CHAOS MANOR MAILA SELECTIONMAIL 99: May 1 - 7, 2000 |
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CLICK ON THE BLIMP TO SEND MAIL TO ME The current page will always have the name currentmail.html and may be bookmarked. For previous weeks, go to the MAIL HOME PAGE. FOR THE CURRENT VIEW PAGE CLICK HERE If you are not paying for this place, click here... IF YOU SEND MAIL it may be published; if you want it private SAY SO AT THE TOP of the mail. I try to respect confidences, but there is only me, and this is Chaos Manor. If you want a mail address other than the one from which you sent the mail to appear, PUT THAT AT THE END OF THE LETTER as a signature. I try to answer mail, but mostly I can't get to all of it. I read it all, although not always the instant it comes in. I do have books to write too... I am reminded of H. P. Lovecraft who slowly starved to death while answering fan mail. Search: type in string and press return.
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If you subscribed: If you didn't and haven't, why not? Highlights this week:
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This week: | Monday
I was in Paris until Friday. See Friday.
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May 5, 2000 I have just returned and there is a LOT of mail. You might want to try http://www.freefind.com. It can index multiple URLs and has no fixed limit on number of pages, although it does enforce a limit of 32 MB total HTML. It also appears to work. The only downside is that results pages have a banner ad. Robert Bruce Thompson thompson@ttgnet.com http://www.ttgnet.com From: Jeffrey Camiel [mailto:camiel@sgi.com] Sent: Wednesday, May 03, 2000 7:28 PM To: 'jerrypournelle@intellectualcapital.com' Subject: Are you ever correct! I work in the high-tech industry in Silicon Valley. It is truly incredible how bad our understanding and implementation of project management has become. I have yet to see a complex system rollout actually accomplish the user requirements. Yet the industry places no value on project management expertise. If the tech industry looks to the computer industry for project management expertise they will be unhappily suprised. Your methodology of decomposition to the smallest tasks and perfect each task and then moving on is great project methodology but high flyers can't seem to get away from the instant gratificationof the big picture Actually, the step-by-step approach to Mars, reminds me of 2001: A space oddesy. Great article.
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This week: | Saturday,
May 6, 2000 Another day I won't have much time. Alas. Here is a copy of mail I can do nothing with. Please don't ask; I cannot run a personal research service without sending bills you can't afford. help, i need driver installtion for hard driver maxtor 'max-blast plus, 1.11m' thanks! (name deleted to avoid embarrassment...) Dr. Pournelle, Thanks for your very interesting and thought provoking article calling for the United States to rebuild its space capabilities and only then return to Mars. Will it be expensive? Certainly. Will we make mistakes. Certainly. However, I believe the process that you've suggested rebuilds the infrastructure necessary if we are to return to space - this time to stay. Others have made the case for one-shot or similar type missions to Mars (see for example Robert Zubin's "The Case For Mars"). These later types of approaches; cheap, fast, and likely to hold the public's attention, although attractive, don't rebuild the foundation necessary to support a permanent return to space. Moreover, it appears to me they are substantially more risky than the studied, incremental approach you advocate. How do you propose we bring this about? As in all journeys, a first step is needed. Restarting the space program with this new focus will be inherently difficult, if not impossible given the current social and political climate. I'm interested, but how do we interest "Joe six-pack" and (pardon my expression) the wards of the welfare state (and related vested interests at all levels of government)? Sign me up! Cheers, Art Russell mailto:artrussell@mindspring.com http://education.gsu.edu/spehar "Reach low orbit and you're halfway to anywhere in the Solar System" - Robert A. Heinlein He refers to my Intellectual Capital article. The best way to start is to revive the X programs: real X programs, not the "X-33" farce which was an enormous subsidy for an aerospace industry. True X programs take the best technology available, build the best ship possible; build 3 tail numbers; test hell out of them; and learn what we need to do to advance the art. This is appropriate for a government to do -- someone must invest in our grandchildren's future, and quarterly bottom line doesn't allow much for that kind of investment -- but government mucks up big projects. Make them small, definite, and out in the desert where empires do not grow well. From: Jeffrey Camiel [mailto:camiel@sgi.com] Sent: Wednesday, May 03, 2000 7:28 PM To: 'jerrypournelle@intellectualcapital.com' Subject: Are you ever correct! I work in the high-tech industry in Silicon Valley. It is truly incredible how bad our understanding and implementation of project management has become. I have yet to see a complex system rollout actually accomplish the user requirements. Yet the industry places no value on project management expertise. If the tech industry looks to the computer industry for project management expertise they will be unhappily surprised. Your methodology of decomposition to the smallest tasks and perfect each task and then moving on is great project methodology but high flyers can't seem to get away from the instant gratificationof the big picture Actually, the step-by-step approach to Mars, reminds me of 2001: A space oddesy. Great article. Thanks. The management gap is severe; I could only hint at that in the Intellectual Capital column.
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This week: | Sunday,
May 7, 2000
1. Most systems are too complex to be formally modeled. The only things you can formally model (and hence manage by rote methods) are systems that can be described as a direct sum of a finite number of components, each of which can be fully characterized by a finite number of parameters. In these systems, very little is causally linked to anything else (e.g., think of a brick wall), and you can get away with very loose coupling between components. That's easy to build, and your average MBA can manage the building. Everything else requires common sense and informal adjustments. If it requires a lot of common sense and lots of informal adjustments in an iterative process (relaxation methods), your average MBA will be out of his depth, and you have a fubar. 2. In software, this has been a problem for decades. 90% of the software projects started get cancelled or massively restructured. 3. To avoid this problem, the project has to be organized so that middle management and staff can understand what they're building and make the necessary adjustments to the interfaces between components. Recently, I explained this to my students in the following way: "your system design has to be humanly understandable at all levels". 4. It's expensive to maintain an organization to build any category of complex systems--the middle management is an irreplaceable part of the process. I remember back in the 1970s when we were getting rid of the teams that built the ICBMs and took us to the moon. The company I was with then was shifting to software projects, but getting rid of experienced middle management that understood rocket science and failing to replace it with people who could keep the software projects glued together. The funny thing was that this shift took us from being one of the largest software companies in the world to a very minor player today. It suggests to me that the rocket scientists who understood complex systems were decent managers for software projects. Does that start to answer your question? --- Harry Erwin, PhD, <http://mason.gmu.edu/~herwin>, Computational Neuroscientist (modeling bat behavior), Senior SW Analyst and Security Engineer, and Adjunct Professor of Computer Science, GMU. Well, I got out of aerospace in the early 70's, but it seemed things were coming apart then. The destruction of the X programs didn't help, either. When I got into the space strategy advice business I was astonished at the time and complexity estimates people gave me: it seemed everything took longer and cost more, and by a lot. And then we weren't able to do some of the stuff at all. We need ways to let young engineers DO things and FINISH projects.
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