U.K. Poised to Garner Benefits of Autonomous Vehicles, as the U.S. Over-regulates

Over at The Telegraph, we read that Google considers the UK a key market for development of its self-driving cars. It seems the company is "very positive about the non-regulatory approach being taken in the UK, [placing] the UK in a good position and could be seen as an example of best practice." Google has also escaped excessive regulation in the area of drone development in the easier regulatory climes of Australia.

The U.S., on the other hand, is regulating toys as well as radio-controlled vehicles and non-UAV type drones. All but the smallest will qualify for tracking by the Federal Aviation Administration as the agency attempts to impose order on the burgeoning hobbyist use of the unmanned craft. Drones must be registered starting Dec. 21 and the agency will charge a $5 fee, which is required under current law, according to the FAA.

Google's Quantum Computer

From over at Futurism:

Google claims that a controversial computer it purchased in 2013 is capable of using quantum physics to solve math much faster than regular computers. They note that the type of math it solves is crucial to the development of artificial intelligence (AI).

Companies such as Microsoft, IBM, and Google (as well as several governments) have been trying to develop quantum computers which use quantum mechanics to handle data. It is believed that quantum computers can make AI computers much more powerful. NASA has high hopes for the technology, as well. “It is a truly disruptive technology that could change how we do everything,” said Deepak Biswas, director of exploration technology at NASA’s Ames Research Center in Mountain View, California.

A Holiday Parable... Of Sorts

Once upon a time, in a kingdom not far from here, a king summoned two
of his advisors for a test. He showed them both a shiny metal box
with two slots in the top, a control knob, and a lever. "What do
you think this is?"

Read the rest, here...

Tired of Scrum? Get Ready for the "Open Development" Methodology

While Scrum and other agile methodologies have made inroads since 1990s, much has changed. Startups and enterprises with workforces spread across time zones can no longer co-locate their employees as they were once expected to be able to. As the world shrinks, organizations are finding themselves in a position to decouple the software development approach from traditional means. We see open source everywhere in 2015 -- with the diversity of teams developing for the most popular open source projects, one wonders how to succeed without the benefit of managers, meetings, and code sprints?

With "open development," decisions are made in public view, and Project Managers and engineers are responsible for their own actions -- autonomous but accountable. The approach emphasizes more than just code delivery, but collaboration and transparency. The other aspect of open development method is in keeping the peer review process business-like and professional.

Another consideration is the role of software patents, an issue that remains controversial in the software industry. There has also been much discussion in the software development community over the increasing use of Web 2.0-style software services, otherwise known as Software as a Service (SaaS) or the ‘Service Cloud’.

As part of an open development method, code quality is paramount, so code should be legible, able to be tested, module and minimally verbose. Each of these factors benefits not only the development team, but stakeholders (and, ultimately, end users). Here's a quick summary of the open development philosophy.

How the Web-Based Platform Disintermediates Trade of Ideas and Knowledge

Here at Bluedog, we believe in fostering marketplaces that are a decentralized means of transferring individual ownership (the quid-pro-quo exchanges of goods and services). Unfortunately the concentrations of ownership that exist right now are not the natural tendency of the capitalist market form, but to some extent the result of government privileges and prohibitions that deform markets — including privileges to landlords, bankers, factory owners, etc. (think bail-outs, corporate welfare, government-granted monopolies). Sometimes we see suppression of grassroots or horizontal forms of economic organization (governments mandating people to buy into a corporate insurance market, shutting down free clinics and mutual aid societies, busting unions through Taft-Hartley and “Right-to-Work,” etc.).

The e-marketplace that Bluedog participates in is business-to-business oriented, in which buyers and sellers exchange services and information. This consortia helps the individual business operate more efficiently (by connecting geographically dispersed teams), and groups of businesses help each other, by enabling the free exchange of useful content, connections to experts, and assessment of business opportunities with an eye towards teaming.

With many of today’s social-based economies, we see the opportunity to decentralize, from the bottom up. With Uber, AirBnB and others, there’s a platform-based environment to connect suppliers (people with cars or empty flats) with buyers (travelers). This is facilitated via the internet, where technology has enabled a cooperative model. Perhaps soon we will see more co-ops, worker-owned businesses and individuals trying out new experiments in trading with each other for the things or services people need or want.

What does this model mean for businesses? Easier access to talented individuals, called up upon demand, but free to go about their lives without being chained to a location, or stuck in a traffic jamb getting there. Better allocation of financial resources will enable smaller firms to compete with bigger ones. Perhaps technologies such as 3d printing will make micro-manufacturing feasible — such as automobiles or we will be able to deconstruct medical services such that costs are dramatically lowered?

The single-point-of-access through a web browser provides a compelling model, where information inside an organization, or across organizational boundaries, facilitates connectivity via an electronic intermediary. A secondary value is the aggregation of information, avoiding the limitations of direct interaction by lowering search costs, the lack of privacy, and other risks. Add mobile computing to this, where iPhones and iPads foster real-time access to information and tools anywhere there’s a wireless connection, and you’ve got fertile ground for innovation.