- Viv — another step in the cognition race. Wolfram Alpha was first out the gate, but Watson, Viv, and others are hot on heels of being able to parse complex requests, then seek and use information to fulfil them.
- Universal Mobile Electrochemical Detector Designed for Use in Resource-limited Applications (PNAS) — $35 handheld sensor with mobile phone connection. The electrochemical methods that we demonstrate enable quantitative, broadly applicable, and inexpensive sensing with flexibility based on a wide variety of important electroanalytical techniques (chronoamperometry, cyclic voltammetry, differential pulse voltammetry, square wave voltammetry, and potentiometry), each with different uses. Four applications demonstrate the analytical performance of the device: these involve the detection of (i) glucose in the blood for personal health, (ii) trace heavy metals (lead, cadmium, and zinc) in water for in-field environmental monitoring, (iii) sodium in urine for clinical analysis, and (iv) a malarial antigen (Plasmodium falciparum histidine-rich protein 2) for clinical research. (via BoingBoing)
- panamax.io — containerized app creator with an open-source app marketplace hosted in GitHub. Panamax provides a friendly interface for users of Docker, Fleet & CoreOS. With Panamax, you can easily create, share and deploy any containerized app no matter how complex it might be.
- Quid Analysis of Comments to FCC on Net Neutrality (NPR) — visualising the themes and volume of the comments. Interesting factoid: only half the comments were derived from templates (cf 80% in submissions to some financial legislation).
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).
If all companies are software companies, then all companies must learn to manage their online operations.
Two years ago, I wrote What is DevOps. Although that article was good for its time, our understanding of organizational behavior, and its relationship to the operation of complex systems, has grown.
A few themes have become apparent in the two years since that last article. They were latent in that article, I think, but now we’re in a position to call them out explicitly. It’s always easy to think of DevOps (or of any software industry paradigm) in terms of the tools you use; in particular, it’s very easy to think that if you use Chef or Puppet for automated configuration, Jenkins for continuous integration, and some cloud provider for on-demand server power, that you’re doing DevOps. But DevOps isn’t about tools; it’s about culture, and it extends far beyond the cubicles of developers and operators. As Jeff Sussna says in Empathy: The Essence of DevOps:
…it’s not about making developers and sysadmins report to the same VP. It’s not about automating all your configuration procedures. It’s not about tipping up a Jenkins server, or running your applications in the cloud, or releasing your code on Github. It’s not even about letting your developers deploy their code to a PaaS. The true essence of DevOps is empathy.