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ES/SDOE 678Reconfigurable Agile Systems and EnterprisesFundamentals of Analysis, Synthesis, and Performance

Session 7 – Quality: Principles, Reality, Strategy

School of Systems and EnterprisesStevens Institute of Technology, USA

File

File

Your Class web-page: www.parshift.com/678/current.htm Support docs & links: www.parshift.com/678/support.htm

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Before starting…Your mid-term was just completed. Some of you had difficulty. That’s what the text book is for – learning usually requires study. D1 was a “heads-up”, intended to show you what you don’t know. A poor showing on D1 will not be held against you … but no improvement on D2 will.40 hours in class + 80 hours out of class (engaged study) is what earns course credit. Following the Instructions (when you don’t, the impression is that you are winging the whole thing):1. You are required to read and study and demonstrate that you have learned something –

in addition to showing up for class, writing something, and putting words on forms. Winging it won’t work .

2. Name your file(s): 678D<1 or 2>-<last name><first name>V<version #> Example: 678D2-DoeJohnV1.doc (version numbers insure distinction if revisions occur).

3. Some of you did not take your instructions and tool templates from SDOE678-Unit11.ppt as suggested.

4. Two-page operational story: starting with CURVE and a system description, clear evidence of a plug-and-play, drag-and-drop agile system demonstrated with response objectives, requirements, values, response enabling principles, and operational/integrity management – all wrapped inside a story of the system-in-operation, delivering its values.

The operational story is supposed to reflect a scenario after deployment, not what has to be considered for design. As a result, some of you who did design time stories instead of operational time stories had problems with your RS Analysis that is supposed to only reflect operational time issues, and this will cause problems in the Closure Matrix for the final, unless fixed.Heads up: You will have an exercise early in the next unit (8) that will require you to develop the strategic objectives/themes from your (or what should have been) Deliverable #1 story.

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"Make no little plans; they have no magic to stir men's blood and probably will themselves not be realized.

Make big plans; aim high in hope and work, remembering that a noble, logical diagram

once recorded will not die, but long after we are gone will be a living thing, asserting itself with ever-growing insistency"

[Daniel Burnham, architect].

FEEDBACK REVIEWUnit 6 Exercise Feedback in Unit 8 – Now 4-or-so mid-term D1s

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Case Example: Electric Distribution Substation DesignSubstation Designs in 6 Hours – (normally 6 months)

PNM’s Second Standard Substation

Design

DASL provides common framework and common equipment modules

Gene Wolf , P.E. T& D World Conference, 2004

Details: www.tdworld.com/mag/power_pointandclick_substation_matures/index.html

Why was this approach needed?

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Case Example: Electric Distribution Substation DesignSubstations transform high voltage transmission line power to lower voltage for distribution into residential areas or to serve special commercial needs.

New substations are designed frequently to support population growth, residential development, commercial development, plant expansion, etc.

Aging power-engineering ranks.

Graduate electrical engineers prefer technology over power careers.

Public Service New Mexico (PNM) provides power to most of the state.PNM experiencing critical shortage of qualified design engineers.

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Case Example: Electric Distribution Substation DesignAccurate and rapid designs with low-experience engineers, under: Capricious time to gain construction permits Uncertain availability of competent design engineers Uncertain cost and schedule of transformer delivery Risk of canceled substation need Variable engineer substation-design experience Evolving power-capacity requirements for substation(Note: above only shows reactive CURVE elements, need proactive also)

Reputation Goals:• Easy, rapid, predictable design• Accurate costing• Predictable installation completion• Low spares-inventory costs• Construction exactly as shown in city/county permit approval

Case: Public Service New Mexico (PNM)

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RSA Example: Electric Distribution Substation Design

• Substation design (tp)• Bill of materials (tp)• Construction permit approval (tp)

Correction

Variation

Reconfiguration

Expansion(of Capacity)

Migration

Improvement

Modification(of Capability)

Creation(and Elimination)

Proa

ctiv

eR

eact

ive

Change Domain

• Time to permit approval (ts)• Time to construction completion (s)• Cost of spares inventory (ts)• High voltage H configurations (cp)• Transmission right-of-way fly-through configurations (cp)

• Upgraded transformer incorporation (tc)• Engineer substation-experience maturity (t)• Wrong capacity requirement (tc)• Inadequate engineer (tp)• Transformer delivery too far out (tc)• Expertise and skill levels among engineers (ps)• Time allowed to complete the project (ps)

• Power capacity range to 9x over base capacity (tp)

• Substation power capacity (tcs)• Inventory spare transformers used in new construction (t)

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Reconfigurable

Scal

able

Reusable

Encapsulated Modules Modules are encapsulated independent units loosely coupled through the passive infrastructure.• engineers, transformers, switchgear, transmission

termination structures, low-voltage feeder circuits, station steel

Facilitated Interfacing (Pluggable) Modules & infrastructure have features facilitating easy module insertion/removal.• Drag and Drop DASL operation• DASL flags improper module-mating

Facilitated Reuse Modules are reusable and/or replicable; with supporting facilitation for finding and employing appropriate modules.• Drop-down menus for selecting modules

Peer-Peer Interaction Modules communicate directly on a peer-to-peer relationship; parallel rather than sequential relationships are favored. • Designers communicate directly with permitting agency

to secure approvals• Designers communicate directly with inventory

management to ensure availabilityDeferred Commitment Module relationships are transient when possible; decisions & fixed bindings are postponed until necessary.• Quick design time enables design commitment at last

responsible moment

Evolving Standards ConOps and module interface and interaction standards and rules that evolve slowly.• DASL design tool ConOps• DASL module interconnects, Construction

policies/regs

Redundancy and Diversity Duplicate modules provide fail-soft & capacity options; diversity provides functional options.• Multiple engineers capable of designing• Experience of engineers can vary

Elastic Capacity Module populations & functional capacity may be increased and decreased widely within the existing infrastructure.• Peak design-time activity can employ many easily-

qualified design-engineers

Distributed Control & Information Decisions made at point of maximum knowledge; information accessible globally but kept locally.• Transformer designers work independent of substation

designers, maintaining interconnect standards

Self-Organization Module relationships are self-determined; and component interaction is self-adjusting or negotiated. • Trust relationship between designers and permitting

agency is self-organized evolution

RRS Principles for Electric Distribution Substation Design

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HH

PNM Agile Substation System Design Developmentwww.tdworld.com/mag/power_pointandclick_substation_matures/index.html

engineers switchgeartransformers terminationstructures

low-voltagefeeders

stationsteel

Infrastructure

H Station Fly-Thru StationT Station

Resources

Rules/Standards

IntegrityManagement

Active

Passive

T T H H H

TT

Agile Architectural Pattern Diagram

SocketsSignalsSafetySecurityService

DASL module interconnectsSubstation requirementsConstruction policies/regsNo development customizationDASL design tool ConOps

H-pad standardsFly-pad standards

Situational awareness

Resource mix evolutionResource readiness

Activity assemblyInfrastructure evolution chief engineer

design engineer

DASL program mgr min/max purchaser

project & chief engineer

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www.muralmosaic.com/Cochrane.html

File2.5

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Modular?Agile?Why?

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Universal Jigsaw Puzzlewww.tenyo.co.jp/jigazo/

300 identically shaped pieces in varying shades of a single color, a few with gradations. Out of the box, you can make Mona Lisa, JFK, etc, configuring according to symbols printed on the back. Or, e-mail a photo to the company, and they will send you back a pattern that will recreate that photo.

300 pixels: an infinite number of pictures

Modular? Agile? Why?

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Reusable, Reconfigurable, ScalableExpansion/Contraction: Unbounded Capacity

http://videos2view.net/xM-WLT.htmhttp://kranringen.no/content/download/295/1456/version/4/file/

Assembling a custom “truck” for moving strange/large/heavy things

A building1,790 tons,75 feet high

File5.5File8.25

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Tall Buildings in a Single BoundZhang Yue, founder and chairman of Broad Sustainable Building, built a 30 story building in 15 days with modular construction. His system concept is not discussed as Agile system construction, but it could be, and maybe he has discovered that. He could use the same modules developed for his 30-story building in a different configuration building that might be shorter yet broader and longer. Reusability is in the plans for constructing modules, not in the modules themselves. Reconfigurability is in the use of the modules to solve a different building configuration. See “Case Modular 30-Story Building in 15 Days.pptx”

Scalable structures can be build1// Identical modulesThe floors and ceilings of the skyscraper are built in sections, each measuring 15.6 by 3.9 meters, with a depth of 45 centimeters.Illustration: Jason Lee

Encapsulate Modules2// Preinstalled fixtures Pipes and ducts are threaded through each floor module while it's still in the factory. The client's choice of flooring is also preinstalled on top. Illustration: Jason Lee

Case

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An agile process that builds and evolves an agile system

Case StudySpaWar Systems Center Pacific

Unmanned Systems GroupIS16 Paper: www.parshift.com/s/ASELCM-01SSCPac.pdf

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Agile Systems Engineering Life Cycle PatternEncompassing Systems 1, 2, and 3

3. System of Innovation (SOI)

2. Target System (and Component) Life Cycle Domain System

1. Target System

LC Manager of Target System

Learning & Knowledge Manager for LC Managers

of Target System Life Cycle Manager of LC Managers

Learning & Knowledge

Manager for Target Systems

Target Environment

(Substantially all the ISO15288 processes are included in all four Manager roles)

• System-1 is the target system under development.• System-2 includes the basic systems engineering development and

maintenance processes, and their operational domain that produces System-1. • System-3 is the process improvement system, called the system of innovation

that learns, configures, and matures System-2.

slide credit: Bill Schindel

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Two different operational environments defining necessary agile counterpoint for the

systems they encompass

ProcessOperational Environment

UncertainRisky

UnpredictableVariable

ProductOperational Environment

EngineeredSystem-1

in Operation

EngineeringSystem-2 and -3

in Operation

It is counterproductive to have an agile development process

if you don’t have an agile product architecture

Evolving

UncertainRisky

UnpredictableVariable

Evolving

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SSC-Pac Case StudyIS16 paper: www.parshift.com/s/ASELCM-01SSCPac.pdf

This case study reveals concepts with broad application in many domains.A systems engineering process with 6-month, 4-phase, overlapping “waves”:

1. System component development2. System architecture evolution3. Capability integration4. Validation testing

The process capability supports a portfolio of projects,with three years of respected and effective results.

InitiateSoS

PlanSoS

Update

EvolveSoSArch

EvolveSoSArch

ImplementSoS

Update

PlanSoS

Update

ContinueSoS Analysis

ImplementSoS

Update

PlanSoS

Update

ContinueSoS Analysis

ConductSoS Analysis

ContinueSoS Analysis

ImplementSoS

Update

DevelopSoSArch

External EnvironmentClassic Wave Model, subsequently tailored for the analyzed program

(Scrapper and Dahmann, 2016)

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The Process is Successful

…replaced a waterfall process plagued by cost overruns, missed schedules, inadequate development achievement, uncooperative teaming, and poor status visibility. …orchestrates the interaction of the 60-some engineers and managers on the project, including six external organizations of 4-5 engineers each working on development of functional capabilities to be integrated into a federated system.… encompasses research, development, integration, test, and evaluation of deployable system and component technologies that can provide new capabilities. … demonstrated effectiveness over three years in lower and predictable costs, on-time capability deliveries, and continual advancements on the overall performance of the systems under development. … will be migrated to other programs.

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CURVE that Prompted an Agile SE ApproachSystems Engineering (SE) process for HW/SW/WW*

for evolutionary development of innovative-edge technologyCapriciousness (unknowable situations): Strategic realignment of project-sponsor priority. Changes in and/or availability of key personnel and development contractors.Uncertainty (randomness with unknowable probabilities): Feasibility of technical approach and initial designs. Contracting issues, funding gaps, and budget short falls.Risk (randomness with knowable probabilities): Failure to meet technical performance measures. Maturation and integration of required component technologies.Variation (knowable variables and variance ranges): Availability of test environment and test support Time to obtain requisite approvals. Reliability, Availability, Maintainability of test-beds.Evolution (gradual successive developments): Changes in technical landscape and insertion of emerging technology. Changes in programmatic objectives & stakeholder requirements (scope creep).

* WW: Wet Ware (people)

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On Choosing the Agile Wave Model ApproachScrum learns in 2-4 week sequential development increments, with retrospective analyses of outcomes and process-behavior.

Spiral includes more than software development, necessitating longer learning cycles, with risk reduction as a central cycle-driving theme.

Wave has overlapping learning cycles, decoupling the development effort from the subsequent integration, test, and evaluation efforts.

Decoupling enables back-to-back development increments that don’t have to wait for integration, test, and evaluation to start next increment.

Key Take Away: • Let an understanding of the problem pull an agile solution that fits.• Don’t push a favored agile process … just because.

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Wave Benefits to this Program

The Wave Model offered meaningful progress feedback in project-appropriate 6-month cycles, long enough to accommodate incremental new-capability development time, and short enough to demonstrate frequent progress to sponsors and allow learning and affordable re-planning and corrective action when needed.

There is nothing about the Wave Model that precludes a Scrum approach in the software-development activity, if software developers wish.

The Wave Model approach accommodates tailoring based on size of project, funding levels, and overall project goals.

Wave, using a modular-component architecture, lowers costs to all sponsors with re-usable modules across projects.

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Five elements of the Integration Strategy Vision Systems Engineering Plan Modular Open Product-System Architecture Integration Test and Experimentation Master Plan Continuous Integration Environment

slide credit: Chris Scrapper

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Analysis andDevelopment

slide credit: Chris Scrapper

Integration StrategyOverlapping Six-Month Waves

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Engaged Integrated Team: Alternate Leads and End-Users

slide credit: Chris Scrapper

PerformanceBenchmarking

ArchitecturalAnalysis

SystemVerification

System Validation& Extended Testing

Program Lead

Program Support

Program Lead

End-User Support

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Analysis andDevelopment

slide credit: Chris Scrapper

Integrated Strategy Chart

CDR: Critical Design ReviewDoI: Declaration of IntentPDR: Preliminary Design ReviewSDR: System Design Review SFR: System Functional ReviewSRR: System Requirements ReviewTEMP: Test and Experimentation Master PlanTOP: Test Operating ProceduresTRR: Test Readiness Review

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Functional Capability

JIRA Ticket

RisksJIRA Ticket

IssuesJIRA Ticket

TasksJIRA Ticket

Performance Test Results -

Metrics

Repository

Performance Data

Database

Automated Test Tools

Web Application

Auto-Generated Test

Report

Document

Test OntologySchemaStyle

SheetSchema

Standard Test

Methods

Physical

Source CodeRepositories

Continuous Integration

Server

JENKINS

Code Compliance

SW Test Tools

Unit TestsSW Test Tools

Regression Testing

SW Test Tools Technical Review Data

Repository

Style Sheet

Schema

Technical Review Report

Document

Continuous Integration

Results

Repository

Continuous Integration

Report

Document

Style Sheet

Schema

•Partitioned for access control. •Knowledge/information/tech-data

partitioned by functional areas. •Physically a home-grown federated

system of software apps.•Operationally an orchestration and

collective-consciousness mechanism.

ContinuousIntegration

Environment(CIE)

Content: Chris Scrapper, SSC-Pac 27

7:28 rick.dove@stevens.edu, attributed copies permittedContent: Chris Scrapper, SSC-Pac

Internal Awareness

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Functional LeadsIntegration Leads

Infrastructure evolution

Situational awareness

Resource mix evolution

Resource readiness

Infrastructure

SE-Process Reusable/Reconfigurable Resources

IntegrityManagement

Active Facilitating

Passive Enabling

PM (Process Manager)

PM+CIT.PM+CIT (Core Integration Team)

Technical LeadsCIE DataUsers (War Fighters)

Contract Performers

Systems Engineering Process AAPfor evolving autonomous off-road-vehicle robotic military technology

Rules/Standards

SocketsSignalsSecuritySafetyService

EV1 Integration IPT Working-GroupRaDER Integration Validation Testing

Reusable ComponentsIL

TL

CPWF CD

RC

FL

RCCP

TL

IL

FL

RCCP

TL

IL

FL

WFCP

TL

IL

TM

TMCP

TL

IL

FL

Activity assembly Leads

FL

PM+CIT+Leads

Test MethodsTM

CD

Sockets: CIE, System-1 modular architecture, roles, culture, test threadsSignals: Vision, Declarations of Intent, Config Mgmnt Plan, Integration Strategy, CIE data, decisions, engaged team feedbackSecurity: User agreement/NDA, Config Mgmnt Plan, CIE access controlsSafety: Open-process visibility, open communication, protected communicationService (SE ConOps): Vision, Culture, Consciousness(CIE), Conscience, Wave, Integration Strategy/TEMP, Sys-1 and Sys-2 AAP

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Resources Assembled in Process-Activity ConfigurationsIntegration Lead – Develops the Vision for System-1 and oversees the technical execution and coordination of activities and processes in System-2.Technical Lead – Oversees technical execution and mitigation of technical risk associated with a specific phase in System-2. Functional Lead – Provides in-depth technical expertise in each designated functional area to support the research, design, implementation, operation, maintenance, and assessment of new capability enhancements. Contract Performer – Leads the development of desired functional capability for System-1. End-Users – Validates the operational concept for System-1 and provides feedback into System-2 regarding utility of current and planned capabilities.Reusable Components – Functional capabilities and tools to support the integration and specification of System-1 capabilities for different vehicle types and mission sets.CIE Data – Artifacts and evidentiary information produced by System-2 and shared across extended team to enable the rapid and agile development of System-1.Test Methods – Tools, procedures, and metrics for quantifying the performance of System-1 to enable the rapid assessment, characterization, and inter-comparison of experimental results.

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Development System

Team Status Accuracy

Team Status Awareness

Team Status Currency

Information Infrastructure

Target System

Target System EnvironmentPerformerTechnical

LeadFunctional

LeadProject Lead

Integration Lead

Maintain Project Status Transparency

Status Accessibility

Update Accessibility

Capacity

Reliability

Status Source Accuracy

Status Source Update Rate

Status Source Accuracy

Status Source Update Rate

Status Observation Rate

Status Observation Rate

Status Observation Rate

Status Source Accuracy

Status Source Update Rate

Status Observation Rate

Status Source Accuracy

Status Source Update Rate

Status Observation Rate

Attributes of Individual Component Roles, and Emergent Systemic Attributes

Development Environment

Target System

Target System Environment

System Direct User

Performer

Technical Lead

Functional Lead

Project Lead

Sponsor

Integration Lead

Monitor Team Member Condition

Communicate Current Project Direction

Promote Mission Awareness

Promote Engagement and Trust

Maintain Project Status Transparency

Selected Subset of ASELCM Interactions, System-2

Pattern Modeling Examples from SSC-Pac Case Study

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Collective Culture of EngagementMost pronounced during the analysis activity was the pervasive nature of the culture, its thoughtful development, and its continual reinforcement. This is done with a combination of soft skills and supporting infrastructure.Culture is a shared set of expectations for behavior, and an environment that enforces that behavior. Here culture isn’t written like a mission statement, but is rather practiced by leadership, shaped by consistent reinforcement, and enforced by dealing openly with infractions detrimental to the team and at odds with a pervasive collective agreement to work together toward total success.Full and active engagement with the SE process intent and the SE project objectives is the expectation. All team members are on a shared mission, and all team members need to support and be supported by all other team members, at all times. The nature of the SE process, its leadership, and the transparency of comprehensive real-time project status provide team-engagement sensitivity. Where the culture doesn’t fit an individual (or vice-versa), that individual will either move on, or adjust. The culture will not tolerate in-action.

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Collective ConsciousnessThe Continuous Integration Environment (CIE) is a data-driven repository of knowledge, with customized viewing templates for different needs. CIE provides user interfaces that separate internal representations of data (the model) from the ways that information is presented to users (the view), with custom views for different stakeholders. This homegrown CIE is structured as a federation of independent capabilities, mostly off the shelf, and is being evolved to provide real-time relevant and comprehensive views of history and current status to all team members.The CIE intent is to facilitate a real-time collective consciousness, where all team members are plugged in to all information associated with full project success, as well as to the information of relevance to their specific responsibilities and tasks. New data, new decisions, new issues, new test results, ripple through the relevant federation of CIE components and CIE user views immediately. This collective consciousness manifests for the team much like it does for musicians in a symphony orchestra, where off notes and bad timing are immediately sensed by all.

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Collective ConscienceMeeting openings remind everyone that the customers are taxpayers and warfighters. These reminders don’t stop with a simple statement. They are rooted in image and story that elevates them to personified walking needs with faces. The warfighter needs tools that are effective, timely, and affordable for mission achievement and self preservation. Warfighter reality is obtained with their critical presence at testing events, and with structured workshops between waves. The tax payer needs tools that are effective, timely, and affordable for national/homeland security – capability that is affordably deployable, not costly technology that limits production quantities and threatens sustainable programs. In these contexts (warfighter and taxpayer) the team accepts responsibility, and evaluates decisions with that critical internal customer voice. The team develops and maintains a collective conscience to do what is responsibly right. This breaks the inertia of building upon favorite and comfortable technical approaches, to consider technologies that address the fundamental needs.

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Notable Process ConceptsSystem 2 (SE Wave Process)

Common process spanning a portfolio of projects.Government-retained architecture ownership.Systems engineering structured as a Wave-Model-inspired evolutionary process.Continuous integration with comprehensive regression testing.Clear unambiguous roles and responsibilities.Common culture embracing development contractors.Ubiquitous real-time shared awareness of project progress and status.A sense of collective mission.Quality-of-engagement sensitivity.Distributed test threads and continuous risk management.Meaningful user involvement.

System 1 (Autonomous Ground Vehicle)Evolving an agile “product” in six month cycles.Product agile-architecture with modular infrastructure standards.Product-Line concept sharing modules across different ground vehicles.

All are discussed in the paper.

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Agility-Enabling S2-S1 Design Principles

Reusable• Encapsulated resources: black-box components, people with individual styles.• Facilitated interfacing: strict S2-process and S1-component interface rules.• Facilitated re-use: engaged full-knowledge-team can/will pitch in as needed.

Reconfigurable• Peer-peer interaction: full project transparency and open communications.• Deferred commitment: working groups configured at time of need.• Distributed control & info: Individual responsibility for activity & CIE data. • Self organization: open planning (relationships and interactions negotiable)

Scalable• Evolving infrastructure standards: S1 architecture and S2 CIE evolve per wave.• Redundancy and diversity: multiple resources for any activity.• Elastic capacity: scalable process accommodates multiple projects.

Simple examples, not comprehensive

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Push vs PullA very key lesson we learned at the SSC-Pac workshop was the power of a “pull” approach. Chris Scrapper designed his process to fit his problem. He didn’t come to the party with Scrum or Spiral or Wave in his mind.

Agile SE concepts should be pulled into practice by a need to solve recognized SE problems, rather than pushed into practice by a belief that they must be better than current practice. One thing this means: don’t start with Scrum in mind as a solution, ready to force fit it to the engineering and management environments. Instead, understand your problem environment, relative to CURVE issues, in terms your engineering and management people can relate to. Then identify the intent and nature of solution concepts needed to address the issues. Then and only then examine the ready-made practices for conceptual bits and pieces of usefulness. In other words, develop your agility-requirements before choosing a solution. With a clear understanding of the fundamental and true requirements, an agile SE approach can be incrementally introduced and evolved to fit the culture, the business, and the engineering environment.  

7:38 rick.dove@stevens.edu, attributed copies permitted

Asynchronous/Simultaneous Agile SE-LCM FrameworkSystems and software engineering — Life cycle management — Part 1: Guide for life cycle management ISO/IEC TR 24748-1:2010(E)

Seven asynchronously-invoked stages are engaged repetitively and simultaneously when engagement criteria are met

This Agile SE Life Cycle Model is consistent with

ISO/IEC/IEEE standards

ProductionProduce systems.Inspect and test.

UtilizationOperate system

to satisfy users' needs.

ConceptIdentify needs. Explore concepts.Propose viable solutions.

DevelopmentRefine requirements.Describe solution. Build system.Verify & validate.

RetirementStore, archive or

dispose of sub-systemsand/or system.

SupportProvide sustainedsystem capability.

AgileSE

LCM

Criteria

Engage

ResearchSituational awareness

and evaluation of external and internal environments and evolution for threat

and opportunity.

Observed in allworkshops to

date

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BREAK

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Integration

Fundamentals

Tools

Perspective

Analysis

Synthesis

Course RoadmapHave You Signed The Attendance Roster?

Session 1 – Overview and Introduction to Agile SystemsSession 2 – Problem Space and Solution Space

Session 3 – Response Types, Metrics, Values Session 4 – Situational Analysis and Strategy Exercise

Session 5 – Architecture and Design PrinciplesSession 6 – Design Exercise and Strategy Refinement

Session 7 – Quality: Principles, Reality, StrategySession 8 – Operations: Closure and Integrity Management

Session 9 – Culture and Proficiency DevelopmentSession 10 – The Edge of Knowledge, Projects

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Quality: Principles, Reality, Strategy

Quality principlesRequisite VarietyParsimonyHarmony

Reality Recognition

Agile-Strategy ConOps

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Design Quality PrinciplesRequisite Variety (Functional Quality)

Ashby's Law: "The larger the variety of actions available to a control system, the larger the variety of perturbations it is able to compensate....variety must match variety."

Any effective system must be as agile as its environmental forces.Reality-compatible (rational) policy, procedure, and practice.

Parsimony (Economic Quality)Occam's Razor: Given a choice between two ... choose the simplest.Unintended consequences are the result of complexity.Humans can only deal with 5-9 items simultaneously.Bounded rationality (Herb Simon).Reduces perceived Risk.

Harmony/Delight (Aesthetic Quality)Perception: non-negative impact on personal productivity and goal priorities. Perception: non-negative impact on org's productivity and goal priorities.Rationalized with natural human and org behavior.Engenders feelings of user Trust and Respect and Compatibility.

7:43 rick.dove@stevens.edu, attributed copies permitted

Why?The Death of the US-Mexico Virtual Fence – Slashdot: March 17, 2010“A couple of years ago it was announced that the Boeing-built virtual fence at the US-Mexico border didn't work. Started in 2006, SBInet has been labeled a miserable failure and finally halted. A soon-to-be-released GAO report is expected to be overwhelmingly critical of SBInet, causing DHS Chief Janet Napolitano to announce yesterday that funding for the project has been frozen. It's sad that $1.4 billion had to be spent on the project before the discovery that this poorly conceived idea would not work.”

Irresponsible Systems Engineers at:contractor and acquirer

1: “my boss told me to do it” didn’t work at the Nuremberg Holocaust trials2: we hang the architect who designs a faulty bridge

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Requisite VarietyCode of Hammurabi (2200 BC)

King of Babylonia Translated by R.F. Harper

If a builder builds a house for a man and do not make its construction firm and the house which he has built collapse and cause the death of the owner of house – the builder shall be put to death.

If it cause the death of the son of the owner of the house – they shall put to death a son of that builder.

If it destroy property, he shall restore whatever it destroyed, and because he did not make the house which he built firm and it collapsed, he shall rebuild the house which collapsed at his own expense.

Common Law in England (15th Century)If a carpenter undertakes to build a house and does it ill (not well), an action will lie against himNapoleonic Code (1804)If there is a loss in serviceability in a constructed project within 10 years of its completion because of a foundation failure or from poor workmanship, the contractor and architect will be sent to prison

Forensic Engineering, D. Fowler (slide presentation has been removed from the Internet)

7:45 rick.dove@stevens.edu, attributed copies permitted

Parsimony

“Perfection is achieved not when there is nothing more to add, but when there is nothing left to take away.”

Ch. III: L'Avion, pg 60, Antoine de Saint-Exupery,French novelist and aviator (1900 – 1944)

Author of The Little Prince

7:46 rick.dove@stevens.edu, attributed copies permitted

Frank Lloyd Wright – On Harmony...only when we know what constitutes a

good building...when we know that the good building is not one that hurts the landscape, but is one that makes the landscape more beautiful than it was before that building was built.

Still regarded as the greatest 20th Century house ever built. Responding to the geological strata of the site, his mastlike tower of stacked shale stone seemingly held aloft three cantilevered levels hovering over Bear Run, a tiny river.

He expressed the rocky site by metaphorically lifting the stones out of the riverbed to create the interior floor planes, using the largest rock, the Kaufman's choice spot to sunbathe, as the hearthstone for the living room fireplace. And instead of orienting the structure to face the falls, Wright floated the entire structure over the falls, merging the house inseparably into the total natural picture.

Excerpted from David Jameson, www.architechgallery.com/arch_info/artists_pages/frank_lloyd_wright.html

7:47 rick.dove@stevens.edu, attributed copies permitted

Reusable-Reconfigurable Architectural ThemesFredrich Frobel was a German educationalist who founded a series of educational tools, one of which was a set of geometric blocks that could be assembled in various combinations to form three-dimensional compositions.Wright was himself educated in the Frobel system as a child. But, early in his career, when he began having children of his own and teaching them the Frobel method, he began re-reading the instructional material and teacher

handbook. This helped him to realize a methodology he would use throughout his life.After Wright revisited the Frobel method, he turned to the cruciform (two elongated interlocking spaces in the shape of a cross) as a fundamental floor-plan unit. By unit, I mean a basic entity that is manipulated according to context. It may be stretched, contorted, and multiplied to construct higher-order compositions. A unit is also a pathway to knowledge, a systematic method of conceptualizing a problem, and may lead to the discovery of radically new pathways that may, in turn, become units in themselves. In Wright’s case, the turn to the cruciform led to the Prairie House, a “type of house characterized by a degree of both spatial freedom and formal order previously unknown in either the Old or New World”.

Darwin Martin House of 1904.

The Unit in Wright’s Scientific Method, Brett Holverstott, www.parshift.com/AgileSysAndEnt/Papers/FrankLloydWright02TheUnit.doc

7:48 rick.dove@stevens.edu, attributed copies permitted

The systematic composition of unique placesA unit is useful because it may be modified in a variety of ways to fit a context. Its features may be systematically explored. For instance, a wing of the cruciform may become a staircase and closet, or it may be divided into two bedrooms, or it may be pushed up along one side of the

plan and made into a cantilevered dining room, or it may be stretched out to form a living room with a series of windows looking out to a garden.A project for Wolf Lake proposed a series of pavilions arranged around a semicircular canal and on the circular island at the center. Close examination of these pavilions, as Wright designed them in plan and perspective, reveals plan fragments matching Unity Temple, the Martin House, the Ullman House, and even a small Imperial Hotel. Here in 1895, almost the entire set of plan types that Wright would utilize in the Prairie Period were projected in the pavilions of this unbuilt design, as numerous geometrically rigorous and systematically developed variations on the theme of the cruciform interlocking of spaces and the rhythmic disposition of pier groups. This astonishing project may be considered as Wright’s equivalent of Piranesi’s ‘Campo Marzio’ etching; the repository and record for all manner of speculative forms to be utilized and realized in later designs.”

Darwin Martin House of 1904.

The Unit in Wright’s Scientific Method, Brett Holverstott, www.parshift.com/AgileSysAndEnt/Papers/FrankLloydWright02TheUnit.doc

7:49 rick.dove@stevens.edu, attributed copies permitted

The Usonian HouseAt the beginning of his career, Frank Lloyd Wright became known for his custom dream homes for the wealthy. But by the mid-nineteen thirties he felt that quality design should not be dependent on a large budget. He invented a spare, efficient, modular based concept for building that would provide a homeowner all the luxuries that counted in his early houses: interpenetrating spaces, extravagant light, varied ceiling heights and the all-important central hearth. His name for this type of building was a modified acronym for 'United States of North America.' That the 'Usonian' House was an alliterative cousin to 'utopian' could only enhance its marketing appeal. Built on a concrete slab, it was closer to the ground and thus more interactive with nature. Early Usonians abandoned the pinwheel plan of the Prairie houses, opting for L-shaped or linear plans that reduced the sleeping areas into cells and opened the kitchen or 'workspace' into the largest floor areas devoted to living and dining. Traditional walls built of 2 x 4 studs were replaced inside and out with layered plywood and board panels that self-insulated against wind or sound.So many people vied to have the master design their houses that Wright had the luxury to choose which clients would have that privilege. He customized his Usonian houses to a wider range of wealth than those initial utopian versions for the common man, expanding the modules into myriad triangles, circles and parallelograms.

David Jameson, ArchiTech Gallery, www.architechgallery.com/arch_info/artists_pages/frank_lloyd_wright.html

7:50 rick.dove@stevens.edu, attributed copies permitted

Even the Use of the Home was reconfigurableThe first Frank Lloyd Wright house that I ever experienced was a Usonian - the Hanna House built at Stanford University. This house evolved as the Hanna’s requirements, lifestyle and income did. It started off as a “middle-class” dwelling for a young family, and became, over a twenty year period, a spacious, eloquent home for a successful professional couple. The first small Master Bedroom became the Hanna’s study; the three children’s Bed Rooms morphed into a new Master Bed Room; and the Family Room became a large formal Dining Room for entertainment. A shop and garden room was added as income allowed. All this was accomplished with minor reconstruction; the entire scope of work having been programmed, and structurally provided for, from the beginning.

Professor Hanna was clearly in love with his environment which evolved with him and Mrs Hanna as they raised a family and built individual careers. I could see that it had become an integral part of their life and that living in it had deeply effected their view of life. He talked about the impact the environment had on his children as they were growing up.

The Post Usonian Project, Matt Taylor, 1999, http://www.matttaylor.com/public/PostUsonian.htm

7:51 rick.dove@stevens.edu, attributed copies permitted

Aesthetic QualityFrank Lloyd Wright’s rapidly-done sketches for Fallingwater were a wonderful tour de force of architectural drawing under pressure.  As one of Wright’s admiring apprentices, Edgar Tafel recalls it, Wright was at his  Wisconsin studio on September 22, 1935,  when he got an unexpected call from Edgar Kaufmann, his impulsive client and the

owner of  the Pittsburgh department store.   Kaufmann was in Milwaukee a few hours away, and announced he was driving out to see Wright’s progress on the drawings for the summerhouse at Bear Run, Pennsylvania. “Come right along E.J., we’re ready for you,” Wright said.  At that moment he had no drawings of Fallingwater. Always resourceful, the 69-year-old architect gathered his colored pencils, went to the drafting board, and while admiring apprentices watched, rapidly drew the plans of a house that became an icon of American architecture.  As fast as his pencils wore out or broke, he reached for new ones. His style when drawing was to deliver running commentaries about the clients.  For Kaufmann he knew what was needed. “The rock on which E.J sits will be the hearth, coming right out of the floor, the fire burning just behind it.  The warming kettle will fit into the wall here…  Steam will permeate the atmosphere.  You will hear the hiss….”

http://carnegiemuseums.org/cmag/bk_issue/1999/marapr/feat1.htmDove’s interpretation: Wright had a storehouse of reusable functional modular concepts/patterns in his head that allowed him to focus his creative energy on insightful quality issues that would delight a client’s personal sense, rather than the mundane issues of functional design – which he could quickly assemble and arrange to meet the higher level aesthetic-quality objectives.

7:52 rick.dove@stevens.edu, attributed copies permitted

www.indiegogo.com/projects/flow-hive-honey-on-tap-directly-from-your-beehive

Data: 2-Mar-2015

File5.3The Lesson: User embraced operation.

7:53 rick.dove@stevens.edu, attributed copies permitted

Porter on Strategy

LimitedPassenger

Service

HighAircraft

Utilization

Lean, HighlyProductiveGround andGate Crews

Very LowTicketPrices

Short HaulPoint-to-Point

Mid-sized CitiesSecondary

Airports

Frequent,Reliable

Departures

Flexibleunion

contract

Highemployee

stockownership

"Southwestthe low-fare

airline"

Highemployee

pay

Automaticticketingmachines

Limiteduse oftravelagents

No seatassignments

Nomeals

15 minutegate

turnaroundStandard737 fleet

Noconnections

with otherairlines

No baggagetransfers

Strategic differentiation…cornerstone characteristics

7:54 rick.dove@stevens.edu, attributed copies permitted

CustomerCompatible

StrategyDeliveryMgmnt

CulturalEngineering

Mgmnt

LeadershipService

Transparent

ITInfrastruct.

Mgmnt

Reliable

ServiceInteraction

Mgmnt

Mix andCapacityMgmnt

StrategyDevel'ment

Mgmnt

TalentRelationship

Mgmnt

Trustworthy

ProcessDevel'ment

Mgmnt

BestValue

CustomerSatisfaction

Mgmnt

ProductionMasteryMgmnt

ITAdaptation

Mgmnt

AgileSystemsMgmnt

SecurityEvolutionMgmnt

Strategy Activity ConOps WebInspired by Porter’s Activity Web

Emphasizes Process Activity

Semiconductor Foundry

Lines show synergisticdependencies

- Strategic Objectives- Agile Activities – Initial- Agile Activities - Later

“Active” continuousoutcome management (uses verbs)

CustomerCompatible

StrategyDeliveryMgmnt

CulturalEngineering

Mgmnt

LeadershipService

Transparent

ITInfrastruct.

Mgmnt

Reliable

ServiceInteraction

Mgmnt

Mix andCapacityMgmnt

StrategyDevel'ment

Mgmnt

TalentRelationship

Mgmnt

Trustworthy

ProcessDevel'ment

Mgmnt

BestValue

CustomerSatisfaction

Mgmnt

ProductionMasteryMgmnt

ITAdaptation

Mgmnt

AgileSystemsMgmnt

SecurityEvolutionMgmnt

7:55 rick.dove@stevens.edu, attributed copies permitted

On the Strategic Activity ConOps WebThis web of synergistic activities, that creates values, is a system in its own right.This web graphic is a way of depicting the architecture of a ConOps.Strategic objectives/values (red): do not have a large number, 3-7, or focus is lost.Activities (yellow): these are continuous day-in-and-day-out processes that ensure the objectives are realized. They are not things or concepts. Again, keep the number smallish or the critical activities get lost in the noise.The few words used to label a red or yellow bubble are critical – they must capture and focus the essence of intent succinctly. Synergistic Dependencies: more is (often) better - multiple lines attached to every bubble – this provides robustness. And, according to Porter, makes it a lot harder for any competitor to duplicate.

Note that this is not an agile architecture if Porter’s advice is taken. Porter encourages dependencies and tight coupling as ways to make competitor duplication difficult – providing a meaningful strategy. Not a good idea if the ConOps values (environment) evolve faster than the ConOps activities (system) can.So … carefully choose timeless values, and think about the activity relationship interfaces.

7:56 rick.dove@stevens.edu, attributed copies permitted

"When I am working on a problem,I never think about beauty, but when I have finished, if the solution is not beautiful, I know it is wrong."-- R. Buckminster Fuller

OperationalStory with

CURVEReality Factors

Identified

ResponseSituation Analysis

AgileArchitecture

PatternRRS

Principles Synthesis

ConOpsObjectives& Activities

ClosureMatrixDesign

QualityEvaluation

RAPTools & Process

We discussed the yellow boxes.All lectures will show what has been discussed like this.

7:57 rick.dove@stevens.edu, attributed copies permitted

In-Class Tool Applications

Class Warm-ups Team Trials Team ProjectUnit 2

Unit 3

Unit 4

Unit 5

Unit 6

Unit 7

Unit 8

Unit 9

Unit 10

ConOps: Objectives

CURVE & Reality

RSA Analysis

AAP

RRS Synthesis

RSA Analysis: TWS

RRS Analysis: TWS

Integrity: TWS

Reality Factors: TSA

RSA Analysis: Tassimo

RRS Analysis: Multiple

ConOps: Activities

Closure

AAP Analysis: Football

7:58 rick.dove@stevens.edu, attributed copies permitted

EXERCISEBuild/refine preliminary ConOps Web: use the “strategic objectives” from the very first exercise and add the activities necessary to deliver the values

Generate one slide:1: ConOps Web – red and yellow bubbles

Add these slides to your team exercise file: Ex-<team name>.ppt(x)email final work to rkdove@earthlink.net

7:59 rick.dove@stevens.edu, attributed copies permitted

System _____________________

?

?

?

??

? ?

?

?

?

?

?

- Strategic Themes/Values

- Functional Activities

Change the lines and bubbles,this is not a fill-in-the-blank model (Think: Plug-and-Play, Drag-and-drop)

Strategic Activity ConOps Web

7:61 rick.dove@stevens.edu, attributed copies permitted

DiscussionWhere would you classify these enterprises, and why?

Microsoft AppleGoogle

IntelAMDARM

General MotorsTesla (Elon Musk)Amazon (Jeff Bezos)Dyson (James Dyson)

Reactive Proficiency

Pr

oact

ive

Pro

ficie

ncy

Innovative(Composable) Agile

Fragile Resilient

7:62 rick.dove@stevens.edu, attributed copies permitted

Guest Speaker: Henrik Kniberg Agile Enterprise Transition with Scrum and Kanban

www.youtube.com/watch?v=dtzPtFi8jiQ

File13

7:63 rick.dove@stevens.edu, attributed copies permitted

Getting Help is only a Click Away

7:64 rick.dove@stevens.edu, attributed copies permitted

So Long, And No Thanks for the Externalities:The Rational Rejection of Security Advice by Users

Cormac Herley. 2009. In Proceedings of the New Security Paradigms Workshop 2009. http://research.microsoft.com/en-us/um/people/cormac/papers/2009/solongandnothanks.pdf

It is often suggested that users are hopelessly lazy and unmotivated on security questions. They chose weak passwords, ignore security warnings, and are oblivious to certificates errors. We argue that users' rejection of the security advice they receive is entirely rational from an economic perspective. The advice offers to shield them from the direct costs of attacks, but burdens them with far greater indirect costs in the form of effort.Looking at various examples of security advice we find that the advice is complex and growing, but the benefit is largely speculative or moot. For example, much of the advice concerning passwords is outdated and does little to address actual treats, and fully 100% of certificate error warnings appear to be false positives. Further, if users spent even a minute a day reading URLs to avoid phishing, the cost (in terms of user time) would be two orders of magnitude greater than all phishing losses.Thus we find that most security advice simply offers a poor cost-benefit tradeoff to users and is rejected. Security advice is a daily burden, applied to the whole population, while an upper bound on the benefit is the harm suffered by the fraction that become victims annually. When that fraction is small, designing security advice that is beneficial is very hard. For example, it makes little sense to burden all users with a daily task to spare 0.01% of them a modest annual pain."

7:65 rick.dove@stevens.edu, attributed copies permitted

Senior Managers Worst Information Security OffendersAs companies look for solutions to protect the integrity of their networks, data centers, and computer systems, an unexpected threat is lurking under the surface — senior management. According to a new survey, 87% of senior managers frequently or occasionally send work materials to a personal email or cloud account to work remotely, putting that information at a much higher risk of being breached. 58% of senior management reported having accidentally sent the wrong person sensitive information (PDF), compared to just 25% of workers overall.

Nearly half (45%) of senior management acknowledge that the C-suite and senior leadership themselves are responsible for protecting their companies against cyber-attacks.Yet, 52% of this same group indicated they are falling down on the job, rating corporate America’s ability to respond to cyber-threats at a “C” grade or lower.Rank-and-file workers differ in their opinions about cyber security accountability, with 54% of those respondents saying IT professionals are responsible for putting the right safeguards in place

2013 study

7:66 rick.dove@stevens.edu, attributed copies permitted

Synergistic Security – EmbraceableThe Evergreen Aviation and Space Museum – home of the world-famous Spruce Goose airplane – constructed a new facility with a 232-seat IMAX theater, conference center and open gallery space for displaying aircraft. An 80-foot tall atrium is enclosed by glass on the north and south sides, and the lobby and two mezzanine levels open onto it, where biplanes and triplanes are suspended from the ceiling. To provide sweeping views of the interior and preserve the expansive feel of the space, the architects designed two open staircases. An enclosed staircase set in the back of the building would provide emergency egress in case of a fire. During construction, the building management team requested a design change that eliminated the enclosed emergency stairs at the back of the building. To meet building codes, the architects were required to redesign one of the existing open staircases to provide a fire-safe exit. That late in the project, enclosing one of the very prominent staircases with masonry, gypsum or similar fire-blocking materials would have conflicted with the overall building design and marred a dramatic feature

– three-story-high stairs that opened onto the atrium. To address this challenge, the architects proposed instead to use fire-rated glass and frames to enclose the stairs. To meet the various design and code requirements for the enclosed staircase, the fire-rated glass had to do quadruple duty: 1) be clear and wireless with frames that matched the building’s exterior glazed curtain wall as closely as possible; 2) block the spread of flames and smoke for up to two hours; 3) shield people exiting the building from the high heat of a structural fire; and 4) provide safety impact resistance since the glass would be in a floor-to-ceiling configuration. Scott/Edwards found the solution with Pilkington Pyrostop™ fire-rated glass and Fireframes® Curtainwall Series fire-rated frames from Technical Glass Products, Snoqualmie, Washington. The glass looks like ordinary window glass and provides a clear view in and out of the stairs. The curtain wall frames and doors are sleek and slender, unlike the bulky wrap-around style of traditional hollow metal steel. Together, the glass and frames are fire-rated for two hours and meet the highest impact safety ratings for glazing . Why does construction architecture exhibit and cater to aesthetic values? Perhaps because

practitioners are schooled in the arts and human needs as well as structural engineering.

7:67 rick.dove@stevens.edu, attributed copies permitted

Harmony: Attractive Things Work Better“Noam Tractinsky, an Israeli scientist, was puzzled. Attractive things certainly should be preferred over ugly ones, but why would they work better? Yet two Japanese researchers, Masaaki Kurosu and Kaori Kashimura, claimed just that. They developed two forms of automated teller machines. Both forms were identical in function, the number of buttons, and how they worked, but one had the buttons and screens arranged attractively, the other unattractively. Surprise! The Japanese found that the attractive ones were easier to use. Tractinsky was suspicious. Maybe the experiment had flaws. Or perhaps the result would be true of Japanese, but certainly not of Israelis. “Clearly,” said Tractinsky, “aesthetic preferences are culturally dependent.” Moreover, he continued, “Japanese culture is known for its aesthetic tradition,” but Israelis? Nah, Israelis are action oriented—they don’t care about beauty. So Tractinsky redid the experiment. He got the ATM layouts from Kurosu and Kashimura, translated them from Japanese into Hebrew, and designed a new experiment, with rigorous methodological controls. Not only did he replicate the Japanese findings, but the results were stronger in Israel than in Japan, contrary to his belief that beauty and function “were not expected to

correlate” –Tractinsky was so surprised that he put that phrase “were not expected” in italics, an unusual thing to do in a scientific paper. This is a surprising conclusion. In the early 1900s, Herbert Read, who wrote numerous books on art and aesthetics stated that "it requires a somewhat mystical theory of aesthetics to find any necessary connection between beauty and function,” and that belief is still common today. How could aesthetics affect how easy something is to use?

Book Chapter: www.jnd.org/dn.mss/CH01.pdf

7:68 rick.dove@stevens.edu, attributed copies permitted

Complete RethinkPaul Makovsky, www.metropolismag.com/story/20100317/a-complete-rethink

Reinventing the Automobile: Personal Urban Mobility for the 21st Century (MIT Press), William J. Mitchell, directs the Smart Cities research group at MIT’s Media Lab, GM’s Christopher E. Borroni-Bird and Lawrence D. Burns (formerly of GM). Interview here with Mitchell about … why designers need to start thinking more holistically.

It’s important to get the technology and the policy right, but in the end, the way you break a logjam is by engaging people’s imagination, people’s desire, by creating things that they never thought of before. This is something that Apple has led the way in. Create sexy prototypes and convincing small-scale pilot projects in sympathetic environments.

It’s about systems thinking, about how everything is related to everything else. How do you get designers—whether they’re car designers or architects or urban planners—to take this bigger-picture, more holistic approach? One of the huge problems with design is the traditionally defined disciplines. You’re an architect or a graphic designer or a silicon-chip designer or an interaction designer, blah blah, blah. The big, important design issues just don’t fall in these categories anymore. So…we take architects, urban designers, economists, mechanical engineers, electrical geeks, and we put them together into an intense multidisciplinary design environment, and it’s everyone’s responsibility to contribute to everything and educate the rest of the group as necessary on the issues that you know most about.” We knew nothing about battery technology when we started, but one of the great adventures of MIT is you can walk down the hall and find the world’s leading expert. The strategy is to go out, find what you need to know, and bring it back to the design project.The fundamental professional skill of a designer these days is strategically investing learning time. You must be able to say, “OK, there is an immensity of stuff out there to learn, but this is what’s important to instantly learn for this project.” You can never say, “Well, I’m an architect, so I don’t do battery technology.” Engineering and business schools are starting to learn how important design is, how the most effective way of adding economic value is to do clever design, but they don’t have a clue yet how to do it.

GM/Segway PUMA concept car (left) -- MIT Media Lab’s CityCar (middle and right)

7:69 rick.dove@stevens.edu, attributed copies permitted

Balancing Requisite Variety & Parsimony(sometimes on the head of a pin)

Marc Stiegler, www.infoq.com/presentations/Security-vs-Security-Architecture

More Authority

SecurityEffectiveness

Give person/object everything they needand nothing else

Principle of Least Authority (POLA)

7:70 rick.dove@stevens.edu, attributed copies permitted

www.indiegogo.com/projects/flow-hive-honey-on-tap-directly-from-your-beehive

Data: 2-Mar-2015

File5.3

7:71 rick.dove@stevens.edu, attributed copies permitted

It may seem that big problems require big solutions, but ad man Rory Sutherland says many flashy, expensive fixes are just obscuring better, simpler answers. To illustrate, he uses behavioral economics and hilarious examples.From unlikely beginnings as a classics teacher to his current job as Vice Chairman of Ogilvy Group, Rory Sutherland has created his own brand of the Cinderella story. He joined Ogilvy & Mather's planning department in

1988, and became a junior copywriter, working on Microsoft's account in its pre-Windows days. An early fan of the Internet, he was among the first in the traditional ad world to see the potential in these relatively unknown technologies. An immediate understanding of the possibilities of digital technology and the Internet powered Sutherland's meteoric rise. He continues to provide insight into advertising in the age of the Internet and social media through his blog at Campaign's Brand Republic site, his column "The Wiki Man" at The Spectator and his busy Twitter account."Rory is the original advocate of '360-degree branding,' a persuasive and charismatic speaker and has a tremendous knack for making ideas come to life in an easily digestible way. He has been walking the walk longer than anyone."Gary Leih, Ogilvy Group Chairman

Guest Speaker – Rory SutherlandSweat the Small Stuff – April 2010

Video and text above at: www.ted.com/talks/rory_sutherland_sweat_the_small_stuff.html

Good for 678 Harmony section, and for eventual Design Quality course .Ideas for Cultural Change

File12.5

7:72 rick.dove@stevens.edu, attributed copies permitted

Guest Speaker: Dave SnowdenIntroduction to the Cynefin Framework

Video: http://cognitive-edge.com/library/more/video/introduction-to-the-cynefin-framework/ Text: Dave Snowden (Wikipedia)

File8 .5

David John Snowden (born April 1, 1954) is a Welsh academic, consultant, and researcher in the field of knowledge management. He is the founder and Chief Scientific Officer of Cognitive Edge, a research network focusing on complexity theory in sensemaking.Snowden, a thought leader on the application of complexity theory to organizations, tacit knowledge and an observer in the way knowledge is used in organizations; has written articles and scholarly works on leadership, knowledge management, strategic thinking, strategic planning, conflict resolution, weak signal detection, decision support, and organisational development.

He holds an MBA from Middlesex University, and a BA in Philosophy from Lancaster University; and started his active career life with Data Sciences Ltd (formerly Thorn EMI software), acquired by IBM in 1996. He was the Director of IBM's Institute for Knowledge Management, and the founder of the Cynefin Center for Organizational Complexity. Snowden developed the Cynefin (Ken-ev-in) framework, a practical application of complexity theory to management science.

70 minute full theory Video & Slides: www.infoq.com/presentations/Agile-Theory

7:73 rick.dove@stevens.edu, attributed copies permitted

Sir Ken Robinson makes an entertaining and profoundly moving case for creating an education system that nurtures (rather than undermines) creativity.Why don't we get the best out of people? Sir Ken Robinson argues that it's because we've been educated to become good workers, rather than creative thinkers. Students with restless minds and bodies -- far from being cultivated for their energy and curiosity -- are ignored or even stigmatized, with terrible consequences.

"We are educating people out of their creativity," Robinson says. It's a message with deep resonance. Robinson's TEDTalk has been distributed widely around the Web since its release in June 2006. The most popular words framing blog posts on his talk? "Everyone should watch this.”A visionary cultural leader, Sir Ken led the British government's 1998 advisory committee on creative and cultural education, a massive inquiry into the significance of creativity in the educational system and the economy, and was knighted in 2003 for his achievements. His latest book, The Element: How Finding Your Passion Changes Everything, a deep look at human creativity and education, was published in January 2009.

Must see: www.youtube.com/watch?v=yJAL21IE9fY&feature=related 60 minutes

Guest Speaker – Ken RobinsonSchools Kill Creativity (20 min)

Video and text above at: www.ted.com/talks/ken_robinson_says_schools_kill_creativity.html

7:74 rick.dove@stevens.edu, attributed copies permitted

Guest Speaker – Thomas BarnettThe Pentagon's new map for war and peace (24 min)

In this bracingly honest and funny talk, international security strategist Thomas P.M. Barnett outlines a post-Cold War solution for the foundering US military: Break it in two. He suggests the military re-form into two groups: a Leviathan force, a small group of young and fierce soldiers capable of swift and immediate victories; and an internationally supported network of System Administrators, an older, wiser, more diverse organization that actually has the diplomacy and power it takes to build and maintain peace.

Thomas P.M. Barnett's bracing confidence and radical recommendations make him a powerful force shaping the future of the US military. In his book The Pentagon's New Map: War and Peace in the Twenty-First Century, Barnett draws on a fascinating combination of economic, political and cultural factors to predict and explain the nature of modern warfare. He presents concrete, world-changing strategies for transforming the US military -- adrift in the aftermath of the Cold War and 9/11 -- into a two-tiered power capable not only of winning battles, but of promoting and preserving international peace. Thomas has been a senior adviser to military and civilian leaders in a range of offices, including the Office of the Secretary of Defense, the Joint Staff, Central Command and Special Operations Command. During the tumultuous period from November 2001 to June 2003, he advised the Pentagon on transforming military capabilities to meet future threats. He led the five-year NewRuleSet.Project, which studied how globalization is transforming warfare. The study found, among other things, that when a country's per-capita income rises above ~$3,000, war becomes much less likely. Barnett is unusually outspoken in a field cloaked in secrecy. His follow-up book is Blueprint for Action: A Future Worth Creating. He also maintains a prolific blog, where he covers current global events. Video and text above at: http://www.ted.com/index.php/talks/view/id/33

7:75 rick.dove@stevens.edu, attributed copies permitted

Video and audio at: www.infoq.com/interviews/appelo-management

SummaryJurgen Appelo talks about his book "Management 3.0: Leading Agile Developers, Developing Agile Leaders", how Complexity Science helps to understand Agile teams, and much more.

BioJurgen Appelo is a writer, speaker, trainer, entrepreneur, illustrator, developer, manager, and more. He writes a blog at www.noop.nl about development management, software engineering, business improvement, personal development, and complexity theory. He wrote "Management 3.0: Leading Agile Developers, Developing Agile Leaders" and is also a regular speaker at business seminars and conferences.

Guest Speaker: Jurgen Appelo Sep 28 2012 • QCon New York 2012 (File22.5)

Some Gems of Thought:• Use a virus injected into the

social environment that gets taken up by others.

• Anticipate – Adapt – Experiment (last is ignored by a lot of agile teams – no time is allowed)

• Managers: realize that you are managing the system and not the people – garden metaphor.

• [Agile is focused on the social and human issues that enable system success – and every body has dogmatic/brand-specific best practices - but they need enabled by an agile architecture.]

• Tell a story – rather than provide a vision and mission statement.

• Lean Startup movement has a good focus on both small (incremental) and large (pivot) improvements.

• (there are more)

7:76 rick.dove@stevens.edu, attributed copies permitted

Murray Gell-Mann brings visibility to a crucial aspect of our existence that we can't actually see: elemental particles. He won the Nobel Prize in Physics for introducing quarks, one of two fundamental ingredients for all matter in the universe.He's been called "the man with five brains" -- and Murray Gell-Mann has the resume to prove it. In addition to being a

Nobel laureate, he is an accomplished physicist who's earned numerous awards, medals and honorary degrees for his work with subatomic particles, including the groundbreaking theory that the nucleus of an atom comprises 100 or so fundamental building blocks called quarks.Gell-Mann's influence extends well beyond his field: He's a member of the National Academy of Sciences, the American Academy of Arts and Sciences, and the Council on Foreign Relations. He also serves on the board of the Wildlife Conservation Society and is a director of Encyclopedia Britannica. Gell-Mann, a professor emeritus of Caltech, now heads the evolution of human languages program at the Santa Fe Institute, which he cofounded in 1984.A prolific writer -- he's penned scores of academic papers and several books, including The Quark and the Jaguar -- Gell-Mann is also the subject of the popular science biography Strange Beauty: Murray Gell-Mann and the Revolution in 20th-Century Physics.

Video and text above at: www.ted.com/index.php/talks/murray_gell_mann_on_beauty_and_truth_in_physics.html

Guest Speaker – Murray Gell-MannBeauty and truth in physics

File16

7:77 rick.dove@stevens.edu, attributed copies permitted

"Can we create new life out of our digital universe?" Craig Venter asks. His answer is "yes" -- and pretty soon. He walks through his latest research and promises that we'll soon be able to build and boot up a synthetic chromosome.Craig Venter, the man who led the private effort to sequence the human genome, is hard at work now on even more potentially world-changing projects.

First, there's his mission aboard the Sorcerer II, a 92-foot yacht, which, in 2006, finished its voyage around the globe to sample, catalogue and decode the genes of the ocean's unknown microorganisms. Quite a task, when you consider that there are tens of millions of microbes in a single drop of sea water. Then there's the J. Craig Venter Institute, a nonprofit dedicated to researching genomics and exploring its societal implications. In 2005, Venter founded Synthetic Genomics, a private company with a provocative mission: to engineer new life forms. Its goal is to design, synthesize and assemble synthetic microorganisms that will produce alternative fuels, such as ethanol or hydrogen. He was on Time magazine's 2007 list of the 100 Most Influential People in the World. In early 2008, scientists at the J. Craig Venter Institute announced that they had manufactured the entire genome of a bacterium by painstakingly stitching together its chemical components. By sequencing a genome, scientists can begin to custom-design bootable organisms, creating biological robots that can produce from scratch chemicals humans can use, such as biofuel.

Guest Speaker – Craig VentnorOn the verge of creating synthetic life (16 min)

Video and text above at: www.ted.com/index.php/talks/craig_venter_is_on_the_verge_of_creating_synthetic_life.html

7:78 rick.dove@stevens.edu, attributed copies permitted

Even as mega-banks topple, Juan Enriquez says the big reboot is yet to come. But don't look for it on your ballot -- or in the stock exchange. It'll come from science labs, and it promises keener bodies and minds. Our kids are going to be ... different.Juan Enriquez thinks and writes about the profound changes that genomics and other life sciences will cause in business, technology, politics and society.

A broad thinker who studies the intersection of science, business and society, Juan Enriquez has a talent for bridging disciplines to build a coherent look ahead. Enriquez was the founding director of the Harvard Business School Life Sciences Project, and has published widely on topics from the technical (global nucleotide data flow) to the sociological (gene research and national competitiveness), and was a member of Celera Genomics founder Craig Venter's marine-based team to collect genetic data from the world's oceans. Formerly CEO of Mexico City's Urban Development Corporation and chief of staff for Mexico's secretary of state, Enriquez played a role in reforming Mexico's domestic policy and helped negotiate a cease-fire with Zapatista rebels. He is a Managing Director at Excel Medical Ventures, a life sciences venture capital firm, and the chair and CEO of Biotechonomy, a research and investment firm helping to fund new genomics firms. The Untied States of America, his latest book, looks at the forces threatening America's future as a unified country.

Guest Speaker – Jaun EnriquezMindboggling science and the arrival of Homo evolutis (18 min)

Video and text above at: www.ted.com/index.php/talks/juan_enriquez_shares_mindboggling_new_science.html

7:79 rick.dove@stevens.edu, attributed copies permitted

Jeff Hawkins pioneered the development of PDAs such as the Palm and Treo. Now he's trying to understand how the human brain really works, and adapt its method -- which he describes as a deep system for storing memory -- to create new kinds of computers and tools.Jeff Hawkins' Palm PDA became such a widely used productivity tool during the 1990s that some fanatical users claimed it replaced their brains. But Hawkins' deepest

interest was in the brain itself. So after the success of the Palm and Treo, which he brought to market at Handspring, Hawkins delved into brain research at the Redwood Center for Theoretical Neuroscience in Berkeley, Calif., and a new company called Numenta. Hawkins' dual goal is to achieve an understanding of how the human brain actually works -- and then develop software to mimic its functionality, delivering true artificial intelligence. In his book On Intelligence (2004) he lays out his compelling, controversial theory: Contrary to popular AI wisdom, the human neocortex doesn't work like a processor; rather, it relies on a memory system that stores and plays back experiences to help us predict, intelligently, what will happen next. He thinks that "hierarchical temporal memory" computer platforms, which mimic this functionality (and which Numenta might pioneer), could enable groundbreaking new applications that could powerfully extend human intelligence.

Guest Speaker – Jeff HawkinsBrain science is about to fundamentally change computing (21 min)

Video and text above at: www.ted.com/index.php/speakers/jeff_hawkins.html

7:80 rick.dove@stevens.edu, attributed copies permitted

Don’t Come to the Dark SideAcquisition Lessons from a Galaxy Far, Far Away

Lt. Col. Dan Ward, USAF, Defense AT&L: Better Buying Power • September–October 2011

After watching the climactic battle scene in Return of the Jedi for the first time, my 8-year-old daughter said, “They shouldn’t build those Death Stars anymore. They keep getting blown up.” She may be a little short for a stormtrooper, but she’s got a point.

Yes, the Empire should stop building Death Stars. It turns out the DoD shouldn’t build them either, metaphorically speaking. What sort of system fits into this category? I’ll resist the urge to give specific examples and instead will simply point out that any enormous project that is brain-meltingly complex, ravenously consumes resources, and aims to deliver an Undefeatable Ultimate Weapon is well on its way to becoming a Death Star, and that’s not a good thing.

Ward is a branch chief in the Science, Technology and Engineering Directorate, Office of the Secretary of the Air Force for Acquisition (SAF/AQRT) .

He holds degrees in systems engineering, electrical engineering, and engineering management. He is Level III certified in SPRDE,Llevel III in PM, and Level I in T&E and IT.

More than one writer inexplicably complimented

Vader’s leadership style, conveniently overlooking

his use of telekinetic strangulation as a primary

motivational approach.

A Death Star is an Empire weapon that aims to

intimidate opponents into submission. Droids are

Republic technology. They don’t intimidate anyone.

Instead, they earn their keep by being useful and

practical.

7:81 rick.dove@stevens.edu, attributed copies permitted

Nothing is Too Hard

Phony Cisco Equipment Made in ChinaSANS NewsBites, December 8, 2009 -- Two men have been charged in connection with a scheme in which they allegedly passed off networking equipment purchased in China as Cisco products. Christopher Myers and Timothy Weatherly allegedly packaged the equipment in boxes with phony Cisco labels and included copies of Cisco manuals. They allegedly sold the equipment online. Both have been charged with conspiracy, trafficking in counterfeit goods, and trafficking in counterfeit labels. Myers is also accused of accessing a website to obtain Cisco serial numbers to attach to the products he and Weatherly sold.

Counterfeit chips from China sold to NavySlashdot 25 Nov 2009: “Neil Felahy of Newport Coast, California, has pleaded guilty to conspiracy and counterfeit-goods trafficking for his role in a chip-counterfeiting scam. Felahy, along with his wife and her brother, operated several microchip brokerage companies under a variety of names, including MVP Micro, Red Hat Distributors, Force-One Electronics and Pentagon Components. 'They would buy counterfeit chips from China or else take legitimate chips, sand off the brand markings and melt the plastic casings with acid to make them appear to be of higher quality or a different brand,' the US Department of Justice said in a press release. The chips were then sold to Naval Sea Systems Command, the Washington, DC group responsible for maintaining the US Navy's ships and systems, as well as to an unnamed vacuum-cleaner manufacturer in the Midwest.”

7:82 rick.dove@stevens.edu, attributed copies permitted

Who You Gonna Trust?

Olympus Ships Cameras with Virus on Memory CardSlashdot June 08, 2010: "Olympus Japan has issued a warning to customers who have bought its Stylus Tough 6010 digital compact camera that it comes with an unexpected extra — a virus on its internal memory card. The Autorun worm cannot infect the camera itself, but if it is plugged into a Windows computer's USB port, it can copy itself onto the PC, then subsequently infect any attached USB device. Olympus says it 'humbly apologizes' for the incident, which is believed to have affected some 1,700 units. The company said it will make every effort to improve its quality control procedures in future. Security company Sophos says that more companies need to wake up to the need for better quality control to ensure that they don't ship virus-infected gadgets. At the same time, consumers should learn to always ensure Autorun is disabled, and scan any device for malware before they use it on their computer."

HTC Android Phones Found With Malware Pre-InstalledSlashdot March 09, 2010: "Security researchers have found that Vodafone, one of the world's larger wireless providers, is distributing some HTC phones with malware pre-installed on them. The phone, HTC's Magic, runs the Google Android mobile operating system, and is one of the more popular handsets right now. A researcher at Panda Software received one of the handsets recently, and upon attaching it to her PC, found that the phone was pre-loaded with the Mariposa bot client. Mariposa has been in the news of late thanks to some arrests connected to the operation of the botnet."

7:83 rick.dove@stevens.edu, attributed copies permitted

Early Reality-Facing Security Examples

• Buffer overflows – coders will create them, QA will miss themAMD solution: New processors will stop them (colluding with compilers)

• Access-rights to critical resources will be abusedMilitary solution: Two-person access required

• Credit Card Theft – eSites will make it easy to re-orderSouthwest Air solution: Retain the trivial info, don't retain the number

• M&A interconnect will occur quicklyCisco solution: Strategic fast integration process with SWAT team

• Known vulnerabilities will exist in systemsSygate solution: Magellan real-time network node states

• Zero-Day Exploits will defy patch development/distribution/test cyclesBlue Lane Solution: Zero-day in-line exploit block

• Foreign equipment of contractors/employees will access networkSygate solution: End-point equipment-condition access monitor

• Many/complex/changing passwords – users will write them downAnonymous solution: write all into one encrypted user file

• Rogue employees will be bought or go postalSilterra solution: Assume penetration, implement accordingly

7:84 rick.dove@stevens.edu, attributed copies permitted

General Security Strategy (Malaysian semiconductor foundry)

Risk-analysis mathematical-models are not employed:Low/med/high ratings are sufficient metricsThreat/risk model is conceptual aid, not rigid world view

Initial strategy focuses on procedures and behavior factorsBasic security-prudence in place (firewalls, etc)Strategy assumes penetrationStrategy assumes constant unpredictable threat changeHigh performance-to-price ratio of procedures

permits erring on protective side w/o financial penalty

Agile system principles augmented for security strategy guidanceAgile procedures designed to facilitate real-time change:

1) to correct for incorrect risk assessment2) to escalate in pace with (anticipation of) threat escalation

Unpublished paper: "MyFab Security Strategy – Concepts, Supporting Policies, and Procedures," Silterra April 3, 2002

7:85 rick.dove@stevens.edu, attributed copies permitted

FLOATING EXERCISE1. Refer to the article:

Dual Status Command for No Notice Events Integrating Military Response to Domestic Disasters

www.hsaj.org/?download&mode=dl&h&w&drm=resources/volume7/issue1/pdfs/&f=7.1.4.pdf&altf=7.1.4.pdf

2. Build an Architectural Concept Diagram

Generate one slide:1: Architectural Concept Diagram

Won’t be done – can’t fit it in the schedule

7:86 rick.dove@stevens.edu, attributed copies permitted

Supply Chain Hacking

Slashdot March 09, 2010: online retailer NewEgg confirmed that a shipment of Core i7s were indeed fake, and apologized

7:87 rick.dove@stevens.edu, attributed copies permitted

System: Dual Status Command for No Notice Events

aaaaaaaaaa cccccccccccbbbbbbbbbb ddddddddd fffffffff

Infrastructure evolution

System assembly

Module mix

Module inventory

zzzzzzzzzzzzyyyyyyyyyyyyy

xxxxxxxxxxxxxxxxwwwwwwwwwwwwww

Infrastructure

qqqqqqqq rrrrrrrrrrrpppppp

Drag & Drop Modules

Plug & Play Rules

IntegrityManagement

Active

Passive

(who?)

(Who?)

(who?)

(who?)

vvvvvvvvvvuuuuuuuuuuu

7:88 rick.dove@stevens.edu, attributed copies permitted

Case Study Introduction

Agile QRC – For either acquisition or supply side Agile SIL to support QRC F35 Middleware and Cots F6 – Fractionated Satellite Deployment (ground or space) or … instructor’s latest whim

Maybe John Boyd…70min + 10-10-10-4 Maybe Will to Live (60)

No case study today, here

7:89 rick.dove@stevens.edu, attributed copies permitted

Murray Gell-Mann brings visibility to a crucial aspect of our existence that we can't actually see: elemental particles. He won the Nobel Prize in Physics for introducing quarks, one of two fundamental ingredients for all matter in the universe.He's been called "the man with five brains" -- and Murray Gell-Mann has the resume to prove it. In addition to being a

Nobel laureate, he is an accomplished physicist who's earned numerous awards, medals and honorary degrees for his work with subatomic particles, including the groundbreaking theory that the nucleus of an atom comprises 100 or so fundamental building blocks called quarks.Gell-Mann's influence extends well beyond his field: He's a member of the National Academy of Sciences, the American Academy of Arts and Sciences, and the Council on Foreign Relations. He also serves on the board of the Wildlife Conservation Society and is a director of Encyclopedia Britannica. Gell-Mann, a professor emeritus of Caltech, now heads the evolution of human languages program at the Santa Fe Institute, which he cofounded in 1984.A prolific writer -- he's penned scores of academic papers and several books, including The Quark and the Jaguar -- Gell-Mann is also the subject of the popular science biography Strange Beauty: Murray Gell-Mann and the Revolution in 20th-Century Physics.

Video and text above at: www.ted.com/index.php/talks/murray_gell_mann_on_beauty_and_truth_in_physics.html

Guest Speaker – Murray Gell-MannBeauty and truth in physics

File16

7:90 rick.dove@stevens.edu, attributed copies permitted

IDEO’s David Kelley says that product design has become much less about the hardware and more about the user experience. He shows video of this new, broader approach, including footage from the Prada store in New York.David Kelley is a designer -- of products, details, environments, his own industry-leading workplace, and now a groundbreaking design school at Stanford.

Kelley was working (unhappily) as an electrical engineer when he heard about Stanford's cross-disciplinary Joint Program in Design, which merged engineering and art. What he learned there -- debate, openness to new approaches, a desire to solve fundamental problems with design -- he has maintained in his professional life as a designer.In 1978, he co-founded a design firm that ultimately became IDEO, now renowned worldwide for its innovative, user-centered approach to design. IDEO works with a range of clients -- from fast food conglomerates to high tech startups, hospitals to universities -- building everything from a life-saving portable defibrillator to the defining details at the groundbreaking Prada shop in Manhattan (IDEO designed those famous see-through dressing rooms). Based in Palo Alto, Calif., IDEO has grown to seven offices and 400+ employees worldwide.Now chairman of IDEO, Kelley has also been teaching design at Stanford for more than 25 years. He's now leading the university's brand-new d.school -- an interdisciplinary institute for educating innovative designers and thinkers.

Guest Speaker – David kelleyThe future of design is human-centered (17 min)

Video and text above at: www.ted.com/index.php/talks/david_kelley_on_human_centered_design.html

7:91 rick.dove@stevens.edu, attributed copies permitted

Design critic Don Norman turns his incisive eye toward beauty, fun, pleasure and emotion, as he looks at design that makes people happy. He names the three emotional cues that a well-designed product must hit to succeed.He studies how real people interact with design, exploring the gulf between what a designer intends and what a regular person actually wants. This has resulted in some classic books, including “The Design of Everyday Things.”

Don Norman is an anthropologist of modern life, studying the way we humans interact with our designed world. Though he has a slight reputation as a grumpy critic, his work is generous and insightful -- he wants nothing less than to close the gap between products and their users. If you've ever fought with an automatic faucet in an airport bathroom, or wondered which button to press in the anonymous row on top of your printer, it's good to know that Norman is in your corner. He's the author of a raft of books on design and the way we humans interact with it, including the classic "Design of Everyday Things." His next book, says his website, will be about sociable design.Norman began his career as an academic, working in psychology and then cognitive science at UCSD. In the mid-'90s, he joined Apple and ended up in their Advanced Technology Group, and later worked for HP, before returning to university life. He's now the co-director of an innovative combined MBA and MEM program (called MMM) at Northwestern University. He's also a cofounder of the usability consultancy Nielsen Norman Group.

Guest Speaker – Don NormanThe three ways that good design makes you happy (13 min)

Video and text above at: www.ted.com/index.php/talks/don_norman_on_design_and_emotion.html

7:92 rick.dove@stevens.edu, attributed copies permitted

Simplicity: We know it when we see it -- but what is it, exactly? In this funny, philosophical talk, George Whitesides chisels out an answer.In his legendary career in chemistry, George Whitesides has been a pioneer in microfabrication and nanoscale self-assembly. Now, he's fabbing a diagnostic lab on a chip.

Someday Harvard chemistry professor George Whitesides will take the time to look back on the 950 scientific articles he's coauthored, the dozen companies he's co-founded or the 50-plus patents on which he's named. (He works in four main areas: biochemistry, materials science, catalysis and physical organic chemistry.) In the meantime, he's trying to invent a future where medical diagnosis can be done by anyone for little or no cost. He's co-founded a nonprofit called Diagnostics for All that aims to provide dirt-cheap diagnostic devices, to provide healthcare in a world where cost is everything.

Among his solutions is a low-cost "lab-on-a-chip," made of paper and carpet tape. The paper wicks bodily fluids -- urine, for example -- and turns color to provide diagnostic information, such as how much glucose or protein is present. His goal is to distribute these simple paper diagnostic systems to developing countries, where people with basic training can administer tests and send results to distant doctors via cameraphone."Most of the world is self-assembly. We are self-assembled systems."George Whitesides

Guest Speaker – George WhitesideToward a science of simplicity (19 min)

Video and text above at: www.ted.com/talks/george_whitesides_toward_a_science_of_simplicity.html

7:93 rick.dove@stevens.edu, attributed copies permitted

Engineer RA Mashelkar shares three stories of ultra-low-cost design from India that use bottom-up rethinking, and some clever engineering, to bring expensive products (cars, prosthetics) into the realm of the possible for everyone.Using a principle he calls “convex lens leadership,” R.A. Mashelkar’s vision has catapulted India’s talent for science and innovation onto the international stage.

R.A. Mashelkar holds a long list of directorships, degrees and awards, all focused on advancing science and inclusive innovation in india. He's the president of the Global Research Alliance. While promoting and leading research agencies, he also has spearheaded efforts to protect traditional knowledge and expand intellectual property rights. Known for his pioneering scientific contributions in polymer science, he is now propagating the principles of gandhian engineering, a system of development aligned with sustainability principles to create more useful goods and services for more people using fewer resources.

Guest Speaker – R.A. MashelkarBreakthrough designs for ultra-low-cost products (File20)

Video and text above at: www.ted.com/talks/r_a_mashelkar_breakthrough_designs_for_ultra_low_cost_products.html

7:94 rick.dove@stevens.edu, attributed copies permitted

Reality is broken, says Jane McGonigal, and we need to make it work more like a game. Her work shows us how. Games like World of Warcraft give players the means to save worlds, and incentive to learn the habits of heroes. What if we could harness this gamer power to solve real-world problems? Jane McGonigal says we can, and explains how.

In the best-designed games, our human experience is optimized: We have important work to do, we're surrounded by potential collaborators, and we learn quickly and in a low-risk environment. In her work as a game designer, she creates games that use mobile and digital technologies to turn everyday spaces into playing fields, and everyday people into teammates. McGonigal directs game R&D at the Institute for the Future, a nonprofit forecasting firm where she developed Superstruct, a massively multiplayer game in which players organize society to solve issues that will confront the world in 2019. She masterminded World Without Oil, which simulated the beginning of a global oil crisis and inspired players to change their daily energy habits. McGonigal also works with global companies to develop games that build on our collective-intelligence infrastructure -- like The Lost Ring, a mystery game for McDonald's that became the world’s biggest alternate reality game, played by more than 5 million people. (Not to mention the delightful Top Secret Dance-Off, which taps that space in our brains where embarrassment and joy mingle.) She's working on a book called Reality Is Broken: Why Games Make Us Happy and How They Can Change the World.

Guest Speaker – Jane McGonigalGaming can make a better world (File20)

Video and text above at: www.ted.com/talks/jane_mcgonigal_gaming_can_make_a_better_world.html

7:95 rick.dove@stevens.edu, attributed copies permitted

Ralph Langner is a German control system security consultant. He has received worldwide recognition for his analysis of the Stuxnet malware.When first discovered in 2010, the Stuxnet computer worm posed a baffling puzzle. Beyond its unusually high level of sophistication loomed a more troubling mystery: its purpose. Ralph Langner and team helped crack the code that revealed this digital warhead's final target -- and its

covert origins. In a fascinating look inside cyber-forensics, he explains how.Ralph Langner heads Langner, an independent cyber-security firm that specializes in control systems -- electronic devices that monitor and regulate other devices, such as manufacturing equipment. These devices' deep connection to the infrastructure that runs our cities and countries has made them, increasingly, the targets of an emerging, highly sophisticated type of cyber-warfare. And since 2010, when the Stuxnet computer worm first reared its head, Langner has stood squarely in the middle of the battlefield.As part of a global effort to decode the mysterious program, Langner and his team analyzed Stuxnet's data structures, and revealed what he believes to be its ultimate intent: the control system software known to run centrifuges in nuclear facilities -- specifically, facilities in Iran. Further analysis by Langner uncovered what seem to be Stuxnet's clandestine origins.

Guest Speaker – Ralph LangnerCracking Stuxnet, a 21st-century cyber weapon (File11)

Video and text above at: www.ted.com/talks/ralph_langner_cracking_stuxnet_a_21st_century_cyberweapon.html

7:96 rick.dove@stevens.edu, attributed copies permitted

IDEO’s David Kelley says that product design has become much less about the hardware and more about the user experience. He shows video of this new, broader approach, including footage from the Prada store in New York.David Kelley is a designer -- of products, details, environments, his own industry-leading workplace, and now a groundbreaking design school at Stanford.

Kelley was working (unhappily) as an electrical engineer when he heard about Stanford's cross-disciplinary Joint Program in Design, which merged engineering and art. What he learned there -- debate, openness to new approaches, a desire to solve fundamental problems with design -- he has maintained in his professional life as a designer.In 1978, he co-founded a design firm that ultimately became IDEO, now renowned worldwide for its innovative, user-centered approach to design. IDEO works with a range of clients -- from fast food conglomerates to high tech startups, hospitals to universities -- building everything from a life-saving portable defibrillator to the defining details at the groundbreaking Prada shop in Manhattan (IDEO designed those famous see-through dressing rooms). Based in Palo Alto, Calif., IDEO has grown to seven offices and 400+ employees worldwide.Now chairman of IDEO, Kelley has also been teaching design at Stanford for more than 25 years. He's now leading the university's brand-new d.school -- an interdisciplinary institute for educating innovative designers and thinkers.

Guest Speaker – David kelleyThe future of design is human-centered (17 min)

Video and text above at: www.ted.com/index.php/talks/david_kelley_on_human_centered_design.html

7:97 rick.dove@stevens.edu, attributed copies permitted

The Value of Self Enforcing ProtocolsBruce Schneier, August 10, 2009, http://threatpost.com/blogs/value-self-enforcing-protocols

There are several ways two people can divide a piece of cake in half.  One way is to find someone impartial to do it for them.  This works, but it requires another person.  Another way is for one person to divide the piece, and the other person to complain (to the police, a judge, or his parents) if he doesn’t think it’s fair.  This also works, but still requires another person – at least to resolve disputes.  A third way is for one person to do the dividing, and for the other person to choose the half he wants.That third way, known by kids, pot smokers, and everyone else who needs to divide something up quickly and fairly, is called cut-and-choose.  People use it because it’s a self-enforcing protocol: a protocol designed so that neither party can cheat.

Self-enforcing protocols are useful because they don’t require trusted third parties.  Modern systems for transferring money -- checks, credit cards, PayPal - require trusted intermediaries like banks and credit card companies to facilitate the transfer.  Even cash transfers require a trusted government to issue currency, and they take a cut in the form of seigniorage.  Modern contract protocols require a legal system to resolve disputes. Modern commerce wasn’t possible until those systems were in place and generally trusted, and complex business contracts still aren’t possible in areas where there is no fair judicial system.  Barter is a self-enforcing protocol: nobody needs to facilitate the transaction or resolve disputes.  It just works.Self-enforcing protocols are safer than other types because participants don’t gain an advantage from cheating.  Modern voting systems are rife with the potential for cheating, but an open show of hands in a room – one that everyone in the room can count for himself – is self-enforcing.  On the other hand, there’s no secret ballot, late voters are potentially subjected to coercion, and it doesn’t scale well to large elections.  But there are mathematical election protocols that have self-enforcing properties, and some cryptographers have suggested their use in elections.Here’s a self-enforcing protocol for determining property tax: the homeowner decides the value of the property and calculates the resultant tax, and the government can either accept the tax or buy the home for that price.  Sounds unrealistic, but the Greek government implemented exactly that system for the taxation of antiquities.  It was the easiest way to motivate people to accurately report the value of antiquities.A VAT, or value-added tax, is a self-enforcing alternative to sales tax.  Sales tax is collected on the entire value of the thing at the point of retail sale; both the customer and the storeowner want to cheat the government.  But VAT is collected at every step between raw materials and that final customer; it’s the difference between the price of the materials sold and the materials bought.  Buyers wants official receipts with as high a purchase price as possible, so each buyer along the chain keeps each seller honest. Yes, there’s still an incentive to cheat on the final sale to the customer, but the amount of tax collected at that point is much lower.Of course, self-enforcing protocols aren’t perfect.  For example, someone in a cut-and-choose can punch the other guy and run away with the entire piece of cake.  But perfection isn’t the goal here; the goal is to reduce cheating by taking away potential avenues of cheating.  Self-enforcing protocols improve security not by implementing countermeasures that prevent cheating, but by leveraging economic incentives so that the parties don’t want to cheat.One more self-enforcing protocol.  Imagine a pirate ship that encounters a storm.  The pirates are all worried about their gold, so they put their personal bags of gold in the safe.  During the storm, the safe cracks open, and all the gold mixes up and spills out on the floor.  How do the pirates determine who owns what?  They each announce to the group how much gold they had.  If the total of all the announcements matches what’s in the pile, it’s divided as people announced.  If it’s different, then the captain keeps it all.  I can think of all kinds of ways this can go wrong -- the captain and one pirate can collude to throw off the total, for example -- but it is self-enforcing against individual misreporting.

7:98 rick.dove@stevens.edu, attributed copies permitted

The book is divided into six parts, the first three of which I consider the most relevant and most interesting. In part one, Brooks starts out with a discussion of models for the design process. In particular, he presents his take on how the traditional Rational Model (or the Waterfall Model — its offspring that is better known to computer scientists) is not sufficient to achieve greatness in design because it has a too simplistic and idealistic view of the design process. Brooks then proceeds to discuss better, more iterative models for designing, for example, Boehm's Spiral Model used in software development, which much of the newer so-called agile methodologies are based on. He argues that it is important to have a clear, concise model that can be accompanied by an easy to understand graphical representation, such as a diagram, in order to be able to teach the design process to novice designers.Part two of the book is about collaboration and team design. On large projects there will usually be multiple designers who are forced to work together to produce a single, coherent design. The major stumbling block in team design is achieving conceptual integrity. Brooks suggests that the most important way of achieving this is by empowering a single software architect who has a high-level overview and can make the final call on different, competing design alternatives. I totally agree with this from my own experience of working on large projects where multiple people held design responsibilities. In this part of the book, the author also has a timely chapter on telecollaboration and on the impact of modern technologies, such as videoconferencing via the internet, on team design.Part three, titled Design Principles, contains various essays on budgeting, constraints, and user involvement in the design process. There is also some interesting material on what Brooks calls exemplars in design, i.e. the reuse of previous designs as a whole or in part in creating new designs. My favorite chapter in this section of the book is the one on good style. I find that a good design doesn't just need to be coherent and functional, it also needs to be elegant. Brooks's definition of design style is quite good in my opinion: "Style is a set of different repeated microdecisions, each made the same way whenever it arises, even though the context may be different". Well put.Part four of the book, in which the author outlines his dream software system for designing houses, is the by far weakest part of the book for me. The presented "design" of the dream system is simply a list of high-level features without going into any detail, which is pretty pointless in my opinion. Part five gets more interesting

again with two essays on great designers and how to foster an environment at a company to make designers great. In particular, I like the idea of having designers "eat their own dog food", i.e. forcing them to use the end products of their designs out in the wild (maybe in form of a sabbatical at one of the system's customers). The book concludes with seven chapters on various case studies. While these are certainly interesting, they don't contain any additional essential thoughts on the design process that weren't already presented in the previous parts of the book.The Design of Design is an excellent book from one of the pioneers in computer science. Brooks's writing style is as elegant and enjoyable as ever. While he dates himself in some of his examples, the overarching ideas of the book are timeless and important. Not many books have been written about the design of the design process itself and this book is a valuable addition. It is mostly aimed at designers and people who have spent some time reflecting on the design process itself. The casual reader and people who are more concerned with implementing designs rather than creating the designs themselves might find it somewhat intangible. However, even designers in disciplines other than computer science or software development can gain a lot from the insights in this book. Reviewer: Martin Ecker, 10May2010, http://books.slashdot.org/story/10/05/19/1419216/The-Design-of-Design

One person must have absolute responsibility and authority for final design decisions. This is objective trade-space systems-engineering. A safe bridge is not designed by committee. Politics, management whim, team harmony, and vendor influence cannot be allowed to compromise a sufficiently successful design.

This is a Harmony principle. It helps the user understand and feel comfortable with a system, as it exhibits consistency in identity, you can anticipate and predict its nature rather than rote-learn independent and multiple procedures. Example: Operational menus for applications running on MS Windows

7:99 rick.dove@stevens.edu, attributed copies permitted

Malicious Interfaces and Personalization's Uninviting FutureAbstract: Contrary to conventional wisdom, many computer interfaces don't assist users in accomplishing tasks quickly, easily, and efficiently. A growing number of interfaces, particularly on the Web, seek to frustrate user task accomplishment, instead seeking to manipulate users into taking undesired actions or revealing personal data. In these situations, we argue that the interface designer has become a potent adversary who puts his goals ahead of the user's at the cost of a users' time, attention, and personal information. The authors explore the problem of these malicious interfaces as well as their impact on privacy.References[1] K. Mitnick and W. Simon, The Art of Deception: Controlling the Human Element of

Security, Wiley, 2003.[2] J. Long and J. Wiles, No Tech Hacking: A Guide to Social Engineering, Dumpster Diving,

and Shoulder Surfing, Syngress, 2008.[3] T. Jagatic et al., "Social Phishing," Comm. ACM, vol. 50, no. 10, 2007, pp. 94–100.[4] G. Conti and M. Ahamad, "A Framework for Countering Denial of Information Attacks,"

IEEE Security &Privacy, vol. 3, no. 6, 2005, pp. 50–56.[5] M. Ahamad et al., "Guarding the Next Internet Frontier: Countering Denial of Information

Attacks," Proc. New Security Paradigms Workshop, ACM Press, 2002, pp. 136–143.[6] G. Conti, M. Ahamad, and J. Stasko, "Attacking Information Visualization System

Usability: Overloading and Deceiving the Human," Proc. Symp. Usable Privacy and Security (SOUPS 05), ACM Press, 2005, pp. 89–100.

[7] G. Conti, "Evil Interfaces: Violating the User," Hackers on Planet Earth (HOPE), July 2008; www.thelasthope.orgtalks.html.

[8] K. Poulsen, "Hackers Assault Epilepsy Patients via Computer," Wired,28 Mar. 2008; www.wired.com/politics/security/news/ 2008/03epilepsy.

[9] C. Doctorow, "Future Tense: Pester Power," Comm. ACM, vol. 51, no. 12, 2008, pp. 119–120.

[10] E. Sobiesk and G. Conti, "The Cost of Free Web Tools," IEEE Security &Privacy, vol. 5, no. 3, 2007, pp. 66–68.

[11] C. Daniel and M. Palmer, "Google's Goal: To Organise Your Daily Life," Financial Times Online,22 May 2007; www.ft.com/cms/s/2c3e49548-088e-11dc-b11e-000b5df10621.html .

anti-harmony

7:100 rick.dove@stevens.edu, attributed copies permitted

Malicious Interfaces and Personalization’s Uninviting FutureConti, Gregory and Edward Sobiesk. 2009. IEEE Security & Privacy, 7(3): 64-67. May/June.

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Inducing a Pacemaker Heart AttackMIT Technology Review, 2009 Innovator of the Year, Kevin Fu, University of Massachusetts

www.technologyreview.com/TR35/Profile.aspx?TRID=760&Cand=&pg=1

A pacemaker regulates aberrant heartbeats with gentle metronomic pulses of electricity, while a defibrillator provides a big shock to "reboot" a failing heart. Merged, they form an implantable cardioverter defibrillator, or ICD. The ICD is designed to stop a heart attack in a cardiac patient. But, Fu and Kohno wondered, could it create one instead?Fu's software radio was capable of completely reprogramming a patient's ICD while it was in his or her body. The researchers were able to instruct the device not to respond to a cardiac event, such as an abnormal heart rhythm or a heart attack. They also found a way to instruct the defibrillator to initiate its test sequence--effectively delivering 700 volts to the heart--whenever they wanted.

7:102 rick.dove@stevens.edu, attributed copies permitted

http://diydrones.com/profiles/blog/show?id=705844%3ABlogPost%3A728

"The US has not had to truly think about its air defense since the Cold War. But as America embraces the use of unmanned aerial vehicles, Newsweek says

it's time to consider how our greatest new weapon may come back to bite us. Smaller UAVs' cool, battery-powered engines make them difficult to hit with conventional heat-seeking missiles. And while Patriot missiles can take out UAVs, at $3 million apiece such protection carries a steep

price tag, especially if we have to deal with $500 DIY drones.” slashdot, 27Feb2010, http://tech.slashdot.org/story/10/02/27/1317242/Defending-Against-Drones---------------------------------------------------------------------------------------------------------------------The aim of this project is to both make the world's cheapest full-featured UAV and the first one designed to be within the reach of high school and below kids.Features: In GPS mode, unlimited pre-programmed waypoints, with programmable options such as circle and hold. Ability to integrate other sensors, such as ultrasonic, compass, gyros, accelerometers, or barometric pressure (altitude). With optional bluetooth cellphone integration, control via text message, including dynamical-changed GPS waypoints, "come home" and "circle" commands, etc.

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Remote Control Bombwww.onetrendblog.com/remote-control-bomb/365/

If flying remote control planes doesn’t sound like fun to you… imagine dropping remote controlled bombs while flying a remote control plane.  Sounds a whole lot more exciting, doesn’t it?

That’s what the makers of the $17 Quanum RC Bomb System were thinking, and I have to agree with them.  It looks fairly realistic, and is simple to install for any RC plane enthusiast.  It sticks to the underside of and .25 size or larger RC aircraft, and is triggered by an extra servo channel in your receiver.  That means you can drop it at just the right moment to assault your target.

The bomb is made of a durable nylon material, and can be filled with anything your evil mind can come up with.    It also comes with a custom release plate, so you can use it to drop items other than the bomb, such as flowers… but somehow I don’t think I’d ever use that function!

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ProtocolsJohn Doyle. 2002. (Excerpts from “Robustness and the Internet”)

Abstract: This article uses the Internet as a starting point to illustrate universal aspects of complex systems throughout technology and biology. Complexity in most systems is driven by the need for robustness to uncertainty in their environments and component parts far more than by basic functionality. Protocols organize highly structured and complex modular hierarchies to achieve robustness, but also create fragilities to rare or neglected perturbations. All of this complexity is largely hidden, deliberately creating the illusion of superficially simple systems, which encourages development of specious theories. We claim these are also the most important and universal features of complex systems.

Important 683 stuff here, maybe also 678

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Hackers Manipulate LA Traffic SignalsSANS NewsBites, December 8, 2009 --Two Men Get Probation for Manipulating LA Traffic Signals (December 1, 2009) Two men who broke into the computer system that controls Los Angeles, California's traffic signals have been sentenced to two years probation.Gabriel Murillo and Kartik Patel accessed the computers in 2006 during a labor strike and reprogrammed certain signals to create significant traffic backups at intersections. The men must also pay US $6,250 in restitution and perform 240 hours of community service.http://latimesblogs.latimes.com/lanow/2009/12/engineers-who-hacked-in-la-traffic-signal-computers-jamming-traffic-sentenced.html

[Editor's Comment (Northcutt): What a lame judge, what a great legal team Gabriel Murillo and Kartik Patel must have. Hacking traffic lights in a major city? That is right up there with disabling 911. And the news stories say they didn't cause any traffic accidents; I seriously doubt that is true, can you say LA cover up?http://cbs2.com/local/Traffic.Signals.Los.2.526583.htmlhttp://www.computerworld.com/s/article/9007751/Two_charged_with_hacking_LA_traffic_lightshttp://www.v3.co.uk/vnunet/news/2230263/los-angeles-engineers-pled]

 

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Calif police department on alert for deadly traps19Mar2010, Thomas Watkins, Associated Press, www.salon.com/wires/us/2010/03/19/D9EHJD1G0_us_police_booby_traps/index.html

Police in rural Riverside County are on edge. Someone is trying to kill them.First, a natural gas pipe was shoved through a hole drilled into the roof of the gang enforcement unit's headquarters. The building filled with flammable vapor but an officer smelled the danger before anyone was hurt. "It would have taken out half a city block," Capt. Tony Marghis said.Then, a ballistic contraption was attached to a sliding security fence around the building. An officer opening the black steel gate triggered the mechanism, which sent a bullet within eight inches of his face.In another attempted booby trap attack, an explosive device was attached to a police officer's unmarked car while he went into a convenience store.Since New Year's Eve, there have been several other booby trap attempts to kill officers, Dana said.Investigators are still trying to determine why officers are being targeted. A prevalent theory is that members of an outlaw motorcycle gang -- the Vagos -- California's largest motorcycle gang, were angered when members of Hemet's anti-gang task force monitored them at a funeral in a church opposite the task force's former headquarters.Meyer said there are about 200 Vagos members in Riverside County. The gang specializes in methamphetamine sales, identity theft and violence, he said."It is incredible and I think unprecedented that police officers in the line of duty could be subjected to these kind of terrorist attempts on their lives," Attorney General Jerry Brown said.

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Reality Factors – TSA Screening Vulnerabilities… as You See It

Organizational Behavior – Survival rules rule, nobody's in control...• Performance metrics, knee jerk open ended reaction

Human Behavior – Human error, whimsy, expediency, arrogance...• Hangover isn’t paying attention, routine produces boredom, fatigue, care of the job

Technology Pace – Accelerating vulnerability-introductions, not fully tested...• ?

System Complexity – Incomprehensible, unintended consequences...• ?

Globalization – Partners with different ethics, values, infrastructures...• ?

Other?• ?

Agile Adversaries – Distributed, collaborative, self organizing, proactive...• Watch and find the weaknesses

Creeping Agile Practices – Outsourcing, webservices, COTS, SOA, transparency...• ?

Kick Start Suggestions

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Hometown Has Been ShutdownPosted on Nov 6th 2008 1:30PM by Kelly WilsonDear AOL Hometown user, We're sorry to inform you that as of Oct. 31, 2008, AOL® Hometown was shut down permanently. We sincerely apologize for any inconvenience this may cause. Sincerely, The AOL Hometown Team

Reader Comments (Page 1 of 2)1. Kelly Wilson, How do I download my Hometown website files? Help. My website is gone. April - Posted at 3:28PM on Nov 6th 2008 by April McKay

2. Is there not a way to obtain the blogs anymore. I was unable to transfer them before oct 31. Please let me know if there is anyway to get them. Thank you Sandra - Posted at 3:59PM on Nov 6th 2008 by Sandra

3. I need my files back. This is crap. You can't just close it and delete our files!!!Posted at 4:34PM on Nov 6th 2008 by Louis

4. HOW DO I GET MY FILES BACK!!Posted at 4:35PM on Nov 6th 2008 by Louis

… and so on ….

www.peopleconnectionblog.com/2008/11/06/hometown-has-been-shutdown

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We're Closing Our Doors – Posted on Sep 30th 2008 10:06AM by Kelly WilsonDear AOL Hometown and Journal's users, We're sorry to inform you that as of Oct. 31, 2008, AOL® Hometown has been shut down permanently. We sincerely apologize for any inconvenience this may cause. Thank you, The AOL Team.

Transferring Your AOL Journals Blog to Blogger.comPosted on Oct 8th 2008 3:34PM by Kelly WilsonDear AOL Journals user, As we wrote in an e-mail on Sept. 30, AOL® Journals will permanently shut down on Oct. 31. It's never an easy decision to shut down a feature, especially one like AOL Journals that some of our members have used for a long time. But with a decline in Journals usage, we have to look carefully at all of AOL's features to make sure we're providing as much value to our members as possible. Though we know this might be an inconvenience, the good news is that we've partnered with Blogger.com to provide a smooth transition for your journal. Blogger is a free service from Google that makes it easy to share your thoughts with friends and the world. Blogger supports most of the features you've come to expect from AOL Journals, and it's easy to get started. If you wish to automatically transfer your journal to Blogger, they will move your posts, comments and photos to your new blog on their service. When you're ready, go to this link to get started. Remember, it's very important to save your Journals content before Oct. 31. If you choose not to move to Blogger, you'll need to save your information manually (for example, by copying and pasting its contents into a word processor). Again, we appreciate your patience and understanding as we make this transition, and we hope you enjoy using Blogger.com. Sincerely, The AOL Journals Team

www.peopleconnectionblog.com/bloggers/kelly-wilson

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Malicious Interfaces and Personalization's Uninviting FutureAbstract: Contrary to conventional wisdom, many computer interfaces don't assist users in accomplishing tasks quickly, easily, and efficiently. A growing number of interfaces, particularly on the Web, seek to frustrate user task accomplishment, instead seeking to manipulate users into taking undesired actions or revealing personal data. In these situations, we argue that the interface designer has become a potent adversary who puts his goals ahead of the user's at the cost of a users' time, attention, and personal information. The authors explore the problem of these malicious interfaces as well as their impact on privacy.References[1] K. Mitnick and W. Simon, The Art of Deception: Controlling the Human Element of Security, Wiley,

2003.[2] J. Long and J. Wiles, No Tech Hacking: A Guide to Social Engineering, Dumpster Diving, and Shoulder

Surfing, Syngress, 2008.[3] T. Jagatic et al., "Social Phishing," Comm. ACM, vol. 50, no. 10, 2007, pp. 94–100.[4] G. Conti and M. Ahamad, "A Framework for Countering Denial of Information Attacks," IEEE Security

&Privacy, vol. 3, no. 6, 2005, pp. 50–56.[5] M. Ahamad et al., "Guarding the Next Internet Frontier: Countering Denial of Information Attacks,"

Proc. New Security Paradigms Workshop, ACM Press, 2002, pp. 136–143.[6] G. Conti, M. Ahamad, and J. Stasko, "Attacking Information Visualization System Usability:

Overloading and Deceiving the Human," Proc. Symp. Usable Privacy and Security (SOUPS 05), ACM Press, 2005, pp. 89–100.

[7] G. Conti, "Evil Interfaces: Violating the User," Hackers on Planet Earth (HOPE), July 2008; www.thelasthope.orgtalks.html.

[8] K. Poulsen, "Hackers Assault Epilepsy Patients via Computer," Wired,28 Mar. 2008; www.wired.com/politics/security/news/ 2008/03epilepsy.

[9] C. Doctorow, "Future Tense: Pester Power," Comm. ACM, vol. 51, no. 12, 2008, pp. 119–120.[10] E. Sobiesk and G. Conti, "The Cost of Free Web Tools," IEEE Security &Privacy, vol. 5, no. 3, 2007,

pp. 66–68.[11] C. Daniel and M. Palmer, "Google's Goal: To Organise Your Daily Life," Financial Times Online,22 May

2007; www.ft.com/cms/s/2c3e49548-088e-11dc-b11e-000b5df10621.html .

anti-harmony

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Hackers Manipulate LA Traffic SignalsSANS NewsBites, December 8, 2009 --Two Men Get Probation for Manipulating LA Traffic Signals (December 1, 2009) Two men who broke into the computer system that controls Los Angeles, California's traffic signals have been sentenced to two years probation.Gabriel Murillo and Kartik Patel accessed the computers in 2006 during a labor strike and reprogrammed certain signals to create significant traffic backups at intersections. The men must also pay US $6,250 in restitution and perform 240 hours of community service.http://latimesblogs.latimes.com/lanow/2009/12/engineers-who-hacked-in-la-traffic-signal-computers-jamming-traffic-sentenced.html

[Editor's Comment (Northcutt): What a lame judge, what a great legal team Gabriel Murillo and Kartik Patel must have. Hacking traffic lights in a major city? That is right up there with disabling 911. And the news stories say they didn't cause any traffic accidents; I seriously doubt that is true, can you say LA cover up?http://cbs2.com/local/Traffic.Signals.Los.2.526583.htmlhttp://www.computerworld.com/s/article/9007751/Two_charged_with_hacking_LA_traffic_lightshttp://www.v3.co.uk/vnunet/news/2230263/los-angeles-engineers-pled]

 

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Successful Systems arein Harmony with Reality

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Modular – But Agile?Why?

File6.3

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words to inspire user experience designers

LA May 7th, 2008 at 6:36 pm None of the terminology is qualified (What exactly does Vignelli consider to be ugly? etc.) which makes for a meaningless statement.

Robyn Jul 8th, 2008 at 8:02 pm…ugly as in the opposite of aesthetically harmonious…can creep in everywhere, with imbalances in scale, composition, color, texture, etc.

Defining “user experience” and the disciplines within it is a common source of debate amongst UX designers (whether you’re an information architect, interaction designer, usability engineer, etc). My personal opinion is that user experience design is simply creating solutions that improve the way people interact with something. That includes making things easier, more “usable”, findable, understandable, and relatable to what you’re trying to accomplish. No matter how you want to spin it or break it down further, user experience aims to make peoples’ lives better. Catriona Cornett - catriona@inspireux.com

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Academic, publishing anthropologist.Converted from Catholic to Jew.First fiction book (1997).Wrote to resolve personal questions.

Story: Life discovered on Mars.Missionary Jesuits fund space trip.One priest, the rest are scientists.First contact.

To their horror, they discover…Two sentient intelligent life forms.One predator, the other pray.Both comfortable with status quo. Predators lead co-evolution.

File

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Next: Someone Hacks Your Home Robot17Oct09 http://www.timesonline.co.uk/tol/news/science/article6877694.ece

…service robots for personal use are very much a reality. More than four million robots were bought this year to be consigned to domestic drudgery, either vacuuming the floor or mowing the lawn. Another 3 million were bought for entertainment and leisure, which includes those given as toys. According to a recent report on the robotics industry, we civilians will buy another 12 million silicon critters by 2012, some of which will be devoted to security and home surveillance.But before you bring Metal Mickey home, you might want to consider who might be sneaking in alongside. For scientists at Washington University have said that household robots could become the next big target for hackers. While it’s useful to be able to progamme your roboslave to mop up the floor from your office computer — and get it to ping you over a picture of your nice shiny linoleum — the same technology can be used for nefarious ends. If you can access your robot remotely, then why not a hacker?Instead of sending you snaps of a pristine kitchen, could it be manipulated to send photographs of your bedroom to a malicious third party? Or details of documents — love letters? tax return? — lying on your dining table?Tadayoshi Kohno and his colleagues bought three household robots last year — sold under the brand names Spykee, RoboSapien and Rovio — and studied the way they were activated, including passwords and security settings. He found that usernames and passwords were not always encrypted; sound and pictures streaming from the robot could also be picked up by people other than its owner; some robots could be accessed without passwords, even when configured to require a password. One robot remained permanently connected to the internet, even when switched off.In a paper presented this month to the International Conference on Ubiquitous Computing, the researchers warned that the robots can act as the eyes, ears and hands of other people in your home. These vulnerabilities “mean that someone might be able to drive your robot around your home, look around the house, listen in on conversations, and knock over small objects”.Anyone with small children, of course, regards small objects as expendable. But not security. And the fact that robots are popular with young kids should be of particular concern. Kohno suggests that household robots get a security rating, akin to safety ratings for cars.Kohno notes: “It’s very important that consumer products for the home do not compromise their users’ security and privacy, especially when those products might be used by or around children.” He wants impartial evaluations of potential security and privacy risks.

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• Tolerate a little crowding• Locate next to a deep pool of hackers• Know who the best people are and only hire them• Pay well• Divide tasks to be as loosely-coupled as possible• Design your intern projects in advance

How to quadruple your productivitywith an army of student interns

10 March 2010, http://blog.ksplice.com/2010/03/quadruple-productivity-with-an-intern-army/

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How to quadruple your productivity with an army of student interns10 March 2010, http://blog.ksplice.com/2010/03/quadruple-productivity-with-an-intern-army/

Tolerate a little crowding. It took a little creativity to suddenly find a dozen new workspaces in our two-room office. Fortunately, we’ve found that a room can always fit one more person—and by induction, you can fit as many as you need. (All those years we spent proving math theorems came in handy after all.) Seating everyone close to each other has an important advantage, too: when lots of people on your team have just started, it’s handy for them to work right next to the mentors who are answering their questions and helping them ramp up on the learning curve of the organization. With the right team, the crowding can also create an energetic office environment that makes people love to come in to work. (Sometimes it gets in the way of concentration, though—that’s when I put on a good pair of headphones.)Locate next to a deep pool of hackers. OK, so we’re a bit spoiled by being headquartered a few blocks away from the Massachusetts Institute of Technology. At MIT, January is set aside for students to pursue projects outside of the curriculum—perfect for hiring an intern army. Many other institutions have either a similar “January term”, or a program for students to spend time working in industry during the term.Know who the best people are and only hire them. Ksplice was born four years ago at SIPB, MIT’s student computing group. When a group of students run computing services thousands of people rely on, and spend hours each week discussing, dreaming, collaborating, and learning from each other on computer systems—some of them get really good at it. Even better, everyone sees everyone else in action and knows exactly what it’s like to work with them. Investing some time into getting involved with technical communities makes it possible to hire people based on personal experience with them and their work, which is so much better than hiring based on resumes and interviews. Companies like Google and Red Hat have known for years that being involved in the open source community can provide an excellent source of vetted job candidates.Pay well. In some industries, “intern” means “unpaid”—but computer science students have plenty of options, and you want to be able to hire the best people. We looked at pay rates for jobs on campus, and pegged our rate to the high end of those.Divide tasks to be as loosely-coupled as possible. Our internship program would never have worked if we had assigned a dozen new people to hack on our kernel code—the training time and communication costs that drive Brooks’ Law would have swallowed their efforts whole. Fortunately, like any growing business, we had a constellation of tasks that lie around the edges of our core technology: infrastructure upgrades, additional layers of QA, business analytics, and new features in the management side of our product. These had manageable technical interfaces our existing software, so our interns were able to become productive with minimal ramp-up and rely on relatively little communication to get their projects done.Design your intern projects in advance. A key challenge when scaling up your engineering team quickly is making sure that the interfaces are all well designed and the new projects will meet the company’s needs. So we spent a good deal of time getting these designs together before the interns started. We also allocated plenty of our core engineers’ time for code reviews and other feedback with our interns in order to make sure their work would be maintainable after they left.

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F-35 Joint Strike Fighterleverages COTS for avionics systems

http://mae.pennnet.com/display_article/371962/32/ARTCL/none/ONEWS/1/F-35-Joint-Strike-Fighter-leverages-COTS-for-avionics-systems/

…the real key for the F-35 program is middleware

that enables COTS hardware and software

to be upgraded without having to “rectify or

rewrite 8 million lines of code.”

2009McHale-F35… File-5.5http://vimeo.com/3437045

November 2011 Status: After a decade in development and numerous cost and schedule overruns, it faces an uphill fight against budget reductions. Ten years and $66 billion later, the aircraft is still in development, five years behind schedule and 64 percent over cost estimates. The plane has turned into a budget target. “… we lived in a rich man’s world," said Jacques Gansler. "There has been less emphasis on cost over the past 10 years.” www.bloomberg.com/news/print/2011-11-03/lockheed-s-f-35-costs-rose-64-over-decade-in-rich-man-s-world-.html