I had read this book sometime in the mid-80s to early 90s, and remembered very little. It’s the story of a semi-skunkworks project at Data General in the late 1970s to build a 32-bit minicomputer, primarily to respond to recent DEC VAX systems which were so popular they had nine-month backorders.
The book makes reference to an internal struggle as to which team would get to build Data General’s response. The company had recently built an engineering HQ in North Carolina, which caused a lot of resentment in the Boston-area home office. (Yes, working in distributed teams has always been hard.) The NC group won the battle to build the new system, but Tom West was able to quietly finagle a different tactical line by emphasizing backward-compatibility with their 16-bit Eclipse line, though they had the mandate from the CEO (former engineer who started the company under semi-suspicious circumstances) for “no mode bit”.
The book goes into detail not only with different parts of computer architecture – ring security for multiuser systems, microcode, registers, boolean logic and transistor gates, etc – but it also focuses on a half-dozen or so members of the team, manager and entry-level workers alike. notably:
Some things that struck me:
(from Prologue, where he talking about a group of men taking a sailing trip around New England)
Most of the crew now fell into that half-autistic state that the monotony of storms at sea occasionally induces. You find a place to sit and getting a good hold of it, you try not to move again. The boat rolls this way and you flex again. Just staying in one place is exercise. For a while your mind may rebel: “Why did you come, idiot? You don’t have to be out here.” You may feel remorse for having cursed some part of life on land. After a time, though, phrases start falling from your memory – snatches of song or prayer or nursery rhymes – and you repeat them silently. A little shot of spray in the face, however, or an especially loud and dangerous-sounding thump from the hull, usually breaks the trance and puts you back at sea again. You feel like a lonely child. The ocean doesn’t care about you. It makes your boat feel tiny. The oceans are great promoters of religion, or at least of humility – but not in everyone.
(Wallach seeing the ring number scheme, pp. 80-81)
Although they are generally shy about claiming to have had one, engineers often speak of “the golden moment” in order to describe the feeling – it comes rarely enough – when the scales fall from a designer’s eyes and a problem’s right solution is suddenly there. The chief virtue of Wallach’s scheme was its simplicity. It would be relatively cheap and easy to implement in hardware and software, and it should work efficiently and reliably. When Alsing saw Wallach’s brief description of the plan he said to Wallach, “That’s nice.” Later, out of Wallach’s earshot, he said more. “Rings have been around. They’re old hat. What makes Wallach a good Data General engineer is that he came up with a really elegant subset of those ideas – simple, sweet, cheap, efficient, clean. And I can’t believe I just said that about Wallach.”
… The idea of placing that neat, clean structure on top of the outdated structure of the Eclipse repelled him. It was as if he had invented a particularly nice kind of arch for the doorway of a supermarket.
(reviews and moving fast, pp 119-120)
West reviewed all of the designs. Sometimes he slashed out features that the designers felt were useful and nice. He seemed consistently to underestimate the subtlety of what they were trying to do. All that a junior designer was likely to hear from him was “It’s right,” “It’s wrong,” or “No, there isn’t time.”
To some the design reviews seemed harsh and arbitrary and often technically shortsighted. Later on, though, one Hardy Boy would concede that the managers had probably known something he hadn’t yet learned: that there’s no such thing as a perfect design. Most experienced computer engineers I talked to agreed that absorbing this simple lesson constitutes the first step in learning how to get machines out the door. Often, they said, it is the most talented engineers who have the hardest time learning when to stop striving for perfection.
No grand sum-up, just that you really should read this book if you haven’t already. And even if you have it seems the sort of work that rewards your accumulation of experience by making available new insights from the same text.