IBM Alumni Directory Now Online

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The IBM Alumni Directory is now on-line. The host, ex-IBMer Bob McGrath, is trying to make it as accurate and useful as possible. If you would like to edit your information (or enter it if it’s not included), go to www.ibmalumni.com. Information you may have on other IBM Alumni would also be appreciated. The original Directory was published in 1973.              

Bob McGrath
IBM Corp and World Trade Corp (53-70)
IBMalumni@aol.com

Innovator: Fred Brooks

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The man who changed the way companies produce software has a new book that goes beyond tech, with advice for anyone managing a design team.

By Helen Walters

Some tech visionaries, such as Bill Gates or Larry Ellison, build empires out of the utilitarian. Less common are the Steve Jobs-types, who create stuff people wait overnight in lines to buy. Then there is the very small club of people who made those titans possible. A member in good standing is Frederick P. Brooks Jr., pioneer of modern software.

Brooks, a 79-year-old computer scientist and former IBM (IBM) executive, wrote an oddly named book 35 years ago calledThe Mythical Man-Month that laid out the organizing principles of how software gets made. “If a computer is a part of your life today,” says Bill Buxton, principal scientist at Microsoft (MSFT) Research, “then you’ve been highly influenced by Fred Brooks and his work.”

Now Brooks has a new book,The Design of Design, in which he takes his message beyond tech. It’s a collection of essays that draws on his own adventures as well as conversations with designers of every species.

In the 1950s and ’60s, Brooks ran product-development teams at IBM. The company would set budgets for projects based on “man-months.” If 25 people required 10 months to write some code, that worked out to 250 man-months. If the project ran late, you just added people. The man-month was a convenient device that was, Brooks wrote, nonsense. Expanding a late-running design team slowed the process. It forced veterans to bring newbies up to speed right when they needed to hunker down. “It’s a fundamental insight,” says Andy van Dam, a professor of computer science at Brown University. “Fred updated that old saying that nine women can’t make a baby in one month.”

In 1961, IBM had him manage development of a new family of mainframes. About 1,000 people worked on System/360; Brooks insulated his core design team from the usual corporate bureaucracy. Unveiled in 1964, System/360 helped cement Big Blue’s position as the world’s biggest computer company.Man-Month, which documented the project, has sold 500,000 copies. Programmers still refer to Brooks’ Law: “Adding manpower to a late project only makes it later.”

With the new book, Brooks, now a professor at the University of North Carolina at Chapel Hill, shares more design tales from his IBM days and after. Brooks breaks down projects to assess what went right and wrong each time, and has suggestions for anyone who manages creatives. Sample tip: “Constraints are friends” that “shrink the designer’s search space,” a notion familiar to anyone who’s ever felt paralyzed by open-ended essay questions. Another: Design is as much art as science. “Improving your process won’t move you from good to great design,” he says. “It’ll move you from bad to average.” And that’s not how legends are made.

Impact

Father of the modern software business

Day Job

Computer scientist, University of North Carolina

Prizes

1999 Turing Award, computing’s Nobel equivalent

Helen Walters is the editor of Innovation and Design atBloomberg BusinessWeek .

Funniest or Most Memorable Moments at IBM

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From Flor Estevez, Operations Manager & Producer, The Greater IBM Connection alumni program. You’ll find video and comments from a number of ex-IBMers at the following url:  http://tinyurl.com/yewbgf5. You can also add your own comments to the blog.

 

Nearly a Century of Progress at IBM

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Look back at the innovations, people and values that have defined IBM for nearly a century:

http://tinyurl.com/yz4ezep

IBM 4Q and Full Year 2009 Income

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“We concluded a strong year with a solid performance in the fourth quarter in which we again delivered growth in margins, profit and earnings,” said Samuel J. Palmisano, IBM chairman, president and chief executive officer, in a report on 2009 results Tuesday. “IBM continued to benefit from our strategic transformation, offerings that our clients value in this economy, and our commitment to developing countries around the world.

“In 2009, we invested in opportunities such as Smarter Planet solutions, cloud computing and advanced analytics. These new capabilities position IBM to grow as the economy recovers. The increased operational leverage we have established by creating a globally integrated enterprise will enable us to drive greater profits as revenue growth returns. We are confident about 2010 and our ability to achieve the high end of our long-term roadmap.”

The company announced fourth-quarter 2009 diluted earnings of $3.59 per share compared with diluted earnings of $3.27 per share in the fourth quarter of 2008, an increase of 10 percent. Fourth-quarter net income was $4.8 billion compared with $4.4 billion in the fourth quarter of 2008, an increase of 9 percent. Total revenues for the fourth quarter of 2009 of $27.2 billion increased 1 percent (down 5 percent, adjusting for currency) from the fourth quarter of 2008.

Net income for the year ended December 31, 2009 was $13.4 billion compared with $12.3 billion in the year-ago period, an increase of 9 percent. Diluted earnings were $10.01 per share compared with $8.89 per diluted share in 2008, an increase of 13 percent. Revenues for 2009 totaled $95.8 billion, a decrease of 8 percent (5 percent, adjusting for currency), compared with $103.6 billion in 2008.

The company said it expects full-year 2010 diluted earnings-per-share of at least $11.00.

IBM Strikes Electronic Health Care Records Deals

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IBM Global Financing has entered into deals with four health care organizations to help them pay for their EHR projects while they await federal stimulus funds. The deals also will enable IBM to collect interest on the financing and raise its profile in the growing health care IT market.

IBM is looking to help health care businesses put their medical records into a digital format while they wait for federal stimulus funds to become available.

IBM announced Dec. 22 that its lending unit, IBM Global Financing, has signed new financing agreements with four EHR (electronic health records) providers to help them pay for their projects.

According to IBM officials, the issue comes down to the cost of EHR projects and the timetable for the Obama administration to dole out money from the billions of dollars allocated for such projects.

It can cost health care organizations millions of dollars to buy and deploy the technology needed to put their medical records into a digital format. The Obama administration, as part of ARRA (American Recovery and Reinvestment Act), is offering money and incentives to encourage such projects.

However, it is taking awhile for the federal government to reimburse such efforts through the ARRA, according to IBM. The financing offered by IBM helps bridge that gap, according to Richard Dicks, general manager for North America for IBM Global Financing.

“Customers of electronic health care records solutions soon realize that while health IT technology is necessary, it’s also expensive,” Dicks said in a statement. “Costs have today become a non-technological barrier to health IT adoption. It’s a chicken-and-egg scenario facing medical providers. Many are waiting for government funding working its way through the system, but need the benefits of the technology today.”

IBM Global Financing is currently working with about 40 percent of the top vendors of acute care EHR systems, the company said.

The deals enable IBM to make money through the interest on the financing, while also raising its profile in the burgeoning health care IT market.

The latest IBM financing deals are with Siemens Healthcare, Lavender & Wyatt Systems, Healthcare Management Systems and SCC Soft Computer.

Source:  eweek.com, December 23, 2009

A Translator Tool with a Human Touch (from NYTimes.com 11/22/09)

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By NOAM COHEN

HOW hard can it be, as the joke goes, to speak Chinese? (Six-year-olds do it all the time.)
 

articleInline A Translator Tool with a Human Touch (from NYTimes.com 11/22/09)

Ari Fishkind for I.B.M.

David Lubensky, left, and Salim Roukos of I.B.M. are using many humans, namely the company’s 400,000 workers, to improve digital translation.

Yes, it turns out that learning languages is one of those skills that humans, even relatively young ones, master seemingly magically. It is all enough to make a mainframe computer jealous.

At I.B.M., a team of nearly 100, including mathematicians and software developers, is working on a project to create an automatic translation tool, so-called machine translation, that has the speed and accuracy to be used in instant-messaging between speakers of two different languages.

The project, called n.Fluent, is intended to teach the computer terminology that is specific to I.B.M.’s businesses, and, more significantly, allow the computer to learn what it has been doing wrong. To that end, the company is extracting and organizing contributions from I.B.M.’s 400,000-member work force spread across more than 170 countries, adding a human touch to the project.

Over a two-week period last month, the company issued a “worldwide translation challenge” to its employees, using a points-based system to award the biggest contributors prizes that were converted to charitable donations. About 6,000 I.B.M. employees made improvements in 11 languages to more than two million words of text translated by n.Fluent.

So, when a machine translation from French produces, “MTTP is the time of 30 minutes and it is steadily declining since January 2006,” a human correction comes up with this improved English version: “The MTTP delay is 30 minutes and it has been steadily declining since January 2006.”

“From this parallel data, we update the models,” said Salim Roukos, an I.B.M. researcher in language-related technology at its T.J. Watson Laboratory in Yorktown Heights, N.Y., home of the n.Fluent project. “You want to learn the idiomatic expressions — when you say someone has kicked the bucket, you don’t want that translated word for word.”

So far, n.Fluent is used only by I.B.M. employees, but the intention is to create a product that can be sold to other businesses.

Efforts like this at I.B.M., as well as social networking tools behind the company’s firewalls, amount to a new twist on “crowdsourcing,” the term I.B.M. officials use to describe them. In addition to the n.Fluent project, I.B.M. has its own companywide version of Wikipedia (Bluepedia), with contributions from 1,300 employees.

Perhaps the most innovative social networking experiment at I.B.M., according to Irene Greif of the I.B.M. Center for Social Software in Cambridge, Mass., is Dogear, a tool similar to Delicious that allows employees to share links and tagging on the Internet as well as on the I.B.M.-only intranet. The project itself was a bit of an experiment, and I.B.M. developers tweaked further, she said.

This led to Dogear, a system of tags and descriptions contributed by 10 percent of users. It has become more popular than I.B.M.’s own internal search engine.

“A small crowd, a self-selected crowd can often be useful,” Ms. Greif said.

This highlights the differences between what is occurring at I.B.M. and other large companies and what traditionally constitutes crowdsourcing.

I.B.M. employees are not just any “crowd”; they have expertise and a loyalty to their employer that any old posse wrangled up on the Internet may not. In fact, crowdsourcing may be the wrong way of thinking of such internal corporate projects. Employee-sourcing?

Maybe that catch-all term “collaboration” is the best way to think of what social networking technology can bring to the workplace.

After all, collaboration is an old goal for employees and employers.

In the case of the n.Fluent project, programmers are not trying to have a computer master the “rules” of a language, but rather are looking for statistical patterns between two sets of translated texts and among the words themselves. For example, Mr. Roukos said, the text of a Canadian parliamentary debate in French and English can help programmers to “build statistical models based on the parallel corpus.”

It is language’s fluidity and unpredictability that thus far make translation resist simple computer-based solutions. Which means that for the foreseeable future, translation experts will also need to become experts on collaboration.

“One of the reasons we’ve got senior-level executives behind this is that it is kind of a Harvard Business School case study of how the crowds inside the company help you develop a better product,” said David Lubensky, another researcher on the n.Fluent project. “We should be able to replicate this over various domains.”

For example, initially, all rewards to contributors were in the form of donations to one of seven worldwide charities. Over time, the team heard that some contributors “would personally want some trinket,” he said. And now small gifts are awarded as well.

Something any 6-year-old could have told you.

Training to Climb an Everest of Digital Data (N.Y. Times 10/11/09)

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Training to Climb an Everest of Digital Data

By ASHLEE VANCE
Published: October 11, 2009
MOUNTAIN VIEW, Calif. — It is a rare criticism of elite American university students that they do not think big enough. But that is exactly the complaint from some of the largest technology companies and the federal government.

DATA 190 Training to Climb an Everest of Digital Data (N.Y. Times 10/11/09)

Steve Ruark for The New York Times

Jimmy Lin is an associate professor at the University of Maryland.

At the heart of this criticism is data. Researchers and workers in fields as diverse as bio-technology, astronomy and computer science will soon find themselves overwhelmed with information. Better telescopes and genome sequencers are as much to blame for this data glut as are faster computers and bigger hard drives.

While consumers are just starting to comprehend the idea of buying external hard drives for the home capable of storing a terabyte of data, computer scientists need to grapple with data sets thousands of times as large and growing ever larger. (A single terabyte equals 1,000 gigabytes and could store about 1,000 copies of the Encyclopedia Britannica.)

The next generation of computer scientists has to think in terms of what could be described as Internet scale. Facebook, for example, uses more than 1 petabyte of storage space to manage its users’ 40 billion photos. (A petabyte is about 1,000 times as large as a terabyte, and could store about 500 billion pages of text.)

It was not long ago that the notion of one company having anything close to 40 billion photos would have seemed tough to fathom. Google, meanwhile, churns through 20 times that amount of information every single day just running data analysis jobs. In short order, DNA sequencing systems too will generate many petabytes of information a year.

“It sounds like science fiction, but soon enough, you’ll hand a machine a strand of hair, and a DNA sequence will come out the other side,” said Jimmy Lin, an associate professor at the University of Maryland, during a technology conference held here last week.

The big question is whether the person on the other side of that machine will have the wherewithal to do something interesting with an almost limitless supply of genetic information.

At the moment, companies like I.B.M. and Google have their doubts.

For the most part, university students have used rather modest computing systems to support their studies. They are learning to collect and manipulate information on personal computers or what are known as clusters, where computer servers are cabled together to form a larger computer. But even these machines fail to churn through enough data to really challenge and train a young mind meant to ponder the mega-scale problems of tomorrow.

“If they imprint on these small systems, that becomes their frame of reference and what they’re always thinking about,” said Jim Spohrer, a director at I.B.M.’s Almaden Research Center.

Two years ago, I.B.M. and Google set out to change the mindset at universities by giving students broad access to some of the largest computers on the planet. The companies then outfitted the computers with software that Internet companies use to tackle their toughest data analysis jobs.

And, rather than building a big computer at each university, the companies created a system that let students and researchers tap into giant computers over the Internet.

This year, the National Science Foundation, a federal government agency, issued a vote of confidence for the project by splitting $5 million among 14 universities that want to teach their students how to grapple with big data questions.

The types of projects the 14 universities have already tackled veer into the mind-bending. For example, Andrew J. Connolly, an associate professor at the University of Washington, has turned to the high-powered computers to aid his work on the evolution of galaxies. Mr. Connolly works with data gathered by large telescopes that inch their way across the sky taking pictures of various objects.

The largest public database of such images available today comes from the Sloan Digital Sky Survey, which has about 80 terabytes of data, according to Mr. Connolly. A new system called the Large Synoptic Survey Telescope is set to take more detailed images of larger chunks of the sky and produce about 30 terabytes of data each night. Mr. Connolly’s graduate students have been set to work trying to figure out ways of coping with this much information.

Purdue, meanwhile, looks to carry out techniques used to map the interactions between people in social networks into the biological realm. Researchers are creating complex diagrams that illuminate the links between chemical reactions taking place in cells.

A similar effort at the University of California, Santa Barbara, centers on making a simple software interface — akin to the Google search bar — that will let researchers examine huge biological data sets for answers to specific queries.

Mr. Lin has encouraged his students to illuminate data with the help of Hadoop, an open-source software package that companies like Facebook and Yahoo use to split vast amounts of information into more manageable chunks.

One of these projects included a deep dive into the reams of documents released after the government’s probe into Enron, to create an analysis system that could identify how one employee’s internal communications had been connected to those from other employees and who had originated a specific decision.

Mr. Lin shares the opinion of numerous other researchers that learning these types of analysis techniques will be vital for students in the coming years.

“Science these days has basically turned into a data-management problem,” Mr. Lin said.

By donating their computing wares to the universities, Google and I.B.M. hope to train a new breed of engineers and scientists to think in Internet scale. Of course, it’s not all good will backing these gestures. I.B.M. is looking for big data experts who can complement its consulting in areas like health care and financial services. It has already started working with customers to put together analytics systems built on top of Hadoop. Meanwhile, Google promotes just about anything that creates more information to index and search.

Nonetheless, the universities and the government benefit from I.B.M. and Google providing access to big data sets for experiments, simpler software and their computing wares.

“Historically, it has been tough to get the type of data these researchers need out of industry,” said James C. French, a research director at the National Science Foundation. “But we’re at this point where a biologist needs to see these types of volumes of information to begin to think about what is possible in terms of commercial applications.”

IBM Joins Pursuit of $1,000 Personal Genome (from The N.Y. Times)

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06dna 600 IBM Joins Pursuit of $1,000 Personal Genome (from The N.Y. Times)

J. Michael Loughran

GENETICS An I.B.M. simulation of the “DNA transistor” it hopes will sequence genomes by reading DNA pulled through an atomic-size hole.

by John Markoff, published: October 5, 2009

One of the oldest names in computing is joining the race to sequence the genome for $1,000. On Tuesday, I.B.M. plans to give technical details of its effort to reach and surpass that goal, ultimately bringing the cost to as low as $100, making a personal genome cheaper than a ticket to a Broadway play.

The project places I.B.M. squarely in the middle of an international race to drive down the cost of gene sequencing to help move toward an era of personalized medicine. The hope is that tailored genomic medicine would offer significant improvements in diagnosis and treatment.

I.B.M. already has a wide range of scientific and commercial efforts in fields like manufacturing supercomputers designed specifically for modeling biological processes. The company’s researchers and executives hope to use its expertise in semiconductor manufacturing, computing and material science to design an integrated sequencing machine that will offer advances both in accuracy and speed, and will lower the cost.

“More and more of biology is becoming an information science, which is very much a business for I.B.M.,” said Ajay Royyuru, senior manager for I.B.M.’s computational biology center at its Thomas J. Watson Laboratory in Yorktown Heights, N.Y.

DNA sequencing began at academic research centers in the 1970s, and the original Human Genome Project successfully sequenced the first genome in 2001 and cost roughly $1 billion.

Since then, the field has accelerated. In the last four to five years, the cost of sequencing has been falling at a rate of tenfold annually, according to George M. Church, a Harvard geneticist. In a recent presentation in Los Angeles, Dr. Church said he expected the industry to stay on that curve, or some fraction of that improvement rate, for the foreseeable future.

At least 17 startup and existing companies are in the sequencing race, pursuing a range of third-generation technologies. Sequencing the human genome now costs $5,000 to $50,000, although Dr. Church emphasized that none of the efforts so far had been completely successful and no research group had yet sequenced the entire genome of a single individual.

The I.B.M. approach is based on what the company describes as a “DNA transistor,” which it hopes will be capable of reading individual nucleotides in a single strand of DNA as it is pulled through an atomic-size hole known as a nanopore. A complete system would consist of two fluid reservoirs separated by a silicon membrane containing an array of up to a million nanopores, making it possible to sequence vast quantities of DNA at once.

The company said the goal of the research was to build a machine that would have the capacity to sequence an individual genome of up to three billion bases, or nucleotides, “in several hours.” A system with this power and speed is essential if progress is to be made toward personalized medicine, I.B.M. researchers said.

At the heart of the I.B.M. system is a novel mechanism, something like nanoscale electric tweezers. This mechanism repeatedly pauses a strand of DNA, which is naturally negatively charged, as an electric field pulls the strand through a nanopore, an opening just three nanometers in diameter. A nanometer, one one-billionth of a meter, is approximately one eighty-thousandths the width of a human hair.

The I.B.M. researchers said they had successfully used a transmission electron microscope to drill a hole through a semiconductor device that was intended to “ratchet” the DNA strand through the opening and then stop for perhaps a millisecond to determine the order of four nucleotide bases — adenine, guanine, cytosine or thymine — that make up the DNA molecule. The I.B.M. team said that the project, which began in 2007, could now reliably pull DNA strands through nanopore holes but that sensing technology to control the rate of movement and to read the specific bases had yet to be demonstrated.

Despite the optimism of the I.B.M. researchers, an independent scientist noted that various approaches to nanopore-based sequencing had been tried for years, with only limited success.

“DNA strands seem to have a mind of their own,” said Elaine R. Mardis, co-director of the genome center at Washington University in St. Louis, noting that DNA often takes a number of formations other than a straight rod as it passes through a nanopore.

Dr. Mardis also said previous efforts to create uniform silicon-based nanopore sensors had been disappointing.

One of the crucial advances needed to improve the quality of DNA analysis is to be able to read longer sequences. Current technology is generally in the range of 30 to 800 nucleotides, while the goal is to be able to read sequences of as long as one million bases, according to Dr. Church, who spoke in July at a forum sponsored by Edge.org, a nonprofit online science forum.

Other approaches to faster, cheaper sequencing include a biological nanopore approach being pursued by Oxford Nanopore Technologies, a start-up based in England, and an electron microscopy-based system being designed by Halcyon Molecular, a low-profile Silicon Valley start-up that has developed a technique for stretching single strands of DNA laid out on a thin carbon film. The company may be able to image strands as long as one million base pairs, said Dr. Church, who is an adviser to the company, and to several others.

“To bring about an era of personalized medicine, it isn’t enough to know the DNA of an average person,” said Gustavo Stolovitzky, an I.B.M. biophysicist, who is one of the researchers who conceived of the I.B.M. project. “As a community, it became clear we need to make efforts to sequence in a way that is fast and cheap.”

Special PC Discount for IBM Alumni

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Special Discount Offer on IBM Certified Used PCs for IBM Alumni

IN ADDITION to the 20% back to school promotion that is already going on, IBM Alumni (IBMALUM promo code) will get an addtional $25 off notebooks and additional $10 off on desktops and monitors. This promotion ends August 18th, after which IBM Alumni will still be offered a 15% discount. (URL http://tinyurl.com/6p3zuk )

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