- Eye Catcher (We Make Money Not Art) — the most banal-looking wooden frame takes thus a life of its own as soon as you come near it. It quickly positions itself in front of you, spots your eyes and starts expressing ‘emotions’ based on your own. Eye Catcher uses the arm of an industrial robot, high power magnets, a hidden pinhole camera, ferrofluid and emotion recognition algorithms to explore novel interactive interfaces based on the mimicry and exchange of expressions.
- FORTIS Exoskeleton (Lockheed Martin) — transfers loads through the exoskeleton to the ground in standing or kneeling positions and allows operators to use heavy tools as if they were weightless. (via CNN)
- Homebrew Cray-1A – fascinating architecture, but also lovely hobby project to build the homebrew. The lack of Cray software archives horrifies the amateur historian in me, though. When I started building this, I thought “Oh, I’ll just swing by the ol’ Internet and find some groovy 70′s-era software to run on it.” It turns out I was wrong. One of the sad things about pre-internet machines (especially ones that were primarily purchased by 3-letter Government agencies) is that practically no software exists for them. After searching the internet exhaustively, I contacted the Computer History Musuem and they didn’t have any either. They also informed me that apparently SGI destroyed Cray’s old software archives before spinning them off again in the late 90′s.
- How Do Committees Invent? — 1968 paper that gave us organizations which design systems […] produce designs which are copies of the communication structures of these organizations. That was the 1968 version of the modern “your website’s sitemap is your org chart”.
Follow Nordstrom's journey to continuous delivery and a DevOps culture.
Six months ago I sent Rob Cummings an email with exactly that subject and he did. And we can be thankful he opened it, because by doing so, he invited us to look back at the fascinating history of Nordstrom’s implementation of continuous delivery and a “DevOps culture.”
The story begins in 2004, in a different era of web operations and performance. Back then, Rob and his team drove out to the colocation facility to deploy the e-commerce site. It was an era in which everything was a bit more heavyweight and things moved a bit slower. But that was OK, because most companies were still figuring the web out, almost as much as users were trying to figure it out.
Then the world started changing. Customer expectations changed. The business’ expectations changed. Heck, even developer expectations changed. As a leader in Nordstrom’s operations department, Rob had to adapt. And all of this was complicated by the fact that the increased pace was starting to strain his team and the systems he was responsible for maintaining. Read more…
Guidelines to maximize, allocate, and use resources strategically
Step one: Build your case
Before you can instill a culture of performance, you first need to demonstrate the value of strong web performance to your colleagues and superiors. To do that, you must build a case based on business standards that everyone can relate to, specifically by demonstrating the clear link between web performance and revenue. Calculate how much revenue you would lose if your site was down for hours, or even minutes. Ask how much time IT spends fixing problems when they could be working on other issues. Figure out what your competitors’ web performance is like and how yours compares (if it’s better, you have to keep up; if it’s worse, it’s an opportunity to take advantage of their weakness).