Category Archives: Technology strategy

The history of software engineering

grady_booch2c_chm_2011_2_cropped

The History of Software Engineering
an ACM webinar presentation by
ACM Fellow Grady Booch, Chief Scientist for Software Engineering, IBM Software
(PDF slides here.)

Note: These are notes taken while listening to this webinar. Errors, misunderstandings and misses aplenty…

(This is one of the perks of being a member of ACM – listening to legends of the industry talking about how it got started…)

Trust is fundamental – and we trust engineering because of licensing and certification. This is not true of software systems – and that leads us to software engineering. Checks and balances important – Hammurabi code of buildings, for instance. First licensed engineer was Charles Bellamy, in Wyoming, in 1907, largely because of former failures of bridges, boilers, dams, etc.

Systems engineering dates back to Bell labs, early 1940s, during WWII. In some states you can declare yourself a software engineer, in others licensing is required, perhaps because the industry is young. Computers were, in the beginning, human (mostly women). Stibitz coined digital around 1942, Tukey coined software in 1952. 1968-69 conference on software engineering coined the term, but CACM letter by Anthony Oettinger used the term in 1966, but the term was used before that (“systems software engineering”), most probably originated by Margaret Hamilton in 1963, working for Draper Labs.

Programming – art or science? Hopper, Dijkstra, Knuth, sees them as practical art, art, etc. Parnas distinguished between computer science and software engineering. Booch sees it as dealing with forces that are apparent when designing and building software systems. Good engineering based on discovery, invention, and implementation – and this has been the pattern of software engineering – dance between science and implementation.

Lovelace first programmer, algorithmic development. Boole and boolean algebra, implementing raw logic as “laws of thought”.

First computers were low cost assistants to astronomers, establishing rigorous processes for acting on data (Annie Cannon, Henrietta Leavitt.) Scaling of problems and automation towards the end of the 1800s – rows of (human) computers in a pipeline architecture. The Gilbreths created process charts (1921). Edith Clarke (1921) wrote about the process of programming. Mechanisation with punch cards (Gertrude Blanch, human computing, 1938; J Presper Eckert on punch car methods (1940), first methodology with pattern languages.

Digital methods coming – Stibitz, Von Neumann, Aitken, Goldstein, Grace Hopper with machine-independent programming in 1952, devising languages and independent algorithms. Colossus and Turing, Tommy Flowers on programmable computation, Dotthy du Boisson with workflow (primary operator of Colossus), Konrad Zuse on high order languages, first general purpose stored programs computer. ENIAC with plugboard programming, dominated by women, (Antonelli, Snyder, Spence, Teitelbaum, Wescoff). Towards the end of the war: Kilburn real-time (1948), Wilson and Gill subroutines (1949), Eckert and Mauchly with software as a thing of itself (1949). John Bacchus with imperative programming (Fortran, 1946), Goldstein and von Neumann flowcharts (1947). Commercial computers – Leo for a tea company in England. John Pinkerton creating operating system, Hoper with ALGOL and COBOL, reuse (Bener, Sammet). SAGE system important, command and control – Jay Forrester and Whirlwind 1951, Bob Evans (Sage, 1957), Strachey time sharing 1959, St Johnson with the first programming services company (1959).

Software crisis – not enough programmers around, machines more expensive than the humans, priesthood of programming, carry programs over and get results, batch. Fred Brooks on project management (1964), Constantin on modular programming (1968), Dijkstra on structured programming (1969). Formal systems (Hoare and Floyd) and provable programs; object orientation (Dahl and Nygaard, 1967). Main programming problem was complexity and productivity, hence software engineering (Margaret Hamilton) arguing that process should be managed.

Royce and the waterfall method (1970), Wirth on stepwise refinement, Parnas on information hiding, Liskov on abstract data types, Chen on entity-relationship modelling. First SW engineering methods: Ross, Constantine, Yourdon, Jackson, Demarco. Fagin on software inspection, Backus on functional programming, Lamport on distributed computing. Microcomputers made computing cheap – second generation of SW engineering: UML (Booch 1986), Rumbaugh, Jacobsen on use cases, standardization on UML in 1997, open source. Mellor, Yourdon, Worfs-Brock, Coad, Boehm, Basils, Cox, Mills, Humphrey (CMM), James Martin and John Zachman from the business side. Software engineering becomes a discipline with associations. Don Knuth (literate programming), Stallman on free software, Cooper on visual programming (visual basic).

Arpanet and Internet changed things again: Sutherland and SCRUM, Beck on eXtreme prorgamming, Fowler and refactoring, Royce on Rational Unified Process. Software architecture (Kruchten etc.), Reed Hastings (configuration management), Raymond on open source, Kaznik on outsourcing (first major contract between GE and India).

Mobile devices changed things again – Torvalds and git, Coplien and organiational patterns, Wing and computational thinking, Spolsky and stackoverflow, Robert Martin and clean code (2008). Consolidation into cloud: Shafer and Debois on devops (2008), context becoming important. Brad Cox and componentized structures, service-oriented architectures and APIs, Jeff Dean and platform computing, Jeff Bezos.

And here we are today: Ambient computing, systems are everywhere and surround us. Software-intensive systems are used all the time, trusted, and there we are. Computer science focused on physics and algorithms, software engineering on process, architecture, economics, organisation, HCI. SWEBOK first 2004, latest 2014, codification.

Mathematical -> Symbolic -> Personal -> Distributed & Connected -> Imagined Realities

Fundamentals -> Complexity -> HCI -> Scale -> Ethics and morals

Scale is important – risk and cost increases with size. Most SW development is like engineering a city, you have to change things in the presence of things that you can’t change and cannot change. AI changes things again – symbolic approaches and connectionist approaches, such as Deepmind. Still a lot we don’t know what to do – such as architecture for AI, little rigorous specification and testing. Orchestration of AI will change how we look at systems, teaching systems rather than programming them.

Fundamentals always apply: Abstraction, separation, responsibilities, simplicity. Process is iterative, incremental, continuous releases. Future: Orchestrating, architecture, edge/cloud, scale in the presence of untrusted components, dealing with the general product.

“Software is the invisible writing that whispers the stories of possibility to our hardware…” Software engineering allows us to build systems that are trusted.

Sources: https://twitter.com/Grady_Boochhttps://computingthehumanexperience.com/

Interesting interview with Rodney Brooks

sawyer_and_baxterBoingboing, which is a fantastic source of interesting stuff to do during Easter vacation, has a long and fascinating interview by Rob Reid with Rodney Brooks, AI and robotics researcher and entrepreneur extraordinaire. Among the things I learned:

  • What the Baxter robot really does well – interacting with humans and not requiring 1/10 mm precision, especially when learning
  • There are not enough workers in manufacturing (even in China), most of the ones working there spend their time waiting for some expensive capital equipment to finish
  • The automation infrastructure is really old, still using PLCs that refresh and develop really slowly
  • Robots will be important in health care – preserving people’s dignity by allowing them to drive and stay at home longer by having robots that understand force and softness and can do things such as help people out of bed.
  • He has written an excellent 2018 list of dated predictions on the evolution of robotic and AI technologies, highly readable, especially his discussions on how to predict technologies and that we tend to forget the starting points. (And I will add his blog to my Newsblur list.)
  • He certainly doesn’t think much of the trolley problem, but has a great example to understand the issue of what AI can do, based on what Isaac Newton would think if he were transported to our time and given a smartphone – he would assume that it would be able to light a candle, for instance.

Worth a listen..

Concorde moment

british_airways_concorde_g-boac_03I recently searched for the term “Concorde moment” and did not find it. The term has appeared on Top Gear some years ago (though I can’t find the clip), probably mentioned by James May (who knows something about technology evolution) or Jeremy Clarkson (who certainly lamented the passing of the Concorde many times.) What “Concorde moment” means, essentially, is (as Clarkson says in the video below) “a giant step backward for mankind”.

The Concorde is still the fastest passenger jet ever made (3.5 hours from London to New York) and still the most beautiful one. In the end, it turned out to be too noisy, too polluting, and too expensive, never really making money. But it sure looked impressive. I never got to go on one, despite working in an international consulting company and jetting back and forth across the pond quite a bit. But my boss once bamboozled someone into bleeding for the ticket, and lived off the experience for a long time.

palm_graffiti_gesturesA Concorde moment, in other words, is a situation where a groundbreaking technology ceases to be, despite clearly being (and remaining) best in class, for reasons that seem hard to understand. Other examples may include

  • the Palm Pilot with its Graffiti shorthand system, once used by businesspeople all over the world (and by my wife to take impressive notes in all her studies)
  • the Apollo space program – we last went to the moon in 1972, with Apollo 17, and have not been back since. 45 years without going back has resulted in some impressive conspiracy theories, but again, the lack of any scientific or economic reason for going there is probably why it hasn’t happened.
  • the Bugatti Veyron, at least according to Top Gear. Personally, I find the announced new Tesla Roadster much more exciting, but, well, everyone is entitled to an opinion.
  • and, well, suggestions?

A tour de Fry of technology evolution

There are many things to say about Stephen Fry, but enough is to show this video, filmed at Nokia Bell Labs, explaining, amongst other things, the origin of microchips, the power of exponential growth, the adventure and consequences of performance and functionality evolution. I am beginning to think that “the apogee, the acme, the summit of human intelligence” might actually be Stephen himself:

(Of course, the most impressive feat is his easy banter on hard questions after the talk itself. Quotes like: “[and] who is to program any kind of moral [into computers ]… If [the computer] dives into the data lake and learns to swim, which is essentially what machine learning is, it’s just diving in and learning to swim, it may pick up some very unpleasant sewage.”)

Notes from ACM Webinar on blockchain (etc.)

The Next Radical Internet Transformation: How Blockchain Technology is Transforming Business, Governments, Computing, and Security Models

Speaker: Mark Mueller-Eberstein, CEO & Founder at Adgetec Corporation, Professor at Rutgers University, Senior Research Fellow at QIIR

Moderator: Toufi Saliba, CEO, PrivacyShell and Chair of the ACM PB Conference Committee

Warning: These are notes taken live. Errors and omissions will occur. No responsibility whatsoever.

  • intro: old enough to remember the discussions in the early 90s about how the internet would change mail services – completely forgetting shopping, entertainment and others
  • Blockchain solves the problem of transferring value between Internet users without a third party
  • goes beyond the financial industry, can handle any kind of transaction
  • most of the world has access to a mobile phone, only about 20% has access to the banking system
  • Blockchain is the banking industry’s Uber movement
  • Blockchain much wider than Bitcoin, will facilitate new business models.
  • Blockchain transfers rather than copies digital assets, making sure there is only one instance of it.
    • settlement process: no clearing houses or central exchanges
    • peer-to-peer transfers, validation by network
  • Example: WeChat taking over payments in China, no link to banks
  • many commercial or government services are basically “databases” that are centrally managed, with one central point of failure
  • Blockchain allows a distributed ledger, information put in cannot be changed
    • Estonia thinking about a Blockchain in case of hacking or occupation
  • public (open), private and government blockchainsxx1
  • allows new services to existing customers, lots of inefficiencies up for grabs
    • estate records, voting, domain control, escrow, etc…
    • iPayYou allows use of Bitcoin
    • Walt Disney looking at Blockchain (DragonChain) for internal transfers, also use it for tracking supply chain to their cruise ships. Opensourced it.
  • 80% of Bitcoin mining done in China
  • regulation comes with a cost
  • Shenzhen want to be Blockchain Tech capital
  • 6-level security model, developed by William Mougayar (goes through it in detail: transaction, account, programming, distributed organizations, network (51% attacks, perhaps as low as 30%, smaller blockchains more vulnerable), governance)
  • Ethereum blockchain focusing on smart contracts: Hard forked in 2016, DAO issue where somebody hacked DAO code to siphon off money, hacking the program using the blockchain (not the blockchain),
  • credit card transaction can take up to 30 days, with disputes and everthing, Blockchain is almost instant
  • How “real” is blockchain technology
    • Goldman-Sachs invested $500m+
    • 15% of top global banks intend to roll out full-scale, commercial blockchain
    • etc.
  • what is holding it back?
    • difficult to use, understand, buy in; perception of risk and legality
    • difficult to see value for the individual
  • questions:
    • what are the incentives and adoption models?
      • different philosophies: computing power must be made available in the network: industrial mining vs. BitTorrent model, the amount of computing provided will be important, if we can find a model where just a little bit from every mobile phone is required
    • what are the hard costs of Blockchain?
      • you can google the costs. There are other approaches being developed, will post some links
    • can Blockchain be compromized by a virus?
      • theoretically, yes. Bitcoin is 10 years without, open source means verification (change is happening slowly because of code inspection)
      • comes back to incentive and governance model
  • and that was that…recording will be at webinar.acm.org in a few days.

SmartHelp – geolocation for crisis situations

I am on the board of SmartHelp – a platform for crisis communication for emergency services (or, indeed, for any company that needs to locate its assets or employees in a hurry). The platform has been running in production in two emergency services (fire and ambulance) in Trondheim, Norway, since December 2014. It allows the public to contact the emergency service via a Smartphone interface, give precise details about where they are automatically, and also to chat and share their medical information (fully encrypted up to a medical standard.)

Here is a video demonstrating how the system works:

We are currently seeking partners for marketing and further developing this platform outside the Norwegian emergency service market. Please contact me (self@espen.com, +47 4641 0452) or Fredrik Øvergård, CEO (fredrik@radvice.no, +47 977 32 708)  for further information.

Does someone have to die first?

double-classroomBlogpost for ACM Ubiquity, intro here:

Digital technology changes fast, and organizations change slowly: First using the technology as an automated, digitized version of the old way of doing things, then gradually understanding that in order to achieve productivity and functional breakthroughs. We need to leave the old metaphors behind. For this to happen, we need new mindsets, unfettered by the old way of using the technology. I wonder if my generation has the capability to do it.

Read the rest at ACM Ubiquity: Does someone have to die first?