Development by Davis: “Submit your cow-laboration” plus 19 more |
- Submit your cow-laboration
- Which of these t-shirt designs inspire you?
- AMD Takes Graphics Crown with AMD Radeon™ HD 7970 GHz Edition[1]
- Replying to User Reviews on Google Play
- Helping you build beautiful, powerful, successful apps
- AMD Appoints Dr. Suresh Gopalakrishnan as Corporate Vice President and General Manager, Server Business
- Introducing the Last Language Textbook
- Open source is like falling in love
- Intel Labs: 21st Century Industrial Research
- Five principles of an open source company
- European Parliament expects open source usage report
- The Accumulo challenge, part I
- The quality of open source code increases adoption
- AMD Supercomputing Leadership Continues with Broader Developer Ecosystem and Latest Top500
- Open source creates a more compassionate global education
- Idea Market: A stock exchange metaphor for empowering collaborative innovation
- Winning the Crown ‘Joules’
- Design without debt: Five tools for designers on a budget
- Learning Fedena teaches professors how to collaborate
- Advanced manufacturing re-tools with open source (bit by bit)
| Posted: 22 Jun 2012 05:00 AM PDT  We're designing a cow the open source way—with our communities. Red Hat is proud to be a sponsor of the 2012 Cow Parade. A three-dimensional cow will be on display as public art in Raleigh, North Carolina. This year's event is raising money for the North Carolina Children's Hospital. The Red Hat cow will be a truly collaborative work. We're asking our
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| Which of these t-shirt designs inspire you? Posted: 22 Jun 2012 03:00 AM PDT  Last month, we reported that the Linux Foundation launched its annual t-shirt design contest by asking Tux fans around the world to submit ideas for new threads "inspired by freedom." Nearly 100 entries flooded in, and a committee has just completed the difficult work of selecting five finalists. Now, the Linux Foundation is asking for even more community participation in the contest. It wants your help selecting the winners.
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| AMD Takes Graphics Crown with AMD Radeon™ HD 7970 GHz Edition[1] Posted: 22 Jun 2012 12:00 AM PDT Today AMD (NYSE: AMD) launched the world's fastest graphics processing unit (GPU), the AMD Radeon™ HD 7970 GHz Edition. The AMD Radeon™ HD 7970 GHz Edition uses AMD's innovative Graphics Core Next (GCN) architecture to deliver astoni...
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| Replying to User Reviews on Google Play Posted: 21 Jun 2012 10:50 AM PDT [This post is by Trevor Johns from the Android team — Tim Bray] User reviews on Google Play are great for helping people discover quality apps and give feedback to developers and other potential app users. But what about when developers want to give feedback to their users? Sometimes a user just needs a helping hand, or perhaps a new feature has been added and the developer wants to share the good news.  That's why we're adding the ability for Google Play developers to respond to reviews from the Google Play Android Developer Console. Developers can gather additional information, provide guidance, and — perhaps most importantly — let users know when their feature requests have been implemented. We'll also notify the user who wrote the review via email that the developer has responded. Users can then contact the developer directly if additional followup is needed or update their review. We're releasing this feature today to those with a Top Developer badge ( Conversations are meant to be two-sided, and facilitating discussion between developers and users will ultimately yield better apps, to the benefit of everyone.    
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| Helping you build beautiful, powerful, successful apps Posted: 21 Jun 2012 10:24 AM PDT  [This post is by Billy Rutledge, Director of Developer Relations for Android. — Tim Bray] Just in time for Google I/O next week, the Android Developers site is stepping into a new look that is streamlined, simplified, and refocused. A developer's tasks fall into three baskets: Designing, developing, and distributing. We're trying to make developer.android.com's organization reflect this reality, shepherding you through the app development life cycle, from start to finish. DesignEarlier this year, we launched Android Design, an online style guide which lays out the principles, building blocks, and patterns for excellence in Android user interfaces. It seems to be working; every day, we see more and more beautiful apps arriving in Google Play. At I/O, we'll continue to talk design, kicking off with Android Design for Success, led by Matias Duarte. DevelopAn Android app should be fast, powerful and useful. With Android Training, one of the many parts of the Develop section that we continue to build out, we lay out best practices in a variety of framework topics to help you achieve those goals. If you're at I/O and you're interested in Android tools, be sure to start off your show with What's new in Android Developers' Tools. DistributeThe most important piece of the piece of the puzzle is about getting your app in front of millions and millions of Android users on Google Play. That's why we added a section on distributing your app — a peek into the world of publishing and promoting your app. Chris Yerga on the Play team will be kicking off our how-to sessions on distributing your with Android apps in Google Play. This is just a small sample of the Android sessions at Google I/O, many of which will be live-streamed so you can follow along even if you can't make it out to San Francisco. In the meantime, we hope you find the new Android Developer site much more useful as you build great apps. Join the discussion on +Android Developers    
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| Posted: 21 Jun 2012 12:00 AM PDT AMD announced today that Dr. Suresh Gopalakrishnan, 49, has joined the company as corporate vice president and general manager of its server business, reporting to Dr. Lisa Su, senior vice president and general manager, Global Business Units. In this role, Dr....
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| Introducing the Last Language Textbook Posted: 21 Jun 2012 06:00 AM PDT  How do you build free language education in every language, for everyone? This is the central question that motivates our work at Wikiotics and today we unveil the first step toward that goal. We call it "The Last Language Textbook."
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| Open source is like falling in love Posted: 21 Jun 2012 03:00 AM PDT  I've always believed that the best things in life should come in open source packages. Openness is a natural synonym with selflessness and, thus, with love in its truest form. That's the analogy that instantly came to my mind after reading this article by Bryan Behrenshausen, which discusses ways to explain the concept of openness to your friends.
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| Intel Labs: 21st Century Industrial Research Posted: 20 Jun 2012 01:33 PM PDT This morning I had the opportunity to present a keynote speech at the U.S. Innovation Summit in Washington D.C., alongside the US CTO and CIO, among many other distinguished participants. I was asked to speak about the importance of U.S. innovation to job creation, the economy and the future of U.S. competitiveness, so I took the opportunity to discuss how Intel undertook a transformation in our approach to research and innovation and how far we've come in the past few years. We view this approach as a 21st century model of industrial research in contrast to the 20th century model of Bell Labs and the many U.S., European, and Asian companies that copied the Bell Labs model. I've received several requests for the text from the speech, so I've included it below. Enjoy.
The U.S. Innovation Summit The Newseum, Washington, D.C.June 20, 2012 Prepared Speech by Justin Rattner, Intel CTO Thank you and good morning. It's a pleasure to be here today to discuss the importance of innovation to the economic future of the United States. I'll try to avoid the usual platitudes and get right to what I think U.S. industry needs to do to get its innovation house in order. It is no doubt clear to those of you who work inside the beltway that the word "innovation" is on the lips of everyone from corporate executives, government leaders and university presidents. Each of them talks about the need for the U.S. to accelerate its pace of innovation or be overrun by innovation coming from virtually every other point on the planet. The message is simply: innovate or die. Unfortunately, many of these same leaders often confuse innovation with ideation and that in my judgment is a critical, if not fatal, mistake. As the CTO of a major technology company, I am constantly exposed to new ideas for all manner of products and services. They're ideas bubbling up in my organization and ideas streaming in from our customers and our collaborators, from both industries and universities. Ask any VC if he or she is lacking for ideas. They'll tell you the same thing. Ideas are cheap; a dime a dozen. Innovation, not ideation, is where we need to focus. Another common confusion is over the difference between invention and innovation. Every time I hear people reminiscing about the good ol' days of research when Bell Labs or IBM Research was winning another Nobel Prize or Xerox PARC was off inventing the future of computing, I just cringe. While those industrial-scale research labs of the 20th century were great inventors of things, from the first laser to the laser printer, they were absolute disasters at making them practical and getting them to market. Despite the fact that most of these labs were part of very successful manufacturing companies, the labs themselves had little interest or desire to move their ideas to market. This must be considered their fatal flaw. Another common belief is that most new ideas are brought to market by entrepreneurs funded by venture capitalists. While venture capital is a great U.S. success story, and Intel Capital is one of the largest venture capital groups in the world, venture-funded businesses represent a relatively small portion of the innovation taking place across U.S. industry. Most innovation is, in fact, done by mid to large sized companies who must continually innovate to stay in business. This is especially true in the information and communication technologies where much of our economic future will be won or lost. The question we must answer and answer quickly is how do we turbo-charge industrial innovation in the 21st century to ensure U.S. economic and, therefore, global leadership for decades to come. I believe that transforming the way the U.S. does industrial research is the key. I want to spend the rest of my time talking about how we undertook such a transformation at Intel and how far we've come. We think of it as a 21st century model of industrial research in contrast to the 20th century model of Bell Labs and the many U.S., European, and Asian companies that copied the Bell Labs model. It may surprise you to hear that for the first two decades of its existence, Intel consciously avoided using the term "research" to describe anything that was not strictly product or technology development. The origin of this "no research" thinking dates back to the time when Intel's founders, Robert Noyce and Gordon Moore, were running Fairchild Semiconductor in California. Despite invention after invention, from the planar transistor to the silicon-gate MOs technology, Fairchild struggled to move new semiconductor technology out of its research lab and into Fairchild's products. When Noyce and Moore left Fairchild to found Intel in 1968, they agreed that there would be no line dividing semiconductor research from manufacturing at Intel. New devices and processes would be developed on the factory floor alongside the processes then in production. It wasn't until the mid-80s before a small research team was allowed to form. Called Components Research, it has become the principal engine for semiconductor technology innovation at Intel. Many of the stunning Intel chip innovations you've read about in the last half-dozen years were invented by this one, fairly small, research team, but what separates them from others in our industry is how they get these inventions out of the lab and ready for manufacture. The key is a process we call pathfinding, and I'll talk more about the critical role it plays at Intel in just a few moments. Before I do that, let me take you back to late 2006, when Intel launched a broad restructuring program intended to support a new business model for the company. Virtually every part of Intel was analyzed and restructured to match the new model. No part of the company was safe and that included research and development. One aspect of R&D that received considerable attention was the interface between the primary research arm of the company, Intel Labs, and its primary product development arm known as the Intel Architecture Group or simply IAG. Of particular importance was the question: how do we dramatically improve the transfer efficiency or "hit rate" of new technologies coming out of Intel Labs and going into IAG's mainstream products. The analysis clearly showed that our low hit rate was not a reflection of the relevance or importance of the technology coming out of the Labs, but was due in large part to timing differences between the completion of the research work and the start of product development. Too often a research project would be complete, but there were no developers ready to pounce on the results and get them ready for product development, a phase we call technical readiness. After months of unsuccessfully shopping a new technology, a research team would move on to their next project and the motivation to transfer their earlier work would fade. Similarly, when a development team would come by looking for new ideas for their next product, the research team had little interest in returning to what they viewed as yesterday's news. We came to refer to this synchronization problem as "the valley of death" given its remarkable ability to kill perfectly good technologies before their time. The solution to the problem, as it turned out, was right under our noses. Of particular interest was the way our semiconductor manufacturing R and D teams bring the next generation semiconductor technology to market. The key being a process they call, you guessed it, pathfinding. Interestingly, there is no pathfinding department at Intel. In fact, only one scientist and one admin are permanently assigned to pathfinding. In place of a standing army of pathfinders, a pathfinding team is assembled for each generation of chip technology. The team is made up, and this is the secret, of both researchers and developers for a sufficient period of time, typically 12-18 months, to bring about one or more successful technology transfers. With a 100% success record of the last two decades, we knew we were staring the solution in the face. The challenge Intel Labs and IAG set out to solve was how to scale out the pathfinding process to cover the literally dozens of new technologies that go into a new Intel chip or system design. Despite our fears, adapting the pathfinding process to these numerous areas of research has been a remarkable success. Just to give you one example, you may have heard of McAfee's DeepSAFE anti-malware technology, the first commercial defense against zero-day, rootkit, cyber-attacks. In plain English, that means defending against Stuxnet and Aurora. What you may not know, is this technology was invented by Intel Labs and then jointly developed for the market as part of a 3-way pathfinding effort between Intel Labs, Intel IAG, and McAfee over the last two years. Now that McAfee is an Intel company, there are many more pathfinding projects underway between Intel Labs and McAfee. Look for these coming to market over the next three years. Our pathfinding process has become so successful that today the Intel product groups literally fight over the pathfinding slots. It's also not unusual for more developers to be assigned to a pathfinding project than researchers. At any moment, we have over 50 distinct joint pathfinding projects between Intel Labs and the various product development teams. While roadmap impact is certainly a critical part of being a 21st century industrial research lab, it is not the whole story. To better understand what works and what doesn't work in modern industrial research and how it differs from academic research or government research, we initiated a benchmarking effort with various multi-national, industrial research labs around the world. Included in the study were many well-known industrial labs including IBM Research, Microsoft Research, Google Research, and GE Global Research. We looked at about a dozen different labs in all. Among the things we learned from the benchmarking effort was the importance of balancing research directed at existing product lines and research aimed at exploring technologies that have no immediate business impact or even relevance. For the last four years we have spent half of every dollar on business-directed research and the other half on what we call exploratory research. This 50-50 balance has worked remarkably well. While it would be easy to argue for a much higher spend on the business-directed side, we feel we create much more long-term value for Intel by keeping exploratory research and business-directed research in equal proportion. We also recognized that not all the smart people in the world work for Intel. Collaboration is a powerful tool to expand on and amplify research results. Such was the case with Apple with whom we worked to create the Thunderbolt I/O technology now found on every Macintosh. Collaboration turns out to be especially important when working with the university community. To that end, Intel has built its own worldwide university collaborative research network including what will soon be seven Intel Science and Technology Centers (ISTCs) in the U.S. and five Intel Collaborative Research Institutes (ICRIs) in Europe and Asia. We look to these centers and institutes for the long-range research work that was typical of that being done at Bell Labs in the 40s and 50s and Xerox PARC in the 70s and 80s. Each center or institute is led by a "hub" school and spans multiple "spoke" universities, designed to form a new, multidisciplinary community of the best researchers from around the world in a given field. Critically, we locate senior Intel researchers at the affiliated academic institutions, where they can work side-by-side the top researchers in the U.S. and the rest of the world. The Intel researchers report directly to the various research groups at Intel Labs and are the principal means, along with hiring the best students, for bringing the academic breakthroughs to Intel. At this point you may be thinking that 21st century industrial research is all about creating the great technologies that enable the great new products and services to come to market. Let me suggest that it is just as important for the research organization to prevent poor technologies from ever reaching the market. As you can imagine, product failures in the chip business are extremely expensive. A typical mainstream microprocessor may cost upwards of $600 million dollars to develop. More significantly it will be built in a factory that costs ten times as much to construct. If the product flops because of a bad technology decision, it's a really big problem. Yet, such failures can and do happen, and more often than you might suspect. What a 21st century research lab can do is vet those new ideas, validate the good ones and weed out the bad ones. This is called "failing fast" and it's something we consider to be as important to the success of Intel as anything we do on the innovation side. We believe it should be the responsibility of every industrial lab of a certain scale to celebrate this kind of internal failure as much as it celebrates its external successes. While Bell Labs may have been the model of 20th century industrial research, and there are still a number of companies chasing that vision, it is increasingly dated and out of step with today's fast moving information and communications technologies. We are trying to set a new course for 21st century industrial research and hope many other companies will join us in this important transformation and not simply for their own near-term success, but for the long-term success of the nation. Thank you!
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| Five principles of an open source company Posted: 20 Jun 2012 04:00 AM PDT  Open source technology is gaining popularity and is becoming more prominent each year during various computer and technology conferences. More tech-savvy people obviously prefer software of this kind. This, in turn, facilitates the appearance of new websites featuring the source code of useful programs at users' disposal. Generally, the idea of openness has become so widespread that we can no longer imagine our life without it. It has penetrated many aspects of our lives, and business is no exception.
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| European Parliament expects open source usage report Posted: 20 Jun 2012 02:00 AM PDT  The European Parliament's Directorate General for Innovation and Technological Support is to produce report on the EP's free and open source software programmes. MEP Bart Staes (Group of the Green and European Free Alliance) on 10 May added this as a requirement for the discharge of the EP's 2010 budget committee.
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| The Accumulo challenge, part I Posted: 19 Jun 2012 07:00 AM PDT  The dozens of software projects launched in the wake of Google's Big Table and Map Reduce papers have changed the way we handle large datasets. Like many organizations, the NSA began experimenting with these "big data" tools and realized that the open source implementations available at the time were not addressing some of their particular needs.
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| The quality of open source code increases adoption Posted: 19 Jun 2012 03:00 AM PDT  What makes open source software attractive to you? Freedom from lock-in Lower cost Quality Flexibility Open Source Business Conference (OSBC) attendees are not only learning about new trends in open source, but also hearing the results of the Future of Open Source Software Survey. The survey results were announced during a panel discussion of experts led by Michael Skok, General Partner, North Bridge Venture Partners. Skok lead the discussion of the results and the panel talked about what's driving industry innovation.
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| AMD Supercomputing Leadership Continues with Broader Developer Ecosystem and Latest Top500 Posted: 18 Jun 2012 12:00 AM PDT AMD (NYSE: AMD) today announced its continued leadership in high performance computing (HPC) with 24 of the top 100 supercomputers in the 39th TOP500...
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| Open source creates a more compassionate global education Posted: 18 Jun 2012 05:00 AM PDT  Rock legend Roger Waters, of Pink Floyd fame has asked many interesting questions (in song). This one (posted on his website) might be one you don't expect: "Will the technologies of communication in our culture, serve to enlighten us and help us to understand one another better, or will they deceive us and keep us apart?"
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| Idea Market: A stock exchange metaphor for empowering collaborative innovation Posted: 18 Jun 2012 03:00 AM PDT  At Experian Latin America, aiming to systemize innovation as a capability in an increasingly competitive market, we implemented an ideation platform that mirrors our company's people-oriented management strategy: collaborative, transparent, and meritocratic. Idea Market is a stock-exchange-like innovation portal that leverages on the power of the crowdsourcing and opens a space for people to express their ideas and collaborate with each other. As a result, it reinforces happiness among employees, leading to higher company growth.
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| Posted: 15 Jun 2012 11:49 AM PDT Our team of researchers from the Intel Science and Technology Center for Cloud Computing has set multiple new records for energy-efficient sorting in the 2012 Joulesort competition. The results, which show up to 7x improvements in energy efficiency over prior records, are published at http://sortbenchmark.org. Sorting is a core concept in computer science and is a fundamental building block for efficient data structures and algorithms. As a result, some form of sorting is used in almost all applications, and is crucial to many important services, including database and web queries. Results of a query are generally sorted and presented to the user in some useful order, e.g., by relevance, by cost, chronological, etc. Under the covers, many systems also internally sort and index data for fast retrieval and updates. In some applications, improved sorting allows faster responses, or better responses that take more data into account. More generally, improving the performance and efficiency of such core algorithms helps improve the infrastructure of the Internet, reducing costs of deploying web services, improving densities and operating costs of data centers, and allowing the entire system to scale up to more services and users. Although the theory and algorithms for sorting have been studied for decades, sorting is still of significant interest today because sorting large datasets stresses almost all of the major components in a computer system. These include both hardware and software components, such as the processor, memory, busses, operating system, file system, and disks. The goal of the Joulesort competition is to build a system that can sort a large dataset with the least energy consumed.
Our team, consisting of Intel Labs researchers Michael Kaminsky, Michael Kozuch, and myself, along with Carnegie Mellon University professor Dave Andersen, built the record-setting machine around an Intel® Core™ i7 2700K, a high-end 2nd Generation Core desktop processor. Rather than limit ourselves to low-power systems, our strategy focused on a moderate-power, balanced system that gets the job done fast enough to justify the higher power draw. Since the total energy consumed is the product of power (Watts) and time, by reducing the total execution time by a larger percentage than the increase in power, we were able to achieve a reduction in energy consumption compared to low-power systems. To keep the i7 processor fed and running flat out, we coupled it to two Intel RAID cards and attached 16 Intel 710-series SSDs. These provided 4.8 TB of fast flash storage. At peak, the system was able to read and process data at 3.8 GB/s (approximately a DVD's worth of data every 1.25 seconds!). Yet, the average power stayed below 170W. The combination of modest power and high performance made this a record-breaking system in three size categories, beating the existing records for energy-efficient performance in the 10GB, 100GB, and 1TB Joulesort benchmarks by 2.6%, 33%, and 729%, respectively. With the slate of exciting recent product releases, including 3rd Generation Core microprocessors, dual-socket Xeon® servers, and fast SSDs (520 series, and 910 series PCIe-attached devices), our team hopes to continue to create record setting systems that push the state-of-the-art in energy-efficient computing.
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| Design without debt: Five tools for designers on a budget Posted: 15 Jun 2012 05:00 AM PDT  Professional design software like Photoshop is terrific, but it's also expensive. What do you do if you're a designer on a tight budget? Photoshop is truly the best program for what it does, but that doesn't mean there aren't some very good alternatives that cost exactly nothing. There are quite of few free or open source alternatives, so it would be helpful to know a bit about them and compare them to what your specific needs are. In many cases, there are online tutorials for these free programs that can help you master them quickly.
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| Learning Fedena teaches professors how to collaborate Posted: 15 Jun 2012 03:00 AM PDT  This academic year was my first year as assistant professor in the ISIGK (المعهد العالي للإعلامية و التصرف بالقيروان | Tunisia). I enjoy teaching in this institute and being in Kairouan for many personal and professional reasons. Here I will talk about the benefits of using Fedena, a School Management Software (SMS), in the ISIGK (Higher Institute of Computer Science and Management of Kairouan).
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| Advanced manufacturing re-tools with open source (bit by bit) Posted: 14 Jun 2012 06:00 AM PDT  Open source software and open source best-practices have become truly ubiquitous in the business world. Software used to be the new frontier, but open source software can be found leading up to the frontier, at the frontier, and beyond. My experience at CGI America 2012 (a US-focused subgroup of the Clinton Global Initiative) confirmed this.
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