the Internet and World Wide Web. In 1963, Licklider was appointed head of the Behavioral Sciences and Command and Control programs at the Department of Defense Advanced Research Projects Agency (ARPA). “Lick” as his colleagues affectionately referred to him, addressed members of the Intergalactic Computer Group later that year with a memo calling for a network of computers that would allow scientists to collaborate irrespective of distance or computer compatibility issues. Lick referred to the system as an intergalactic computing network, describing it conceptually, "….we could have at least four large computers, perhaps six or eight small computers, and a great assortment of disc files and magnetic tape units-not to mention remote consoles and teletype stations-all churning away" (Waldrop, 2000).

Lick’s vision for connected computing served as the foundational concept for the ARPANET, which led to the creation of a series of military networks including MILNET, SIPRNET, and eventually the Internet and later World Wide Web. In Segaller’s 1998 book “Nerds: A Brief History of the Internet”, Roberts describes Lick and his vision:

"Lick had this concept of the intergalactic network which he believed was everybody could use computers anywhere and get at data anywhere in the world. He didn't envision the number of computers we have today by any means, but he had the same concept-all of the stuff linked together throughout the world, that you can use a remote computer, get data from a remote computer, or use lots of computers in your job. The vision was really Lick's originally. None oof us can really claim to have seen that before him nor{can} anybody in the world. Lick saw this vision in the early sixties. He didn't have a clue how to build it. He didn't have any idea how to make this happen. But he knew it was important, so he sat down with me and really convinced me that it was important and convinced me into making it happen" (Roberts in Segaller, 40).

J.C.R. Licklider died in 1990 having worked on core components of UNIX development, network computing, time sharing operations (Project MAC), and professor emeritus at the Massechusets Institute of Technology. His vision for intergalactic computing continues to inspire new platforms and tools for collaboration and information sharing.

How to Sell an Idea to Your Boss

One of the hardest challenges for creative people - especially those working in units such as R&D, design, or marketing - is how to win top management's support for their ideas.

Many feel that their proposals are killed not because they have poor potential but because their boss simply does not understand them or does not even listen to the presentation.

1. Get an endorsement to investigate a business challenge.
2. Design the innovation process together
3. Update executives frequently
4. Involve top execs in the cration of the solution
5. Know your director and manager's hot buttons or challenges (this is my idea....i threw it in here for free!)

Read the full story @ HBR blogs: http://blogs.hbr.org/cs/2010/08/how_to_sell_an_idea_to_your_bo.html

Systems Thinking, Systems Dynamics, & Systems Archetypes

Systems Thinking, Systems Dynamics, & Systems Archetypes

Systems thinking is an approach to learning within an organization. The discipline seeks to identify relationships rather than linear cause-effect chains and see the process of change rather than just snapshots.

Feedback loops are critical in systems thinking and help us identify how actions support or counter each other. The process builds on patterns that occur repeatedly. The framework of systems thinking is centered on seeing full patterns and the affect they have on change.

Senge's work in the Fifth Discipline was very popular, but he was self-admittedly not the first to identity systems thinking. The precursor to Senge's work was Argyris and Schon's "Organizational Learning (1978). Argyris and Schon identified 2 organizational models:

1. Model 1 was characterized by manipulative managers, goal-focused culture, and the "cone of silence" where workers keep their head down, do their work, and do not ask questions. This is considered single-loop learning.


2. Model 2 had an emphasis on double-loop learning. For example, when an error (ie. bug or discrepancy) is detected, the organization debates a solution, acts on the change, and generally learns from others.

Argyris and Schon's study found that most organizations do single-loop learning well, but the struggle with double-loop learning. As a result, Senge and others investigated the methods to improve organizational learning ie the "Fifth Discipline."Senge identifies "system archetypes": a way to understand the dynamic complexity of a problem. He describes a scenario where a problem is identified and being familiar with the system archetypes produces a feeling of "deja vu"....a "hey I've seen this problem before" moment. Understanding system archetypes, the engineer might apply leverage in the form of solutions across disciplines, industries, or diverse organizations because he has seen the patterns and can clearly identify the system archetype. It sounds simple, but there must be an awareness by the systems engineer to synthesize the problem, solution, and recognize the system dynamics and related systems archetype.

Putting it all together:

systems engineers would use the systems thinking approach to solving complex problems. Pattern identification, as a result of feedback (including double-loop learning), would help the SE crystallize the problem and craft a solution. If an SE understands system archetypes in the transportation industry, he might apply a similar solution to the manufacturing industry.

Systems architects would also be inherently familiar with the systems thinking approach where they may conceptualize solutions across boundaries in government, industry, academic environments.

Robert Louis Flood wrote a book called "Rethinking the Fifth Discipline. Flood builds on Senge's research and offers his own approach as well as other practitioners. His work revolves around systems planning, critical systems thinking, and system models. The intent is to show how systems thinking may be implemented through various methodologies.

Why were they doing those things in their spare time?

In his latest book, The Great Reset: How New Ways of Living and Working Drive Post-Crash Prosperity published by Harper (April 27, 2010), Richard Florida observes:

"We've mythologized the histories of entrepreneurs such as [Bill] Gates or Steven Jobs or Michael Dell, constantly retelling the stories of these go-getters starting new businesses in their dorm rooms or garages in their spare time. Yet nobody ever asks the obvious question: Why were they doing those things in their spare time? Why isn't the education system structured so that this kind of activity is the very goal? Humans have always essentially learned by doing. The idea that school is the only, or even the main, source of education is a relatively recent development. We need to understand that classroom education is merely one phase of a continuous process of learning, discovery, and engagement that can occur anywhere and anytime. We need a learning system that fuels, rather than squelches, our collective creativity."

Richard Florida's take on the education system is a fresh view. We need to look far beyond the classroom for education. There is much more than education than books, tables, chairs, and chalkboards. Living history, fieldtrips, homelife, projects, sports, volunteerism, vacations, and many other settings are opportunities for education.

What are you doing in your spare time? Where do you learn?

Communicating Enterprise Architecture

Oracle technologists discuss how to communicate enterprise architecture on podcasts and the 2009 year in review from a systems architecture perspective

http://blogs.oracle.com/archbeat/2010/01/

What is the future of SPML?

What is the future of SPML?

On the heels of the Oracle-Sun Merger.....

I follow Mark closely and he's on target with his Identity Management market analysis at Burton Group/Gartner.

On 27-Jan, Oracle signaled a commitment to SPML, one of the strong points from Sun's Identity Manager product. Thomas Kurian indicated that SPML adapters would be integrated into the Oracle Fusion middleware (ie. Oracle/Waveset Identity Manager).

SPML Is On Life Support ....

Blogger: Mark Diodati (01-Feb-2009)

The SPML standard-like all emerging standards-requires more work. More work is required to harmonize SPML with SAML. An optional "inetorgperson-like" user schema is required to promote greater SPML adoption (the OASIS Provisioning Services Technical Committee tried to create a standard user schema when developing SPML v2, but the members could not agree on one). A simpler "real world" search capability is needed, with a limitation on the number of attributes and filter expressions. The latter two requirements should be combined into a future "SPML Simple" profile.

Unfortunately, there appears to be little industry support for SPML enhancements. A vicious cycle exists. Few people are using the standard, so there's less momentum to enhance it. The IdM vendors' participation in the OASIS Provisioning Services Technical Committee has been minimal at best since the 2006 approval of the SPML v2 standard. The last meeting of the Committee was in early 2008. None of the major provisioning vendors have developed an SPML v2-conformant product. Many of the vendors who have created commercial SPML connectors tell us that they must create specific SPML implementations for each of the major provisioning products. An SPML reference implementation does not exist, but would surely help.

Sun + Oracle Strategy Information

Oracle Presentations and Webcast from 27-January-2010

http://www.oracle.com/us/sun/044498

Oracle Vision for 2010, same as IBM Vision in 1960:

“Deliver comprehensive integrated technologies”

Ubuntu Enterprise Cloud Architecture

Interesting white paper on Ubuntu's approach to cloud computing architectures.

Overview

Ubuntu Enterprise Cloud (UEC) brings Amazon EC2-like infrastructure capabilities inside the firewall. The UEC is powered by Eucalyptus, an open source implementation for the emerging standard of the EC2 API. This solution is designed to simplify the process of building and managing an internal cloud for businesses of any size, thereby enabling companies to create their own self-service infrastructure.

As the technology is open source, it requires no licence fees or subscription for use, experimentation or deployment. Updates are provided freely and support contracts can be purchased directly from Canonical.

UEC is specifically targeted at those companies wishing to gain the benefits of self-service IT within the confines of the corporate data centre whilst avoiding either lock-in to a specific vendor, expensive re-occurring product licences or the use of non-standard tools that aren't supported by public providers.

This white paper tries to provide an understanding of the UEC internal architecture and possibilities offered by it in terms of security, networking and scalability. 

http://www.ubuntu.com/system/files/UbuntuEnterpriseCloudWP-Architecture-20090820.pdf

The Oz Principle

Only when you assume full accountability for your thoughts, feelings, actions, and results can you direct your own destiny, otherwise, someone or something else will."

"See It": Recognize and acknowledge the full reality of a situation

"Own It": Accept full responsibility for one's current experiences and realities as well as others'

"Solve It": Change those realities by finding and implementing solutions to problems (often solutions not previously considered) while avoiding the "trap" of dropping back Below the Line when obstacles present themselves

"Do It": Summon the commitment and courage to follow through with the solutions identified, especially when there is great risk in doing so

A decade ago, The Oz Principle took the business world by storm. At its root, the principle works like this: Like Dorothy and the gang in The Wizard of Oz, most businesspeople have the tools to succeed, but when things go wrong they blame circumstance or others instead of looking within for the true cause of unsatisfactory results. Once individuals learn to accept responsibility, they can use the Oz Principle to become better leaders. Now, with corporate scandals in the headlines and the culture of victimization running rampant at every level of the business world, Roger Connors, Tom Smith, and Craig Hickman return with a new edition of The Oz Principle. Fully revised, this edition will update the statistics, concepts, and relevant companies through fresh, timely anecdotes and stories.

The Oz Principle: Getting Results through Individual and Organizational Accountability

Who Owns Academic Curriculum?

Hard to keep access controls on university lecture content, materials, and curriculum. The debate is brewing over who has the right to these materials. Some professors approve the distribution of these materials, while other refuse.

Harvard alumni Magliozzi started up a side project called Finalsclub.org. The site bills itself as “the premier Web portal for interactive education,” allowing Harvard students to join online study groups and read annotated versions of the Great Books.

Magliozzi pays Harvard students to post their lecture notes online.

Entire article at Boston Globe (14-Dec-2009)

Apply for the 2010 Google GRAD CS Forum

Good luck to my colleagues!

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2010 Google GRAD CS Forum

Google is hosting the first annual 2010 Google Graduate Researchers in Academia of Diverse backgrounds (GRAD) CS Forum. The event will bring together students who are historically underrepresented in technology fields to connect with one another and with Google. Computer scientists are invited to this all-expense paid forum January 21-23 at Google's headquarters in Mountain View, CA.

Eligibility Requirements: CS (or related discipline) graduate student currently enrolled in Masters or PhD program at a North American university; Demonstrated academic excellence and leadership in the computing field; Cumulative GPA of 3.3 on a 4.0 scale or 4.3 on a 5.0 scale or equivalent.

The Application Deadline is December 12, 2009. Apply at www.google.com/jobs/students/gradforum

Design Quotes from IBM

"People ignore design that ignores people." Frank Chimero

“Technical skill is mastery of complexity, while creativity is mastery of simplicity.” Erik Christopher Zeeman

“An enterprise's most vital assets lie in its design and other creative capabilities.” Kun-Hee Lee

“The details are not the details. They make the design.” Charles Eames

“The greatest challenge to any thinker is stating the problem in a way that will allow a solution.” Bertrand Russell

"A design isn’t finished until somebody is using it." Brenda Laurel


http://ibm.com/design

What is the difference between a processor, a chip, a socket, and a core?

Following are brief definitions for common terms related to supercomputers:

Cores

Recent developments in computational architecture can lead to confusion concerning what a microprocessor is. Since the advent of multi-core technology such as dual-cores and quad-cores, the term "processor" has been used to describe a logical execution unit or a physical chip. A multi-core chip may have several cores. With the advent of multi-core technology, the term "processor" has become context sensitive and is largely ambiguous when describing large multi-core systems. Essentially a core comprises a logical execution unit containing an L1 cache and functional units. Cores are able to independently execute programs or threads. Supercomputers in the TeraGrid are listed as having thousands of cores.

Chips

A chip refers to a physical integrated circuit (IC) on a computer. A chip in the context of this document refers to an execution unit that can be single- or multi-core technology.

Sockets

The socket refers to a physical connector on a computer motherboard that accepts a single physical chip. Many motherboards can have multiple sockets that can in turn accept multi-core chips.

Processes

A process is an independent program running on a computer. A process has a full stack of memory associated for its own use and does not depend on another process for execution. MPI processes are true processes because they can run on independent machines or the same machine.

Thread

A thread is essentially a process that does not have a full stack of memory associated for it. The thread is tied to a parent process and is merely an offshoot of execution. Typically thread processes must run on the same computer, but can execute simultaneously on separate cores of the same node. OpenMP parallelism uses threads for child processes.

Hyperthreading

Hyperthreading is a technology that preceded multi-core systems in which a single core would logically appear as multiple cores on the same chip. The "false cores" would gain some speed over a single core depending on the application. Most systems currently do not use hyperthreading technology, as this has been outdated by multi-core systems.

N-ways

Multi-core compute nodes can be described by the number of execution units, or cores. A computer with 8 cores would be described as an 8-way node. This machine can have 8 independent processes running simultaneously. A 32-core system would be called a 32-way node.

Processor

As explained above, a processor could describe either a single execution core or a single physical multi-core chip. The context of use will define the meaning of the term.

For more information about these terms, see:

http://en.wikipedia.org/wiki/Processor_core http://en.wikipedia.org/wiki/CPU_socket http://cache-www.intel.com/cd/00/00/20/57/205707_205707.pdf

This document was developed with support from the National Science Foundation (NSF) under Grant No. 0503697 to the University of Chicago and subcontracted to Indiana University. Any opinions, findings, and conclusions or recommendations expressed in this material are those of the author(s) and do not necessarily reflect the views of the NSF.

SOURCE: TerraGrid 09

Architectural manifesto: An introduction to the possibilities (and risks) of cloud computing

Architectural manifesto: An introduction to the possibilities (and risks) of cloud computing
Mikko Kontio (mikko.kontio@softera.fi), Director, Softera Mikko Kontio has a background in software development and consulting. He is currently a director in Softera, a software development company focusing on business portals and telecom-billing solutions.

Summary: Cloud computing has been a hot topic in the media and in the IT industry. There are critics who say that it's nothing new. In this final edition of Architectural Manifesto, learn about the possibilities and risks of cloud computing.

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Good Info on Cloud Computing, links, resources, and characteritics/layers/risks of using cloud infrastructures.

More at IBM: http://www.ibm.com/developerworks/library/ar-archman10/

Harvard to lay off 275

Harvard facing 30% drop in endowment, laying off 275 staffers and scrubbing budgets.
Expected cuts at the Faculty of Arts and Sciences, medical school, and the central administration.

40 additional staffers will face reduced hours.

Harvard, the second-largest employer in Greater Boston, has more than 18,000 employees including post-doctoral fellows, teaching assistants, and interns, university officials said. About 16,000 staff and faculty make up the university’s core workforce.

Full story -> http://www.boston.com/news/local/breaking_news/2009/06/harvard_u_to_la.html

Mozilla Summer '09 Design Contest Closed, Vote for People's Choice

Mozilla sponsored the Summer '09 competition to redesign tabs in the browser.
The submission period ended on 21 June with over 120 submissions.

You can view the submissions, vote for the People's Choice Award and video presentations at the showcase site.

One of my favorites is the browser concept throwback to Super Mario Brothers.





BTW, the Super Mario Bros was released 26 Years ago!

Fly Clear Shutting Doors

The Clear Program announced today it is going out of business and closing all lanes at airports.

At 11:00 p.m. PST on June 22, 2009, Clear will cease operations. Clear’s parent company, Verified Identity Pass, Inc. has been unable to negotiate an agreement with its senior creditor to continue operations.

Announcement @ -> http://bit.ly/f02j