- Wearable Power Assist Device Goes on Sale in Japan (WSJ, Paywall) — The Muscle Suit, which weighs 5.5 kilograms (12 pounds), can be worn knapsack-style and uses a mouthpiece as its control. Unlike other similar suits that rely on motors, it uses specially designed rubber tubes and compressed air as the source of its power. The Muscle Suit can help users pick up everyday loads with about a third of the usual effort. […] will sell for about ¥600,000 ($5,190), and is also available for rent at about ¥30,000 to ¥50,000 per month. Prof. Kobayashi said he expected the venture would ship 5,000 of them in 2015. (via Robot Economics)
- Debunking Handbook — techniques for helping people to change their beliefs (hint: showing them data rarely does it). (via Tom Stafford)
- Building a Complete Tweet Index (Twitter) — engineering behind the massive searchable Tweet collection: indexes roughly half a trillion documents and serves queries with an average latency of under 100ms.
- History of the Poop Emoji (Fast Company) — In Japanese, emoji are more like characters than random animated emoticons.
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).