Computer Science

"The Unix room still exists, and it may be the greatest cultural reason for the success of Unix as a technology. More groups could profit from its lesson, but it's really hard to add a Unix-room-like space to an existing organization. You need the culture to encourage people not to hide in their offices, you need a way of using systems that makes a public machine a viable place to work - typically by storing the data somewhere other than the "desktop" - and you need people like Ken and Dennis (and Brian Kernighan and Doug McIlroy and Mike Lesk and Stu Feldman and Greg Chesson and ...) hanging out in the room, but if you can make it work, it's magical. When I first started at the Labs, I spent most of my time in the Unix room. The buzz was palpable; the education unparalleled."

"Those who don't understand Unix are condemned to reinvent it, poorly."

"UNIX is simple and coherent, but it takes a genius (or at any rate, a programmer) to understand and appreciate its simplicity."

"I define UNIX as 30 definitions of regular expressions living under one roof."

"Unix was built for me. I didn't build it as an operating system for other people, I built it to do games, and to do my stuff."

"Anything new will have to come along with the type of revolution that came along with Unix. Nothing was going to topple IBM until something came along that made them irrelevant. I'm sure they have the mainframe market locked up, but that's just irrelevant. And the same thing with Microsoft: Until something comes along that makes them irrelevant, the entry fee is too difficult and they won't be displaced."

"Unix was not designed to stop you from doing stupid things, because that would also stop you from doing clever things."

"Unix is user-friendly — it's just choosy about who its friends are."

"This is the Unix philosophy: Write programs that do one thing and do it well. Write programs to work together. Write programs to handle text streams, because that is a universal interface."

"The Information Age is unfolding just as predicted by many of the sociological prognosticators of this century. Information issues are on everyone’s mind and on multitudes of lips. It is hard to pick up a newspaper or current affairs magazine without seeing a feature on the internet, web pages, e-mail, television terminals or some other new technology. In fact, technology innovation is relentless and escalating and technology stocks continually drive the stock market to high after high. There is no field of human endeavor that is exempt from the onslaught of information technology."

"In the last few years, an information resources management concept has emerged as a focus of managing information activities. Although lacking a concise or universal definition, the IRM concept has become a framework for planning more responsive and coordinated information management organization structures throughout Government and the private sector. In brief, IRM is viewed as an integration of management responsibilities for the control of information-related activities and related processes. It includes the planning and management of information collection, use, and dissemination as well as management of information technology."

"The Enterprise Architecture is the explicit description of the current and desired relationships among business and management process and information technology. It describes the "target" situation which the agency wishes to create and maintain by managing its IT portfolio. The documentation of the Enterprise Architecture should include a discussion of principles and goals. For example, the agency's overall management environment, including the balance between centralization and decentralization and the pace of change within the agency, should be clearly understood when developing the Enterprise Architecture. Within that environment, principles and goals set direction on such issues as the promotion of interoperability, open systems, public access, end-user satisfaction, and security."

"The concept of enterprise architecture emerged in the mid-1980s as a means for optimizing integration and interoperability across organizations. In the early 1990s, GAO research of successful public and private sector organizations led it to identify enterprise architecture as a critical success factor for agencies that are attempting to modernize their information technology (IT) environments. Since then, GAO has repeatedly identified the lack of an enterprise architecture as a key management weakness in major modernization programs at a number of federal agencies. It has also collaborated with the Office of Management and Budget (OMB) and the federal Chief Information Officers (CIO) Council to develop architecture guidance. In 2002, OMB began developing the Federal Enterprise Architecture (FEA), an initiative intended to guide and constrain federal agencies’ enterprise architectures and IT investments."

"We need to recognise that the entire information sector—from music to newspapers to telecoms to internet to semiconductors and anything in-between—has become subject to a gigantic market failure in slow motion. A market failure exists when market prices cannot reach a self-sustaining equilibrium. The market failure of the entire information sector is one of the fundamental trends of our time, with far-reaching long-term effects, and it is happening right in front of our eyes."

"When software applications became larger and larger, people such as Shaw and Garlan coined the term software architecture. This notion of architecture deals with the key design principles underlying software artefacts. In the 1980s and 1990s, people became aware that the development of information technology (IT) should be done in conjunction with the development of the context in which it was used. This led to the identification of the so-called business/IT alignment problem. Solving the business/IT alignment problem requires enterprises to align human, organizational, informational, and technological aspects of systems. Quite early on, the term architecture was also introduced as a means to further alignment, and thus analyzes and solves business?IT alignment problems, Recently, the awareness emerged that alignment between business an IT is not enough, there are many more aspects in the enterprise in need of alignment. This has led to the use of the term architecture at the enterprise level: enterprise architecture."

"Standing here before a mural of your revolution, I want to talk about a very different revolution that is taking place right now, quietly sweeping the globe without bloodshed or conflict. Its effects are peaceful, but they will fundamentally alter our world, shatter old assumptions, and reshape our lives. It's easy to underestimate because it's not accompanied by banners or fanfare. It's been called the technological or information revolution, and as its emblem, one might take the tiny silicon chip, no bigger than a fingerprint. One of these chips has more computing power than a roomful of old-style computers. As part of an exchange program, we now have an exhibition touring your country that shows how information technology is transforming our lives -- replacing manual labor with robots, forecasting weather for farmers, or mapping the genetic code of DNA for medical researchers. These microcomputers today aid the design of everything from houses to ears to spacecraft; they even design better and faster computers. They can translate English into Russian or enable the blind to read or help Michael Jackson produce on one synthesizer the sounds of a whole orchestra. Linked by a network of satellites and fiber-optic cables, one individual with a desktop computer and a telephone commands resources unavailable to the largest governments just a few years ago."

"The objective of (CIM) is the appropriate integration of enterprise operations by means of efficient information exchange within the enterprise with the help of Information Technology (IT). Integration includes the physical and logical connection of processes by means of data communications technology operating to specified standards, but also the integration of enterprise functions as welt as enterprise information. Generalized models and an open systems architecture are required to reduce the system complexity to a manageable level. They are used to identify the principal components, processes, constraints and information sources used to describe a manufacturing enterprise progressing towards CIM. In this paper, the basic concepts of an open-systems architecture for CIM called are presented. The function view of the CIM-OSA modelling framework is discussed. CIM-OSA provides a unique set of advanced features to model functionality and behaviour of CIM systems at three distinct levels (requirements definition, design specification and implementation description)."

"[ Technology is] the instrumentality for accessing and using free energies in human societies for human and social purposes."

"Tracking the individual learning curves of the major technologies that comprise the infrastructure of information technology provides a more detailed account of the present and future state-of-the art of the technologies underlying convergence. The base technologies of digital electronics, general-purpose computer architectures, software and interaction are mature and provide solid foundations for computer science. The upper technologies of knowledge representation and acquisition, autonomy and sociality, support product innovation and provide the beginnings of foundations for knowledge science. Well's dream of a world brain making available all of human knowledge is well on its way to realization and it is in the representation, acquisition, and access and effective application of that knowledge that the commercial potential and socio-economic impact of convergence lies."

"The new information technologies can be seen to drive societies toward increasingly dynamic high-energy regions further and further from thermodynamical equilibrium, characterized by decreasing specific entropy and increasingly dense free-energy flows, accessed and processed by more and more complex social, economic, and political structures."

"A fundamental change is taking place in the nature and application of technology in business, a change with profound and far-reaching implications for companies of every size and shape. A multimillion dollar research program conducted by the DMR Group, Inc., studied more than 4,500 organizations in North America, Europe, and the Far East to investigate the nature and impact of changes in technology. The synthesis and analysis of this information indicate that information technology is going through its first paradigm shift. Driven by the demands of the competitive business environment and profound changes in the nature of computers, the information age is evolving into a second era. Computing platforms in most organizations today are not able to deliver the goods for corporate rebirth. It is only through open network computing that the open networked client/server enterprise can be achieved. In nontechnical language this book shows managers and professionals how to take immediate action for the short-term benefits of the new technology while positioning their organizations for long-term growth and transformation..."

"The term "information technology architecture," with respect to an executive agency, means an integrated framework for evolving or maintaining existing information technology and acquiring new information technology to achieve the agency’s strategic goals and information resources management goals."

"Assessing the value of information technology (IT) has never been easy. Delayed benefits, unintended uses, business changes, and hidden support costs inhibit meaningful evaluation of individual TT investments. This was true when most investments were focused on the support of a single business process or functional area. It is even more true as business executives ponder implementations of shared technologies like data warehouses and networks, replacement of large legacy systems, and reskilling of the IT staff. Although firms introduce some systems to reduce costs and can evaluate them in terms of their success in doing so, they want many IT initiatives to support a firm's objectives. The value of these initiatives rest in their contributions to a firm's competitiveness, which is often non quantifiable and uncertain."

"Now let me pull out so we’re clear about the problem we all face and how we got here. The attacks against us in Rappler began 5 years ago when we demanded an end to impunity on two fronts: Duterte’s drug war and Mark Zuckerberg’s Facebook. Today, it has only gotten worse – and Silicon Valley’s sins came home to roost in the United States on January 6 with mob violence on Capitol Hill. What happens on social media doesn’t stay on social media. Online violence is real world violence. Social media is a deadly game for power and money, what Shoshana Zuboff calls surveillance capitalism, extracting our private lives for outsized corporate gain. Our personal experiences are sucked into a database, organized by AI, then sold to the highest bidder. Highly profitable micro-targeting operations are engineered to structurally undermine human will – a behavior modification system in which we are Pavlov’s dogs, experimented on in real time with disastrous consequences in countries like mine, Myanmar, India, Sri Lanka and so many more. These destructive corporations have siphoned money away from news groups and now pose a foundational threat to markets and elections. Facebook is the world’s largest distributor of news, and yet studies have shown that lies laced with anger and hate spread faster and further than facts on social media. These American companies controlling our global information ecosystem are biased against facts, biased against journalists. They are – by design – dividing us and radicalizing us. Without facts, you can’t have truth. Without truth, you can’t have trust. Without trust, we have no shared reality, no democracy, and it becomes impossible to deal with our world’s existential problems: climate, coronavirus, the battle for truth."

"Our system is not fit for purpose. It's inadequate in terms of its scope, it's inadequate in terms of its information technology, leadership, management systems and processes."

"Vannevar Bush is a great name for playing six degrees of separation. Turn back the clock on any aspect of information technology — from the birth of Silicon Valley and the marriage of science and the military to the advent of the World Wide Web — and you find his footprints. As historian Michael Sherry says, "To understand the world of Bill Gates and Bill Clinton, start with understanding Vannevar Bush.""

"I would remind you that in the United States we had an increasing gap between the rich and the poor for about 20 years, as we moved into this new economic phase. The same thing happened when we changed from being an agricultural economy to an industrial economy. In the last 2 or 3 years, we started to see the gap close again. And the answer is not to run away from globalization. The answer is to make change our friend. The answer is to have broad access to information and information technology, to have broad-based systems of education and health care and family supports in every country, and to continue to try to shape the global economy."

"The strategic use of information technology (I/T) is now and has been a fundamental issue for every business. In essence, I/T can alter the basic nature of an industry. The effective and efficient utilization of information technology requires the alignment of the I/T strategies with the business strategies, something that was not done successfully in the past with traditional approaches. New methods and approaches are now available. The strategic alignment framework applies the Strategic Alignment Model to reflect the view that business success depends on the linkage of business strategy, information technology strategy, organizational infrastructure and processes, and I/T infrastructure and processes... We [have looked] at why it may not be sufficient to work on any one of these areas in isolation or to only harmonize business strategy and information technology. One reason is that, often, too much attention is placed on technology, rather than business, management, and organizational issues. The objective is to build an organizational structure and set of business processes that reflect the interdependence of enterprise strategy and information technology capabilities. The attention paid to the linkage of information technology to the enterprise can significantly affect the competitiveness and efficiency of the business. The essential issue is how information technology can enable the achievement of competitive and strategic advantage for the enterprise."

"Our exploration of emergent social structures across domains of human activity and experience leads to an over-arching conclusion: as an historical trend, dominant functions and processes in the Information Age are increasingly organized around networks. Networks constitute the new social morphology of our societies, and the diffusion of networking logic substantially modifies the operation and outcomes in processes of production, experience, power, and culture. While the networking form of social organization has existed in other times and spaces, the new information technology paradigm provides the material basis for its pervasive expansion throughout the entire social structure."

"Today, no one would dispute that information technology has become the backbone of commerce. It underpins the operations of individual companies, ties together far-flung supply chains, and, increasingly, links businesses to the customers they serve. Hardly a dollar or a euro changes hands anymore without the aid of computer systems."

"Intelligence amplification refers to the effective use of information technology in augmenting human intelligence. It will lead to a brave new world of dating – a positive change, mind you, unlike Aldous Huxley’s 1932 novel Brave New World."

"The role of information management is to mediate between information technology and information institutions to facilitate their effective planning, organization, control, and operation."

"The coordination of information technology management presents a challenge to firms with dispersed IT practices. Decentralization may bring flexibility and fast response to changing business needs, as well as other benefits, but decentralization also makes systems integration difficult, presents a barrier to standardization, and acts as a disincentive toward achieving economies of scale. As a result, there is a need to balance the decentralization of IT management to business units with some centralized planning for technology, data, and human resources."

"During the Cold War a new conceptual framework took hold of U.S. defense thinking in an attempt to reduce unpredictability. The advent of the computer and its incorporation into the military as a data processor and numbers cruncher during World War II led commanders to believe that the uncertainty and unpredictability that defined chaos on the battlefield could be overcome through information technology. Chaos was seen as an information deficiency rather than an inescapable element of warfare. Massive amounts of data were collected and processed in an attempt to reach battlefield clarity and subordinate the theatre of war. The new term "command and control" described the belief that commanders could issue orders, receive new information through feedback of their technology system and adjust subsequent orders accordingly."

"It is clear that even though information technology (I/T) has evolved from its traditional orientation of administrative support toward a more strategic role within an organization, there is still a glaring lack of fundamental frameworks within which to understand the potential of I/T for tomorrow's organizations. In this paper, we develop a model for conceptualizing and directing the emerging area of strategic management of information technology. This model, termed the Strategic Alignment Model, defined in terms of four fundamental domains of strategic choice: business strategy, information technology strategy, organizational infrastructure and processes, and information technology infrastructure and processes-each with its own underlying dimensions."

"The strategic role of information systems in “extending” the enterprise is examined. A number of issues emerge as essential considerations in the strategic alignment of the investment in information technology and business strategy. Information technologies transform organizational boundaries, interorganizational relations, and marketplace competitive and cooperative practice. The paper presents a framework of strategic control that guides the planning and execution of these investments in information technology for business transformation, seeking increased understanding and influence. Emerging information technologies change the limits of what is possible in the leverage of strategic control through transformation of boundaries, relations, and markets."

"Enterprise architectures are required to support and maximize the efforts of virtual teams within decentralized organizations. Vendor products exist today to start evolving towards a standards-based multi-vendor architecture. The underlying networking technology, 802.3/Ethemet, is robust and will provide for a cost-effective investment that will last for many years to come. Complimentary LAN technologies are already available to ensure transparent growth of networked systems. Combining human resources with information technology will be the key differentiating factor for successful manufacturing enterprises in the 1990s."

"Information management is the direct progney of information technology. No wonder, some critics have identified it with information economics. The world of information management is a world of inputs and outputs, in which value additions are the ultimate criteria.""

"To date, most research on information technology (IT) outsourcing concludes that firms decide to outsource IT services because they believe that outside vendors possess production cost advantages. Yet it is not clear whether vendors can provide production"

"Object-oriented design is the roman numerals of computing."

"The key books about object-oriented graphical modeling languages appeared between 1988 and 1992. Leading figures included Grady Booch [Booch,OOAD]; Peter Coad [Coad, OOA], [Coad, OOD]; Ivar Jacobson (Objectory) [Jacobson, OOSE]; Jim Odell [Odell]; Jim Rumbaugh (OMT) [Rumbaugh, insights], [Rumbaugh, OMT]; Sally Shlaer and Steve Mellor [Shlaer and Mellor, data], [Shlaer and Mellor, states] ; and Rebecca Wirfs-Brock (Responsibility Driven Design) [Wirfs-Brock]."

"Systems engineering as an approach and methodology grew in response to the increase size and complexity of systems and projects... This engineering approach to the management of complexity by modularization was re-deployed in the software engineering discipline in the 1960s and 1970s with a proliferation of structured methodologies that enabled the analysis, design and development of information systems by using techniques for modularized description, design and development of system components. Yourdon and DeMarco's Structured Analysis and Design, SSADM, James Martin's Information Engineering, and Jackson's Structured Design and Programming are examples from this era. They all exploited modularization to enable the parallel development of data, process, functionality and performance components of large software systems. The development of object orientation in the 1990s exploited modularization to develop reusable software. The idea was to develop modules that could be mixed and matched like Lego bricks to deliver to a variety of whole system specifications. The modularization and reusability principles have stood the test of time and are at the heart of modern software development."

"All OO languages show some tendency to suck programmers into the trap of excessive layering. Object frameworks and object browsers are not a substitute for good design or documentation, but they often get treated as one. Too many layers destroy transparency: It becomes too difficult to see down through them and mentally model what the code is actually doing. The Rules of Simplicity, Clarity, and Transparency get violated wholesale, and the result is code full of obscure bugs and continuing maintenance problems."

"In order to better understand object-oriented methodologies in general, it helps to understand the people who make up the "object-oriented community" itself. Far from being monolithic, there is a great deal of diversity within this community. Many object-oriented people, for example, seem to focus almost entirely on programming language issues. They tend to cast all discussions in terms of the syntax and semantics of their chosen object-oriented programming language. These people find it impossible (for all intents and purposes) to discuss any software engineering activity (e.g., analysis, design, and testing) without direct mention of some specific implementation language. Outside of producing executable "prototypes", people who emphasize programming languages seldom have well-defined techniques for analyzing their clients' problems or describing the overall architecture of the software product. A great deal of what they do is intuitive. If they happen to have a natural instinct/intuition for good analysis or good design, their efforts on small-to-medium, non-critical projects can result in respectable software solutions."

"OOA - Object-Oriented Analysis - is based upon concepts that we first learned in kindergarten: objects and attributes, wholes and parts, classes and members."

"From a very early age, we form concepts. Each concept is a particular idea or understanding we have about our world. These concepts allow us to make sense of and reason about the things in our world. These things to which our concepts apply are called objects."

"Philosophy and cognitive science have contributed to the advancement of the object model. The idea that the world could be viewed either in terms of objects or processes was a Greek innovation, and in the seventeenth century, we find Descartes observing that humans naturally apply an object-oriented view of the world. In the twentieth century, Rand expanded upon these themes in her philosophy of objectivist epistemology. More recently, Minsky has proposed a model of human intelligence in which he considers the mind to be organized as a society of otherwise mindless agents. Minsky argues that only through the cooperative behavior of these agents do we find what we call intelligence."

"Object-oriented programming languages support encapsulation, thereby improving the ability of software to be reused, refined, tested, maintained, and extended. The full benefit of this support can only be realized if encapsulation is maximized during the design process. We argue that design practices which take a data-driven approach fail to maximize encapsulation because they focus too quickly on the implementation of objects. We propose an alternative object-oriented design method which takes a responsibility-driven approach. We show how such an approach can increase the encapsulation by deferring implementation issues until a later stage."

"is a method of implementation in which programs are organized as cooperative collections of objects, each of which represents an instance of some class, and whose classes are all members of a hierarchy of classes united via inheritance relationships."

"The integration technology and infrastructure elements available today, in 1993, would enable an enterprise to develop a significant integration infrastructure. However, integration projects are constrained by cultural inertia, financial and resource limitations, and, significantly, risk management Thus, projects and their supporting integration infrastructures tend to be deployed in an incremental and evolutionary manner. Since each enterprise chooses its integration path based on particular business needs, the corporations visited in this study each presented a different road map of integration efforts to date and a unique snapshot of current integration infrastructure.... DoD, in concert with leading companies, should formulate an R&D strategy to create a new generation of enterprise architectures, models, tools, and software systems, and to determine the potential for new business operations, engineering practices, and manufacturing concepts. To achieve potential functional and performance improvements, integrators should combine the leverage of several emerging threshold technologies, such as operational integration frameworks, object-based and knowledge-based product and process representations, application-oriented network services, near-term and mid-term solutions to database integration, and wide-area object brokerage and execution.-"