'IT'에 해당되는 글 215건

  1. 2009.03.26 IBM to cut 5,000 jobs in U.S.--sources by CEOinIRVINE
  2. 2009.03.26 DMCA by CEOinIRVINE
  3. 2009.03.26 Software Publishers Suffer From Privacy by CEOinIRVINE 1
  4. 2009.03.26 Plan, Write Code, Test; Plan, Write Code, Test by CEOinIRVINE
  5. 2009.03.26 MS Planning Process by CEOinIRVINE
  6. 2009.03.26 82nd annual Oscars show to air on ABC March 7 by CEOinIRVINE
  7. 2009.03.25 Google's top execs keep $1 salaries amid turmoil by CEOinIRVINE
  8. 2009.03.25 Is The iPhone A Bigger Game Changer Than The Wii? by CEOinIRVINE
  9. 2009.03.25 Will OnLive Kill The Game Console? by CEOinIRVINE
  10. 2009.03.25 Life After Google by CEOinIRVINE

NEW YORK (Reuters) - IBM will cut around 5,000 jobs in the United States, mainly in its global services business, sources with knowledge of the matter told Reuters Wednesday.

An International Business Machines Corp (nyse: IBM - news - people ) spokesman declined to comment.

The company has not disclosed how many jobs it has cut so far this year, but has said it was making "structural changes" to reduce spending and improve productivity. (Reporting by Ritsuko Ando and Jim Finkle; Editing by Gary Hill)

Copyright 2009 Reuters, Click for Restriction


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DMCA

IT 2009. 3. 26. 06:31

The Congress shall have Power...To promote the Progress of Science and useful Arts,by securing for limited Times to Authors and Inventors the exclusive Right to their respective Writings and Discoveries.

United States Constitution, Article I, Section 8

The fountainhead of copyright law in the United States is this statement. It comes early in the Constitution and stands in august company along with other declarations relating to levying taxes, coining money, building roads, and waging war. Before penning this statement, the founding fathers debated long and hard over what "exclusive rights to writings and discoveries" should cover and how long those rights should last. The debate revolved around the balance between public good and the promotion of progress. The decision came down on the side of the public good.

From this simple declaration came the Copyright Act of 1790, and from that came a chain of extensions, amendments, replacements, and updates over the last 200 plus years. The end of that progression is the subject of this chapter, the Digital Millennium Copyright Act of 1998 (DMCA). It is thoroughly modern. Its language is peppered with technological terms from the modern age: words like encryption, digital media, and Internet. It targets modern behavior: software "cracking," digital file copying, and Internet file access. It answers to modern politics: lobbying by powerful entrenched interests with today's media-sensitive politicians.

It would be nice to think that those who govern today are still concerned about that balance that Washington, Jefferson, Madison, Adams, Franklin, and others fretted over. Yet it is increasingly evident that in today's world, Libra's scales are tipped in favor of promoting progress rather than insuring the public good.

The DMCA and its cousin, the Sonny Bono Copyright Extension Act, provide a case in point. These two pieces of legislation, passed by Congress within a week of each other, stretched U.S. copyright law into a new shape and shifted the balance between public good and business interests in the direction of a small group of wealthy, powerful copyright holders.

The government could use its powers and negotiating skills to mediate between the often conflicting interests of business and consumers—between the makers of CDs and the buyers of CD burners; between software publishers and dirt-poor graduate students; between Sony Pictures and the buyers of Sony DVD burners; between the music industry and the online downloaders.

But as you saw in Chapter 2, Is It Copyright or the Right to Copy?, you can go all the way back to England at the turn of the 18th century and find government swayed by political expediency and business interests in matters copyright. You also saw how it has become easier over the past 200 years to be remunerated for intellectual effort through copyright protection laws. Of course, few of those who actually create the work are reaping those rewards, since a concurrent trend has been to move copyright ownership from the hands of the artist or creator into those of the business entity that produces, manufactures, and markets the work. There are plenty of media and software millionaires and even billionaires. Those business entities, whether we're talking about music, movies, computer games, or computer software (or books for that matter), are well-heeled and powerful. Like any other life-form, they will go to nearly any length to protect their lifeblood assets. It's their duty to the species—er, stockholders.

Some argue that in the age of the Information Society, we need more protections for business, since information can be viewed as a corporate or economic asset. But others see in these laws unintended consequences that put the concept of intellectual property and the individual's rights to fair use of copyrighted media at risk.

Germany's chancellor Otto von Bismarck (1815–1898) is reputed to have quipped that making laws is like making sausages: The less one knows about the process, the more respect one has for the outcome. This particular sausage, the Digital Millennium Copyright Act, while tasty to the industry that lobbied for it, gives plenty of others indigestion.

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Almost all software publishers suffer from piracy, companies as diverse as:

  • Autodesk, which makes software used by civil engineers and industrial designers to create everything from buildings to cars to movie animation.

  • Adobe, which makes the ubiquitous Photoshop, Acrobat Reader, and other Web tools.

  • Symantec, which makes antivirus, security and system maintenance software.

  • IBM, which makes large database management software, email systems, and development tools.

  • Oracle, which makes large database management systems.

  • Macromedia, which makes software for Web and multimedia designers and animators.

But Microsoft is the juiciest target for pirates. This is a function of demographics (Microsoft has more kinds of software that run on more computers than any other company), expediency (you can't run 90 percent of the computers in the world without Microsoft's operating system software), culture (these are American monopolists, right?), and envy (Bill Gates won't miss my hundred and fifty bucks).


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Plan, Write Code, Test; Plan, Write Code, Test

As LeVine continues his explanation of the product cycle, he points out that the functions he's listed aren't really linear—one doesn't end before the next starts. They often occur simultaneously, with the intensity of the effort ebbing and flowing depending on the relationship of each to the launch date.

Inspired, he draws more lines showing how this works, pointing out that by the time of the Office 2003 launch, planning has already peaked for the next version of the product—Office 2006 or 2007 or whatever name Microsoft chooses. By now the diagram looks more like Figure 4-2.

Figure 4-2. Constant reinvention may be the best way to characterize how Microsoft revises its software products.


So, how would you plan for the writing of a book 100 feet high?

The process starts with a vision document, which basically lays out the objectives for the new product. It can be as short as a page or, as is the case with Office 2003, about 40–50 pages long. The vision document becomes the touchstone or reference point for all decisions made during the two-and-a-half-year journey down the developmental birth canal. It allows managers to keep a rein on programmers, whose natural penchant is to incessantly add clever little features and modifications to their work for the beauty of it—and end up totally missing the launch date. If a feature or proposed modification doesn't conform to the vision document, it gets scrapped or tabled until the next version.

After that, a more detailed roadmap is built—now we are into many, many pages of detail about the product—and later, a more detailed, piece-by-piece, feature-by-feature product specification. Angiulo points out that for Office 2003 there were thousands of detailed software specs produced.

"We do a lot of work inside here to manage how this team of more than 2,000 will be broken into smaller teams," adds LeVine. "We need to control the chaos, create groups that are small enough to have ownership of their part of the process and make the investments they need to do their job."

This is one of the reasons there are so many planners among the developers and testers on each development team—about one in five in the effort are planners. Do the math: If the actual number of people working on Office 2003 was, say, 2,400, and the average team size was 6 people, we're talking about coordinating the schedule and output of 400 teams. Quite the choreography!

From the roadmap comes the detailed plans—technical recipes, if you will—that the developers use as their blueprints for the code that will become the software program. Every few days, they produce enough software to be tested. It's the tests that determine how and whether all the different moving parts of the larger programs will work, and under which conditions they won't. Office 2003 will be a product with more moving parts than a Boeing 757, which is why at least half of the 2,000 people on the project are testers. In fact, hundreds of other developers at Microsoft have the task of developing the software that will be used to test the software and, yes, the software to write software that will test software.

Thus does Office 2003 gets shepherded along. Code, test, integrate, test, recode, adjust, test, finalize, test, get feedback, retest, and so on. Each day, programmers turn in completed code by 4:00 p.m., and overnight it is blended with the code from other teams into a skeleton version of the product, called a "build." This allows for testing the interplay between the software written by the different teams. When the skeleton is fully fleshed out, the product is done.

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MS Planning Process

IT 2009. 3. 26. 06:21


In his role as program manager for Office 2003, LeVine is in charge of the back end of the process, gathering the customer feedback that gets folded back into the planning and design process. The other "Softie" in the room is Mike Angiulo, Group Product Planner, Microsoft Office, who manages the planning process for Office. It is his office we are using, and on the wall is a picture of him as he flies a biplane in air races. It's something he does to relax from the stress of developing software at Microsoft. LeVine and Angiulo—young, well-spoken, and with demeanors that belie their heavy responsibilities—are the bookends of the process of getting a major piece of software out the door. They are the wranglers of the cash cow for the biggest software company on earth.

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The Oscars will be presented a little later next year.

The 82nd Annual Academy Awards will air live on ABC from the Kodak Theatre in Los Angeles on March 7 to avoid coinciding with the Winter Olympics, said Leslie Unger, a spokeswoman for the Academy of Motion Picture Arts and Sciences.

The 2010 Winter Games are scheduled Feb. 12-28.

This year's Oscars telecast, hosted by Hugh Jackman, aired Feb. 22.

For many years, until 2004, the awards ceremony was held at the end of March.

"It has been in February since then, except for one year, in 2006, where the circumstances were the same as next year, to not coincide with the closing ceremonies of the Winter Olympics," Unger said Wednesday.

Nominations ballots will be mailed to members Dec. 28 and nominations polls will close Jan. 23.

Posted by CEOinIRVINE
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Google's top execs keep $1 salaries amid turmoil

By MICHAEL LIEDTKE , 03.24.09, 08:15 PM EDT
pic

Google Inc. Chief Executive Eric Schmidt and co-founders Larry Page and Sergey Brin maintained their traditional salaries of $1 last year even as the value of their combined stakes in the Internet search leader plunged by nearly $26 billion.

The paltry paychecks, disclosed Tuesday in a regulatory filing, come as no surprise because Schmidt, Page and Brin have insisted on their annual salaries remaining at $1 since Google (nasdaq: GOOG - news - people ) went public in 2004.

The trio also don't get any bonuses or the stock awards that most of Google's other 20,000 employees receive.

That's because Page and Brin, who founded the company in 1998, already are Google's largest stockholders with about 29 million shares apiece.

Page, 36, and Brin, 35, made Schmidt, 53, a major shareholder when they hired him as CEO in 2001.

 
Schmidt received perquisites valued at $508,763 last year, mostly to cover personal security bills totaling $402,562. Google also paid a total of $106,201 to fly his family and friends on airplanes chartered by the Mountain View, Calif.-based company.

Including his perks, Schmidt's 2008 compensation package edged up 6 percent from 2007 when his package totaled $478,662.

The Associated Press formula is designed to isolate the value the company's board placed on the executive's total compensation package during the last fiscal year. It includes salary, bonus, performance-related bonuses, perks, above-market returns on deferred compensation and the estimated value of stock options and awards granted during the year. The calculations don't include changes in the present value of pension benefits, and they sometimes differ from the totals companies list in the summary compensation table of proxy statements filed with the Securities and Exchange Commission, which reflect the size of the accounting charge taken for the executive's compensation in the previous fiscal year.

 

Limiting their salaries to $1 didn't seem like a big sacrifice for Schmidt, Brin and Page until 2008. That's because they became multibillionaires as their holdings in Google soared eight-fold between the time of the company's initial public offering in August 2004 and the end of 2007.

Although all three men remain among the world's wealthiest people, they suffered a major setback last year. Combined, their fortunes plunged by a combined $25.8 billion, or nearly 56 percent, in 2008, as investors began to fret that Google would be hurt by the faltering economy.

Google held up better than many people feared as its revenue rose 38 percent to $21.8 billion, but the company's stock price still plummeted from $691.48 at the close of 2007 to $307.65 at the end of last year.

Google shares have rallied along with the overall market recently, closing Thursday at $347.17.

The steep decline in Google's market value prompted the company to recently decrease its employees' cost to exercise a total of 7.64 million stock options. The re-pricing gives the 15,642 who participated in the program a better chance to strike it rich in future years.

Signaling its intent to hand out even more stock options as it expands, Google wants to add another 8.5 million shares to the pool of available awards. The request will be voted on at the company's annual meeting May 7.

Other Silicon Valley billionaires, such as Yahoo Inc. (nasdaq: YHOO - news - people ) co-founder Jerry Yang and Apple Inc. (nasdaq: AAPL - news - people ) co-founder Steve Jobs, also have limited their salaries to $1 while serving as CEO.

But mogul CEOs haven't been as egalitarian. For instance, Oracle Corp. (nasdaq: ORCL - news - people ) CEO Larry Ellison pocketed a $1 million salary in the company's last fiscal year and received an additional 7 million stock options valued at $71.4 million when they were granted.

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There’s a consensus that Nintendo forever changed the video-game industry when it launched the Wii in 2006, since, even with its simple graphics and thin library of “hardcore” games, it quickly eclipsed sales of the PS3 and Xbox 360.

One gaming exec says that the iPhone is an even bigger game-changer. Ngmoco founder and chief executive Neil Young kicked off the Game Developers Conference by saying that the launch of the iPhone was as big a gaming milestone as the launch of the first Nintendo (other-otc: NTDOY.PK - news - people ) console, the Game Boy, Xbox Live and even the first massively multiplayer online game (via Wired).


Ngmoco is an iPhone games publisher, and the San Francisco-based company just picked up $10 million in a second round of funding—so Young has a vested interest in generating buzz about iPhone games. But Kotaku notes that he backed up his bold claim with some evidence:

—The iPhone is expanding the mobile-gaming market: Apple (nasdaq: AAPL - news - people ) has sold more than 17 million iPhones worldwide, so there’s no need for people to buy another device like a PSP or Nintendo DS. The user base runs the gamut from tech-savvy teens to business executives, which means a greater interest in a wider variety of games. And they’re also ravenous for apps: people have downloaded more than 800 million apps in the eight months the App Store has been open.

—The open platform is a game developer’s dream: Apple’s basic developer kit costs $99, meaning individual publishers can quickly create a game, get it into the App store and scale it out on their own. There’s no need to jump through the hoops that have historically made creating games for companies like Sony (nyse: SNE - news - people ) and Nintendo more difficult.

That’s partly what has enabled startups like Tokyo-based Genkii to turn a simple feature, like enabling Second Life users to send IMs to each other through the iPhone, into the potential for a standalone iPhone-based virtual world—complete with avatars, virtual currency and streaming audio (via TechCrunch).

The iPhone has limitations as a gaming device, just like the Wii (or the Xbox 360 or PS3, for that matter): The low barrier to entry means that lazy developers can quickly put out poorly functioning games—and if iPhone owners pay for one too many disappointing game apps, they’ll stop buying. There’s also too much clutter: with more than 25,000 apps, even very good games may find it hard to get noticed (without the bump of being featured in an iPhone commercial).

So, whether the iPhone will evolve into a gaming platform that ultimately overtakes the Wii is still up in the air, but it’s clear that Nintendo (and even Sony) have taken notice: both companies are pushing game downloads as the next hot thing for their portable gaming devices now, with new announcements expected to roll out over the next few days at GDC.





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The new online gaming service lets players stream games on computers and TVs.


SAN FRANCISCO--When serial entrepreneur Steve Perlman founded tech incubator Rearden, he says he had a simple goal: to take risks on wildly disruptive new business ideas. Perlman's latest idea is a doozy. If it works as promised, Sony, Microsoft and Nintendo's console efforts could be in big trouble.

The idea Perlman is unveiling Tuesday at the 2009 Game Developers Conference is simple, even if the execution is mind-bogglingly complex: Move videogames online and give players access to the latest games on cheap computers or on even cheaper "microconsoles" the size of a pack of cigarettes.

Perlman promises that his new company, OnLive, can deliver the latest games, instantly, on any TV with a cheap "microconsole" or on a Mac or PC via a conventional DSL or cable broadband connection. No need for the latest machine equipped with a powerful multi-core processor or a pricey graphics card.

The catch: The online game service has to move the data from the server hosting the game to the user, and back, quick enough that a gamer won't notice any lag between his input and what he sees on the screen.

Crack that problem, however, and a number of others go away. There's no need for gamers to invest in a pricey console. No need to upgrade, either. Games hosted on servers can't be pirated. And Perlman says he'll be able to offer game developers a fatter slice of the revenues than they can get by working with retail channels stuffed with middlemen.

Of course, OnLive first has to solve the tricky business of moving information between a gamer and a remote server. Perlman, a former Apple (nasdaq: AAPL - news - people ) principal scientist and founder of WebTV, is confident he's gotten there, and he says he's filed for plenty of patents, too. "The good thing about doing something insane like this is it's easy to patent," Perlman says. "I think if I knew how big a problem this was to solve I would not have done this."

To demonstrate the system for a reporter, Perlman loaded up "Crysis," a game notorious for pushing even $2,000 gaming rigs past their limits. He then showed off the lush foliage and the gently undulating waves of the game's tropical battlefield, as another player snuck up behind to conk him on the head as others watched the action.

In other words, OnLive promises more than just access to the latest games. Because the games are played on a server, OnLive also allows fans to watch live games, join games at any point or share video clips of their exploits with friends.

Perlman says the service is supported by a wide range of game developers, including Electronic Arts (nasdaq: ERTS - news - people ), Ubisoft, Take-Two Interactive Software (nasdaq: TTWO - news - people ), Warner Bros. Interactive Entertainment, THQ (nasdaq: THQI - news - people ), Epic Games, Eidos, Atari Interactive and Codemasters.

So will it work? Success will lie in the details. Will the experience please demanding hardcore gamers, whose opinions are influential among the wider community of gamers? Will gaming publishers pile into the platform with enough content to compete with game consoles boasting hundreds of titles? Will the company be able to charge enough money to cover the costs of the hardware it will use to play all those games?

We'll find out. OnLive will give videogame developers a chance to try out 16 playable titles this week in San Francisco.






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Life After Google

IT 2009. 3. 25. 08:09

BURLINGAME, Calif.--There is life after Google--though the increasing number of search alternatives popping up around the U.S. are careful not to take the search giant head-on.

With three-quarters of all search traffic, Google (nasdaq: GOOG - news - people ) might seem unassailable. But potential competitors are busy developing new ways of finding information and hunting down the investors they need to support them. Last year, more than 50 new search companies raised $330 million in venture financing, according to MoneyTree.

So how are these aspiring search engines proceeding? Mostly, by not following the example of Cuil.com (pronounced "cool"). Cuil's name means "knowledge" in Gaelic, but it might as well stand for "cautionary tale."

The Menlo Park, Calif.-based company was founded by former Google executives and made a splash when it debuted last May by bragging of a search index three times the size of Google's. It got the expected traffic bump from curiosity seekers, but traffic quickly cooled off as people returned to Google. However better Cuil might have been than Google, it wasn't better enough to get users to make the switch.

In Pictures: 10 Search Engines To Watch

Lesson learned. "There's really not much point in building another search engine," says Anand Rajaraman, co-founder of Kosmix, one of the new, specialized search companies. Trying to out-Google Google, he says, "is the wrong attitude and the wrong approach."

The right approach, investors hope, is the sort of niche-oriented search offered by Like.com. The San Mateo, Calif.-based company started life in 2004 as a facial-recognition software, aiming to help users sort and tag their photos. But Chief Executive Munjal Shah revamped it for shopping. Give Like.com a picture of a product you like--such as a favorite watch--and its computers will find stores selling it, as well as suggest alternatives. The site is especially popular with women shopping for shoes.

Shah says Like.com was able to use roughly 80% of the code from the previous iteration of his computer vision technology, and is now forecasting $20 million in revenues this year, up from $10 million last year and $1 million the year before.

Rather than use pictures, another new search engine, Aardvark, asks questions. Pose it a query, and Aardvark looks through your extended social network, pulling information from sites like Facebook. The search engine finds those best in a position to field your question and asks them if they'd care to answer it. It then forwards whatever answers it gets.

To a reporter's question, "What's a good cure for writer's block?," Aardvark was able, in a couple of minutes, to come back with advice from Joe M. in New York: "Force yourself to write 3-5 paragraphs about a topic: Go to a book on your shelf, open to page 87. Paragraph 3, and the first noun and that will be your topic."

Aardvark says that over time, its software gets smarter about which users are the most likely to answer questions on which topics.

In contrast, Kosmix is trying to carve out a new niche by smartly combining results from other search engines. In response to a topic search, its computers automatically create a page full of information, pulled from big sites like Wikipedia and YouTube, as well as blogs, Twitter feeds and more.

Rajaraman and Kosmix Co-Founder Venky Harinarayan say their computers comb through 10,000 Web sites and applications. Want to research a trip to Hawaii? Kosmix can find you opinions from Twitter, a guide on Mahalo and the latest photos from Flickr, then display it all on one page ordered by relevance.

Users also see advertisements, of course; all of these sites plan on making money by selling ads or cashing in on affiliate referral fees.

The new mini-search engines are still a tiny part of search, estimated to have less than 2% of total search traffic. But Web traffic monitor Hitwise says they are growing rapidly. Kosmix has seen its market-share grow 730% year-over-year. On Microsoft (nasdaq: MSFT - news - people )-owned Powerset, which answers questions asked in plain English, traffic is double from that of a year ago.

These companies sense an opening in part because Google searches continue to get longer, with users giving it more and more search terms in the hopes of finding ever-more detailed niche information.

Forrester Research analyst Shar VanBoskirk says it isn't a technology gap with Google that is holding these companies back. Rather, she said, they have to deal with the juggernaut of the Google brand. "The biggest problem I see facing any emerging search engine is the same problem facing Microsoft, which is critical mass of users," she says.

And even if the new search engines persuade users to try more than just Google, they still face the prospect of Google moving into their turf. Blog search used to be a separate market segment in search, with several companies battling to dominate. After Google added blog search to its main search menu, there was the predictable shake-out.

Of course, this also means that should any of these companies become a success inside their niche, they would become a Google acquisition target--which may be all the motivation any of them need. "I think it's fair to say that the conventional search game is over," says Kosmix's Rajaraman. "But that doesn't mean the Internet game is over."

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