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(Reuters) - IBM Corp pronounced an even bigger-than-anticipated drop in revenue on Tuesday, hit through slowing utility revenue and wavering demand for mainframe servers, pointing to a bumpy recovery for the technology functions large it is in the middle of a turnaround.
FILE photograph: a logo of IBM is considered on the mobile World Congress in Barcelona, Spain February 28, 2018. REUTERS/Yves Herman/File photo
Chief executive Officer Ginni Rometty has been refocusing overseas business Machines Corp towards faster-growing cloud and analytics functions to reduce dependence on its normal hardware items and reverse years of income declines.
The Armonk, new york-based enterprise’s overall salary slipped 2 % within the third quarter ended September, with almost all of its businesses lacking Wall highway’s income estimates.
earnings at its methods unit, which includes mainframe servers and facts storage techniques bought to big businesses, climbed most effective 1 %, compared with a 25 p.c bounce within the old quarter.
income boom of z14 mainframe servers, brought a few yr in the past, have slowed as customers await the launch of recent machines earlier than they improve.
IBM’s cognitive software company, which houses artificial intelligence platform Watson, analytics and cybersecurity features, had sales of $four.15 billion, down 6 p.c from a year prior.
Seasonal elements affecting demand for utility reminiscent of transaction processing structures harm profits, IBM Chief fiscal Officer James Kavanaugh noted in an interview, including that there have been signs demand changed into recovering.
“we now have a very good pipeline in transaction processing utility as they enter the fourth quarter,” he said.
IBM, which receives over 60 percent of its revenue from outside the USA, stated an improved dollar also weighed on outcomes.
The enterprise stated it made $39.5 billion in profits over the remaining three hundred and sixty five days from its “strategic imperatives” — excessive-boom businesses together with cloud features that are unfold throughout its divisions.
universal earnings slipped to $18.76 billion, missing analysts’ standard estimate of $19.10 billion, based on I/B/E/S information from Refinitiv.
web earnings fell to $2.69 billion, from $2.seventy three billion a year previous. On a per-share foundation, earnings rose to $2.ninety four from $2.92 because of a reduce number of fantastic shares.
apart from one-time objects, IBM earned $3.forty two per share, whereas analysts had expected $3.40.
IBM shares have been down four.7 % to $138.29 in extended trading. The Dow element has fallen about 8 p.c this year.
Reporting by using Pushkala Aripaka in Bengaluru; enhancing through Sai Sachin Ravikumar
through James W. Cortada
What Does It Take to preserve a classic Mainframe Alive?
How the IBM 1403 Printer Hammered Out 1,a hundred strains Per Minute
The Ferranti Mark 1: World’s First Commercially obtainable ordinary-purpose computerphotograph: Mark Richards/computing device history Museum IBM spent US $5 billion to construct the equipment/360, delivered in 1964. These 9-music magnetic tape drives were among the S/360’s one hundred fifty-product line.
a brief listing of the most transformative items of the previous century and a half would consist of the lightbulb, Ford’s mannequin T—and the IBM system/360. This mainframe sequence forever modified the computer trade and revolutionized how corporations and governments labored, bettering productivity and making countless new initiatives viable.
in the years main as much as its 7 April 1964 launch, although, the 360 became some of the scariest dramas in American company. It took an almost fanatical dedication in any respect levels of IBM to bring on this fantastic collection of machines and software. while the technological improvements that went into the S/360 had been crucial, how they had been created and deployed bordered on catastrophe. The business skilled what science coverage knowledgeable Keith Pavitt called “tribal battle”: people clashing and taking part in a unexpectedly becoming enterprise with unstable, and in some situations unknown, technologies, as uncertainty and ambiguity dogged all of the protagonists.
finally, IBM turned into huge and different enough in ability, staffing, financing, and materiel to be successful. In a virtually entrepreneurial trend, it took potential of rising applied sciences, no be counted the place they were located within the enterprise. In hindsight, it appeared a sloppy and sick-recommended activity, chaotic in execution and yet brilliantly successful. They live in an age that celebrates innovation, so inspecting instances of how innovation is carried out can simplest illuminate their understanding of the method.
by the end of the Fifties, computer clients confronted a seemingly intractable problem. Had it now not been solved, it would have avoided computer systems from fitting widespread, and any thoughts of dwelling in an tips Age would had been fiction.picture: IBM The S/360 changed into designed to substitute IBM’s 1401 mainframe, which changed into popular but couldn’t be increased or upgraded.
organizations have been buying computer systems in brilliant numbers, automating lots of the ancient punch card operations and doing extra with facts processing. The recognition of the IBM 1401 illustrates the fast adoption of computing. Over 12,000 of these techniques were sold from their introduction in 1959 to 1971, when IBM retired the line.
With the 1401 so dominating the desktop enterprise, any issues with it have been critical. one in every of them was that the 1401 was too small.
clients discovered these machines so useful that they stored piling greater work on them, reaching the system’s means. They then had three alternate options: stream to an even bigger IBM device, comparable to an IBM 7000, installation a competitor’s equipment, or purchase more 1401s. None of those options changed into desirable. To alternate to an even bigger system required rewriting utility, on account that the ancient utility would not work on a unique category of desktop. The cost of rewriting may comfortably exceed the financial benefits of relocating to a bigger desktop. Such a transformation often known as for retraining body of workers or hiring new workforce commonplace with the brand new gadget. including greater units of the equal equipment was equally unattractive as a result of each unit required reproduction group of workers, equipment, and maintenance of hardware and application. valued clientele wanted programs that had been “upgradable” or “suitable,” such that as their needs grew, they could usher in higher machines however nonetheless run the same application and peripheral gadget. in the 1950s and early Sixties, it was a hope, and for vendors an aspiration.
IBM had worse complications than its consumers did. The 1401s had been proving so general that engineers in Endicott, N.Y., which had developed the gadget, resisted attempts via their counterparts in Poughkeepsie to build bigger computers, leading to growing to be contention between the two agencies. As one engineer recalled, “So severe turned into it that now and again it seemed to exceed the contention with external competitors.” systems made by way of Poughkeepsie would not run courses written for the 1400 collection. consumers desperate to flow from the smaller 1400s to the bigger Poughkeepsie machines put expanding pressure on IBM to provide compatibility. Senior management needed to take care of the charges of sustaining R&D for a half-dozen incompatible product lines and practicing IBMers to sell and retain so many programs.
Consensus grew that IBM needed to get down to one gadget to simplify production, reduce the can charge of R&D, and be extra competitive in opposition t a growing array of opponents. If clients had to upgrade within the early Sixties, they may simply as with ease movement to a competitor’s computer, considering that they'd need to rewrite their utility anyway.
The vigor of compatibility was proven in the fall of 1960, when IBM introduced the extra potent 1410 to replace the 1401. application and peripheral device for the 1401 labored with the newer laptop. clients and IBM sales loved that reality. Poughkeepsie’s engineers have been close to completing work on a collection of 4 computers ordinary because the 8000s that had been compatible with the 7000s.photograph: IBM To get the S/360 off the ground, T. Vincent Learson compelled engineering factions within IBM to cooperate.
T. Vincent Learson—called Vin or T.V.—become in cost of future product development because the vice president of producing and development. A talented issue solver, he knew he needed to circulation right away to destroy down the contention between Endicott and Poughkeepsie. IBM’s CEO on the time, Thomas J. Watson Jr., later described what took place: “He did it by applying a management method referred to as ‘abrasive interaction.’ This potential forcing americans to swap sides: taking the precise engineer from the small-computing device division and making him boss of the top of the line building team within the large-computer division. a lot of people idea this made about as tons experience as electing Khrushchev president.”
Learson changed the Poughkeepsie manager in can charge of the 8000 project with Bob O. Evans, who had served because the engineering supervisor for the 1401 and 1410. Evans preferred compatibility throughout all future items. After 90 days in his new position, Evans informed that work on the 8000s be stopped and that each sites start working “to boost a complete cohesive product line.” He additionally proposed a bold new base expertise for all future methods, known as strong logic know-how (SLT), to make IBM’s machines greater aggressive.
Frederick P. Brooks Jr., who led the design crew for the 8000, fought returned. Evans and Brooks had been ambitious opponents. both engineers each had years of experience running engineering and product construction activities at IBM, and that they have been articulate and highly revered by their staffs and senior management. Brooks changed into not as excessive ranking as Evans, so Learson introduced in Jerrier A. Haddad, who had spent the previous two years in can charge of the superior Engineering building Division, to look at the proposed procedures of Evans and Brooks. Haddad advised going with Evans’s ideas, and Learson killed the 8000 venture in may also 1961.
Bob Evans immediately requested Brooks to improve the plan for a appropriate family of computers. Brooks turned into flabbergasted, however he accepted, and with that the two engineering communities stopped feuding and began collaborating. there were nevertheless opponents within the company, but no count—the trajectory toward a common device had been set.photos: IBM Bob O. Evans [left] counseled killing IBM’s better 8000 mainframe in choose of a new line of suitable computers. Frederick P. Brooks Jr. [middle], who led the 8000’s design, objected, however Jerrier A. Haddad [right] sided with Evans. Evans then requested Brooks to work on the new line, which grew to become the S/360.
Learson also assigned John W. Haanstra, president of the time-honored items Division, which produced the 1400s, to chair an inside task force called unfold (for techniques Programming, research, Engineering, and construction), with Evans as vice chair. Brooks later joined the assignment force. In December 1961, the group introduced its technical recommendations.
Their report known as for 5 compatible computers, labeled processors (defined as the computing device, its reminiscence, and channels to connect to peripheral equipment). The application and peripherals for one processor were to work with all other processors. The plan referred to as for the use of common hardware and application interfaces between computers and peripherals, corresponding to between disk drives and tape drives connecting to computer systems, in order that the peripherals didn't must be swapped out when a brand new processor was put in. The suggestions grew to become the groundwork for the gadget/360.
as a result of so tons can be new, the processors would not be suitable with IBM’s current items. That turned into an enormously essential point. clients moving to the new IBM machines would need to rewrite latest utility just once to get on the direction of the new device.
Then, IBM received a lucky break. As one engineer wrote, “essentially miraculously [Evans’s] imaginative and prescient of the new product line became saved by using a latest-minute technical accomplishment. In mid-1963, engineers in the Poughkeepsie and Endicott laboratories had begun exploring the chance of including particular microcode to the handle stores of computers to enhance their efficiency when simulating prior IBM computer systems.” This feature would permit 1401 software to run within the two smaller fashions of the proposed new system, only sooner. income obtained on board, and its executives started pressuring R&D and manufacturing management for early introduction of the brand new processors.
Watson diagnosed what become at stake, as he recalled in his memoirs:
From the starting they confronted two hazards, both of which turned into adequate to retain us wide awake at nighttime. First there turned into the project of coordinating the hardware and application design work for the new line. They had engineering groups in all places the usa and Europe working simultaneously on six new processors and dozens of new peripherals…but within the end all of this hardware would ought to plug together. The software become an even bigger hurdle nevertheless. in order for equipment/360 to have a typical character, a whole lot of programmers needed to write thousands and thousands of traces of desktop code. nobody had ever tackled that complex a programming job, and the engineers were beneath outstanding force to get it finished.
A 2d set of issues concerned manufacturing the electronic add-ons for the new programs. The electronics trade turned into beginning to work on integrated circuits, and the new computers were going to be filled with these new components. To be unbiased, IBM needed to make its personal. It proved to be an expensive proposition.
finally, the company administration committee, together with Watson and the board of directors, sucked in a deep breath and permitted the spread concepts. IBM turned into off to the races within the wildest trip of its history.
IBM could not hide what turned into happening. New employees flocked to Endicott, Poughkeepsie, and other labs and plants. shoppers heard rumors, the computer press became speculating, and executives at GE, Honeywell, Sperry Univac, and in other places have been making an attempt to count on what IBM would do.
At IBM, nobody seemed convinced with progress on the new equipment. Engineering, manufacturing, sales, and corporate body of workers were in many circumstances working 100-hour weeks. Engineers moved cots into their workplaces. When Watson stopped in to see how programming changed into going, an engineer yelled at him to get out so he could work. The chairman of IBM beat a hasty retreat.pictures: IBM On 7 April 1964, a educate from long island city’s Grand primary Terminal shuttled reporters to Poughkeepsie, the place IBM chairman Thomas J. Watson Jr. officially unveiled the system/360.
it all became public at midday eastern time within the united states on 7 April 1964. Over one hundred,000 customers, journalists, and technologists met in 165 U.S. cities, while others gathered round the world over the following few days to listen to the news. As Watson declared at a press convention in Poughkeepsie, it turned into “probably the most vital product announcement within the business’s historical past.”image: Mark Richards/desktop background Museum among the many device/360’s forty four peripherals was the 2311 disk storage drive. each and every removable disk pack stored 7.25 megabytes.
On that day, IBM added a mind-boggling one hundred fifty new items: 6 computers; 44 peripherals, including tape drives, disk drives, printers, and handle instruments; and a promise to deliver the software necessary to make every thing work together. the clicking packet turned into an inch thick, and manuals describing the entire machines, accessories, software, and their setting up and operation filled more than 50 linear feet.
The primary feature of the equipment/360 became, of route, its compatibility. A becoming data middle might deploy a small 360 desktop and later upgrade to a bigger one with out rewriting software or changing peripheral equipment. as soon as everyday with the equipment, one did not need to study a very good deal more to handle an upgrade. The name 360 changed into chosen to suggest the idea of 360 degrees, protecting every thing.
within the first month following the S/360 announcement, customers international ordered over 100,000 techniques. to put that number in perspective, in that equal yr within the uk, all of Western Europe, the U.S., and Japan, there have been somewhat greater than 20,000 computer systems of any type put in. the primary deliveries of the smaller machines have been promised for the third quarter of 1965, and deliveries of the greater ones in the first quarter of 1966. The lengthen between announcement and delivery date gave consumers time to come to a decision which models to acquire, get them accepted and budgeted, plan on the place to condominium them, coach personnel, complete software remediation, etc. With the April announcement, IBM purchased itself two years to make decent on its guarantees and knock opponents lower back on their heels.
From 7 April to when the enterprise begun providing machines to customers, IBM entered the most dangerous, excessive, and challenging period of its historical past. The business spent US $5 billion (about $40 billion nowadays) to develop the equipment/360, which at the time turned into greater than IBM made in a 12 months, and it would ultimately hire more than 70,000 new laborers. every IBMer believed that failure intended the demise of IBM.
As Watson later recalled, “no longer the entire gadget on display [on 7 April] was true; some gadgets had been simply mockups made of timber. They defined that to their visitors, so there turned into no deception. however it was a perilous slicing of corners—not the style I suppose enterprise should be performed—and an uncomfortable reminder to me of how a ways they needed to go earlier than they might call the application successful.”
Watson assigned his brother, Arthur, to manage engineering and manufacturing going forward. Learson would run income for the new gadget, “twisting the tails of their salesmen.” Tom Watson Jr. concept Learson had the greater elaborate task. The possibility of valued clientele converting to someone else’s machines instead of to the S/360 tremendously worried Watson.photograph: IBM IBM promised to begin offering the first S/360 machines within the third quarter of 1965. production complications emerged presently.
as the number of orders for the S/360 saved expanding, manufacturing changed into requested in 1965 to double construction. One production manager spoke of it couldn't be finished and become replaced. great declined. one of the digital circuits inside an SLT, for instance, had been no longer complete, so electrons could not go where they had been presupposed to. by using the conclusion of the 12 months, the first-rate manage department had impounded 25 p.c of all SLT modules, bringing production to a halt.image: IBM With the S/360, IBM introduced its strong common sense technology (SLT), a precursor to integrated circuits. Doubling the creation of the S/360 in 1965 led to defects in 1 / 4 of the SLT modules.
After the complications have been solved, manufacturing proceeded in 1966, leading to 90 million SLT modules convey produced, compared to simply 36 million the old year. IBM opened a new plant in East Fishkill, simply south of Poughkeepsie, which made more semiconductor devices than all other producers international combined. construction also multiplied to new facilities in Burlington, Vt., and in Corbeil-Essonnes, France.
To resolve manufacturing issues with the ferrite-core memories, IBM deploy a plant in Boulder, Colo., in 1965. nevertheless it took the craftsmanship of workers in Japan to get the creation of memories as much as the required quantities and first-class.image: Mark Richards/desktop historical past Museum The S/360’s ferrite-core reminiscence additionally proved extraordinarily problematic to fabricate. This plane contains 1,536 reminiscence cores.
As manufacturing grew to be a world effort, new problems arose in coordinating actions and fabricating machines. Arthur Watson had some journey managing IBM’s small factories outdoor the us however none with resolving engineering problems, let alone big world issues in building and manufacturing. He was out of his league, and his brother challenged him to resolve the complications. meanwhile, Learson and his income groups wanted extra improvements to the product line. members of the family between Learson and Arthur completely deteriorated. In October 1964, IBM introduced big delays in shipping products.
Tom removed Arthur from his job and became over his responsibilities to Learson, who in flip introduced in 4 engineering managers to punch through the issues. Nicknamed the “4 horsemen,” they had full authority worldwide for getting the S/360 manufactured and delivered to consumers. Their assortment of issues, one of the most managers cited later, was “an absolute nightmare,” “a gray blur of 24-hour days, seven days per week—on no account being domestic.” And yet, in 5 months, they'd worked out sufficient of the problems to beginning assembly beginning dates. In January 1966, Learson grew to become president of IBM.pictures: IBM facing unacceptable construction delays, Learson introduced in [left to right] Henry E. Cooley, Clarence E. Frizzell, John W. Gibson, and John Haanstra, who sorted out manufacturing complications global and acquired the S/360 back on the right track.
Arthur turned into shunted into the function of vp. His profession turned into broken, and he retired in 1970. In his memoirs, Tom Watson Jr. admitted to being in a virtually continuous panic from 1964 to 1966 and deeply regretted his medicine of Arthur. “I felt nothing but shame and frustrations at the means I’d treated him…. because it turned into, they remade the computing device business with the system/360, and objectively it changed into the optimal triumph of my company profession. but every time I look returned on it, I consider about my brother I injured.”
utility issues additionally slowed creation of the 360. The application development personnel become described as being in “disarray” as early as 1963. The working device, called OS/360, struggled to run a couple of job at a time, which become primary to making the S/360 quick and productive. other complications surfaced with telecommunications and with utility programs. Programming guide grew to be another contentious challenge.
Fred Brooks volunteered to help, and IBM added 1,000 people to the operating equipment assignment, costing the business greater for software in 12 months than had been deliberate for the entire construction of the S/360 system. but throwing extra programmers at the venture did not aid. in keeping with the S/360 adventure, Brooks would later expand on that theme within the legendary Man-Month (Addison-Wesley, 1975), nonetheless some of the most widely read books on computing. The utility would take years to comprehensive, but within the conclusion it worked neatly sufficient to preserve the delivery lengthen to 1 month.image: IBM A equipment/360 arrives at Tokai financial institution in Japan. Demand for computing grew enormously in the years following the S/360’s launch.
regardless of the fees and anxiety, in 1965—the 12 months IBM had dedicated to shipping the first instruments to consumers—it managed “by means of some miracle” (Watson’s phrases) to bring hundreds of medium-dimension S/360s. Their fine did not always fit the original design requisites. Shortages of components, other constituents that did not work, and application full of bugs unfold to many nations. pretty much every initial client encountered complications.
department offices have been hiring systems engineers to aid. SEs were faculty graduates, constantly with technical levels, who knew the way to debug software and assisted the revenue force in promoting and assisting computers. The SEs heroically tackled S/360’s software complications, while field engineers, who installed equipment, mounted hardware complications. Salesmen calmed their purchasers, whereas branch managers worked to maintain their staffs motivated and concentrated.
And despite the numerous complications, “shoppers were nonetheless ordering 360s faster than they could build them,” Watson recalled, forcing delivery dates out as tons as three years. by means of the end of 1966, consumers had taken beginning of 9 models of the S/360, for a complete of seven,700.
IBM’s rivals answered. Burroughs, GE, Honeywell, NCR, and Sperry Rand, operating mostly in the u.s., CII in France, and ICT (later ICI) in awesome Britain delivered techniques suitable with one a further’s machines, but not appropriate with IBM’s. A second, smaller neighborhood selected to manufacture machines that had been appropriate with IBM’s, including RCA and others in Europe and Japan, relying on RCA’s licenses.picture: IBM NASA purchased a few S/360s, together with this one at Goddard space Flight center. a few others at mission handle in Houston have been used to computer screen Apollo eleven.
five years later, the international inventory of put in IBM computers had grown to $24 billion, whereas that of opponents had reached $9 billion. In other phrases, IBM’s S/360 extended universal demand for computing so hugely that it raised all boats. The trade’s annual boom in the 2d half of the Nineteen Sixties changed into in double digits 12 months over 12 months, as many thousands of businesses accelerated their use of computer systems. Demand for computing grew because of the technological improvements brought forth by means of IBM, however additionally as a result of users have been amassing enough adventure to understand a laptop’s cost in using down costs and performing new features.
IBM also grew, more than doubling from 127,000 employees international in 1962 to 265,000 through the end of 1971. revenue rose from $three.2 billion in 1964 to $eight.2 billion in 1971.photograph: IBM The S/360 strengthened IBM’s domination of the international laptop business. One executive, requested no matter if the enterprise would ever tackle one more such project, spoke back, “Hell no, never once more.”
because the S/360 become the heart of an awful lot computing via the conclusion of the Sixties, its clients constituted an international of their personal. lots of programmers best knew a way to use utility that ran on S/360s. additional hundreds of information-processing personnel had worked best with IBM equipment, together with keypunch machines, printers, tape drives, disk drives, and software, which in lots of circumstances took years to grasp. by the early Seventies the computing space became generally an IBM world on each side of the Atlantic, in the rising markets in Latin the us, and in Japan.
Years later, when asked even if IBM would ever interact in such a massive project again, one govt barked out, “Hell no, never again.” Watson tilted toward an analogous response. Commenting in 1966, he pointed out, “At their size, they will’t go 100% with the rest new again,” that means the rest that huge. After the 360, Watson made it a coverage “on no account to announce a brand new expertise so that they can require us to devote more than 25 p.c of their construction to that technology.”
The era that brought out the S/360 remained unique in the company, a distinct clan bonded ferociously to IBM. Careers had been made and broken, own lives and marriages upended. IBMers didn't comprehend at the time how considerably their items would change the area, but they do.
this article is according to excerpts from IBM: the upward thrust and Fall and Reinvention of a world Icon (MIT Press, 2019).
James W. Cortada is a senior analysis fellow at the school of Minnesota’s Charles Babbage Institute. He labored at IBM for 38 years in revenue, consulting, managerial, and research positions.
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Sales of RISC and Itanium processors running Unix or proprietary operating systems such as IBM i, OpenVMS, NonStop, and others have been taking it on the chin in recent quarters, and with these businesses down, Intel has wound up a haymaker that puts even more pressure on these platforms. It is called the Xeon E7 v2, and an update of the Power processor can’t get here soon enough.
Code-named “Ivy Bridge-EX,” the new chip from Intel is aimed predominantly at machines with four sockets or more, but there are also variants available for two-socket machines and both Silicon Graphics and Hewlett-Packard are working on their own extended chipsets to glue more nodes together than can be done with the stock “Patsburg” C602J chipset from Intel. And, by the way, if you really wanted to, you could create a single-socket server using one of these chips, but it would be a very expensive thing to do. The Xeon E7 v2 chip is implemented in Intel’s 22 nanometer processes, and sports 4.3 billion transistors and plugs into the same LGA2011, or Socket R1, sockets as the Xeon E5 chips aimed at two socket servers. The Xeon E5s were updated last September with the Ivy Bridge cores, and now the bigger and badder boxes are getting the Ivy Bridge update.
As you well know, I have multiple jobs out there on the Internet, and I have done a detailed analysis of the new Xeon E7 v2 processors over at EnterpriseTech. I go through all of the feeds and speeds, slots and watts, and such, as you would expect. Here in The Four Hundred I want to stick to the matters that are important to IBM i shops. Namely, how these machines compare to the current Power7+ machines and how they might stack up to the Power8 boxes.
At the moment, the Power7+ chips are available with four, six, or eight cores running at between 3.1 GHz and 4.4 GHz, depending on the model of Power Systems you are talking about. IBM packs four threads per core, 10 MB of L3 cache per core. These chips are implemented in a 32 nanometer process. With the Power8 chips, which I detailed last week and which are due sometime around the middle of this year, IBM will shift to a maximum of a dozen cores and drop the L3 cache back to 8 MB per core. It will be using a 22 nanometer process and have 4.2 billion transistors on the die. It looks like clock speeds can range from 2.5 GHz to 5.5 GHz, give or take. The Power8 will have integrated PCI-Express controllers and will support up to 1 TB of memory per socket using 32 GB memory sticks.
A Power instruction is not equivalent to a Xeon instruction, of course, so you have to be careful about making comparisons. Intel was expecting to do a “Sandy Bridge-EX” variant of the Xeon E7 in late 2012, perhaps with a dozen cores. But Intel spiked that 32 nanometer chip and decided to wait and move to the Ivy Bridge cores for the next Xeon E7. The Sandy Bridge-EX was expected to have a shared socket with Itanium, but that project was spiked and Intel instead created a version of the Xeon E7 that used the same socket as the Xeon E5 chips to make life easier on server makers. The Xeon E7 delay probably gave all of the RISC system vendors some breathing room as well as doing the same for HP’s Itanium platforms. There are 20 different versions of the Xeon E7 chips, which have six, eight, 10, 12, or 15 cores with two threads per core with HyperThreading turned on. Clock speeds range from a low of 1.6 GHz to a high of 3.4 GHz. The L3 cache tops out at 37.5 MB, or 2.5 MB per core. Intel has created versions aimed specifically at missing critical and database workloads that have lower core counts and higher clock speeds as well as a variant aimed at supercomputer clusters that has a lower price than you might expect.
The important thing is that Intel is moving from 32 nanometer to 22 nanometer processes and is increasing the core count by 50 percent and the memory capacity by a factor of three with the Xeon E7 v2 processors. Intel boosted memory slots by 50 percent to a total of 24 per socket and then boosted the memory stick size to 64 GB to field a total of 6 TB for a four-socket machine and 12 TB for an eight socket machine. The C602J chipset allows for four-way or eight-way machines to be created without any additional chipset engineering. Add it all up, and the typical workload is running about twice as fast on the new Xeon E7 v2 machines as they did on a Xeon E7 v1 box with the same number of sockets. The microarchitecture changes are a chunk of that performance improvement, a big piece is just having more cores, and the remainder is a slew of other changes, such as radically increasing the L3 cache bandwidth and memory capacity.
Most vendors are only previewing their Xeon E7 v2 systems at the moment and are not expected to start shipping boxes for a month or two. But Intel ginned up some configurations and pricing that pit a four-socket machines using Power7+ and Xeon E7 v2 motors against each other:
To make this comparison, Intel took a SPECint_rate_base2006 integer benchmark test run on a four-socket Flex p460 node with eight-core Power7+ chips running at 4.1 GHz. This server was rated at 1,230 on the SPEC test. With 256 GB of memory and two disk drives plus AIX 7.1 and the PowerVM hypervisor, Intel says this machine costs $177,290.
The Intel machine is a four-socket box as well, and it is equipped with the E7-4890 v2 chip, which is the top SKU for four-socket servers that has 15 cores and runs at 2.8 GHz. Intel estimates that this system will do around 2,238 on the SPEC test, and calculates further than based on pricing from an unnamed server partner–very likely not IBM–this machine will cost $46,500 with 256 GB of memory and two disks plus Red Hat Enterprise Linux 6.3 and its companion KVM hypervisor. That is basically twice the performance for less than a third of the price.
Of course, Moore’s Law goes on for the rest of the industry, and the Power8 chip is not exactly a wimp. With a Power7+ baseline at a 4 GHz clock speed, a Power8 chip with a dozen cores is expected to do about 2.2 times as much work as that Power7+ at the same 4 GHz clock speed. So that would give a future four-socket Power8 system a rating of around 2,700 on the SPEC integer test. If IBM can boost the clock speed up to 5 GHz on its top-bin part, then this hypothetical quad-socket Power8 machine could do somewhere around 3,400 on the SPEC integer test. That will give IBM a 50 percent performance advantage. At list pricing, IBM has to discount by more than half to get close on the AIX systems. IBM won’t cut prices for AIX or IBM systems, but I do expect it to do so with PowerLinux variants.
You can bet Ginny Rometty’s last dollar on that. And to be clear, a four-socket machine has to cost around $70,000 if those numbers on system prices cited by Intel are accurate. (I will do my own comparisons once machines are out there.)
As for IBM i and AIX customers, I find it hard to believe that IBM will cut hardware or software costs by much to compete with Intel at the high end of the server space–and that will not be a good thing for its long-term prospects for Power. IBM wants to have the Power-Linux combination compete against Intel and it knows that AIX and IBM i shops will endure a certain amount of economic pain to keep their existing platforms. This is ever the way in the IT racket, as AS/400 customers remember well when they paid a premium for hardware and software so Big Blue could afford to crush HP and Sun Microsystems in the Unix server space. Now AIX shops are helping to make PowerLinux machines cheaper.
Not much fun, is it AIX brothers?
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Automatic Machine Learning at Scale
BANGALORE, India, April 3, 2019 /PRNewswire/ -- H2O.ai, the open source leader in AI and machine learning (ML), today unveiled the first phase of its strategic collaboration project with Intel, codenamed Project BlueDanube, focused on accelerating H2O.ai technologies on Intel platforms, including the new 2nd Gen Intel® Xeon® Scalable processors. The combination allows enterprise organizations that are embarking upon the AI journey with highly scalable, cost effective and faster path to insights by combining H2O.ai's accelerated machine learning technology with Intel's most advanced processor and memory architecture in order to gain a competitive edge.
"We are excited to collaborate with Intel on accelerating H2O AutoML and H2O Driverless AI on the very latest Intel data center innovations. We want to make AI available to everyone, essentially to democratize AI, by making AI faster, cheaper and easier on industry-standard platforms for the data center and in the cloud," said Vinod Iyengar, VP of Data Science Transformation, H2O.ai. "Customers will now be able to adopt and deploy AI more rapidly."
"The enhanced computing performance of 2nd-generation Intel® Xeon® Scalable processors, with truly disruptive persistent memory capabilities and AI acceleration features provide Indian enterprises the ability to unleash the power of data, innovate and excel across sectors," said Prakash Mallya, Vice President and Managing Director, Sales and Marketing Group, Intel India. "Our collaboration with software innovators like H2O.ai will help advance the AI ecosystem in the country - making it possible to gain insight, anticipate needs and continuously learn from data at enterprise scale."
H2O.ai and Intel: Democratizing AI, TogetherH2O.ai and Intel are collaborating to accelerate machine learning algorithms and libraries on Intel platforms. The new 2nd Gen Intel Xeon Scalable processors and Intel® Optane™ DC persistent memory were developed to deliver agility, scale and security for AI workloads. Codenamed, Project Blue Danube V1.0, unveiled today, enables the world's leading enterprises to create highly scalable, high performance, more secure and accelerated data science workflows on the world's most pervasive platform. The results that H2O achieved on the latest Intel platform are impressive vs traditional systems:
Accelerating Data Science Workflows H2O AutoML is the leading open source, scalable and distributed in-memory AI and machine learning platform. H2O AutoML supports the most widely used statistical & machine learning algorithms including gradient boosted machines, generalized linear models, deep learning and more. The H2O platform is extremely popular in both the R & Python communities, and is used by over 18,000 companies and hundreds of thousands of data scientists.
New Intel Architecture is Continually Enhanced for AI FrameworksThe world's data centers run on Intel platforms for their outstanding performance, security, scalable storage, and memory. Since their launch in July 2017, Intel® Xeon® Scalable processors have been aggressively and continually enhanced to run demanding AI applications and frameworks alongside the traditional data center and cloud applications at which they already excel, allowing companies to use the same enterprise systems for machine learning, deep learning and traditional enterprise workloads.
Connect with H2O.ai:
About H2O.aiH2O.ai is the open source leader in AI with a mission to democratize AI for everyone. H2O.ai is transforming the use of AI with software with its category-creating visionary open source machine learning platform, H2O. More than 18,000 companies use open-source H2O in mission-critical use cases for Finance, Insurance, Healthcare, Retail, Telco, Sales and Marketing. H2O Driverless AI uses AI to do AI in order to provide an easier, faster and effective means of implementing data science. H2O.ai partners with leading technology companies such as NVIDIA, IBM, Intel, AWS, Microsoft Azure and Google Cloud Platform and is proud of its growing customer base which includes Capital One, Progressive Insurance, Comcast, Walgreens and MarketAxess. For more information and to learn more about how H2O.ai is driving an AI Transformation, visit www.h2o.ai.
Media Contact:Russ Castronovopress@h2o.ai 408-391-9632
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IBM has updated the Java virtual machines and software development kits for its System z mainframe line to take advantage of new instructions in the zEnterprise 196 mainframes it began shipping last September.
In its announcement letter IBM says it has completely re-engineered the JDK, and the IBM Just-In-Time (JIT) compiler, whilst maintaining compliance with the Java SDK 6 compatibility test.
The mainframe JVM, based on version 2.6 of IBM's J9 virtual machine, includes security features for Java applications that are unique to the mainframe JVM, such as support for AES secure keys in the cryptographic co-processors. The updated JDK also includes updates to the JZOS batch toolkit, which allows Java applications to be submitted in batch mode to the mainframe engines.
There are two JDKs available. One is a 31-bit version that runs in System/370-XA mode to support older applications, the other a 64-bit version that can run in System z mode. The JDKs require z/OS v1.10 or higher. As well as the zEnterprise 196 machines the JDKs will run on the System z10 Enterprise Class (EC) high-end and Business Class (BC) midrange mainframes. They are also supported on a number of older machines which are no longer sold by IBM, including the z9 EC and BC mainframes, the z800 and z890 midrange boxes, and z900 and z990 high-end machines.
The zEnterprise 196 mainframe is based on a z196 microprocessor, which is a 5.2 GHz quad-core out-of-order CISC-based z/Architecture processor. The machine can have a maximum of 24 processors giving a total of 96 cores, 80 of which will be available to run the operating systems. The zEnterprise 196 allows up to 3 TB of RAIM (Redundant Array of Independent Memory).
Whilst it is probably the case that the majority of Java applications are run on x86 based systems, mainframes are still heavily used in large banking, insurance and manufacturing companies. IBM doesn't break out the sales of the new machines directly, but judging by IBM's fourth quarter results they look to have been impressive. IBM's revenues rose 7 per cent, to $29bn, and net income rose by 9 per cent, to $5.3bn, in the quarter after it began shipping the new machines. System z mainframe revenue was up 69 percent.
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NIELIT [1 Certification Exam(s) ]
Nokia [6 Certification Exam(s) ]
Nortel [130 Certification Exam(s) ]
Novell [37 Certification Exam(s) ]
OMG [10 Certification Exam(s) ]
Oracle [282 Certification Exam(s) ]
P&C [2 Certification Exam(s) ]
Palo-Alto [4 Certification Exam(s) ]
PARCC [1 Certification Exam(s) ]
PayPal [1 Certification Exam(s) ]
Pegasystems [12 Certification Exam(s) ]
PEOPLECERT [4 Certification Exam(s) ]
PMI [15 Certification Exam(s) ]
Polycom [2 Certification Exam(s) ]
PostgreSQL-CE [1 Certification Exam(s) ]
Prince2 [6 Certification Exam(s) ]
PRMIA [1 Certification Exam(s) ]
PsychCorp [1 Certification Exam(s) ]
PTCB [2 Certification Exam(s) ]
QAI [1 Certification Exam(s) ]
QlikView [1 Certification Exam(s) ]
Quality-Assurance [7 Certification Exam(s) ]
RACC [1 Certification Exam(s) ]
Real Estate [1 Certification Exam(s) ]
Real-Estate [1 Certification Exam(s) ]
RedHat [8 Certification Exam(s) ]
RES [5 Certification Exam(s) ]
Riverbed [8 Certification Exam(s) ]
RSA [15 Certification Exam(s) ]
Sair [8 Certification Exam(s) ]
Salesforce [5 Certification Exam(s) ]
SANS [1 Certification Exam(s) ]
SAP [98 Certification Exam(s) ]
SASInstitute [15 Certification Exam(s) ]
SAT [1 Certification Exam(s) ]
SCO [10 Certification Exam(s) ]
SCP [6 Certification Exam(s) ]
SDI [3 Certification Exam(s) ]
See-Beyond [1 Certification Exam(s) ]
Siemens [1 Certification Exam(s) ]
Snia [7 Certification Exam(s) ]
SOA [15 Certification Exam(s) ]
Social-Work-Board [4 Certification Exam(s) ]
SpringSource [1 Certification Exam(s) ]
SUN [63 Certification Exam(s) ]
SUSE [1 Certification Exam(s) ]
Sybase [17 Certification Exam(s) ]
Symantec [135 Certification Exam(s) ]
Teacher-Certification [4 Certification Exam(s) ]
The-Open-Group [8 Certification Exam(s) ]
TIA [3 Certification Exam(s) ]
Tibco [18 Certification Exam(s) ]
Trainers [3 Certification Exam(s) ]
Trend [1 Certification Exam(s) ]
TruSecure [1 Certification Exam(s) ]
USMLE [1 Certification Exam(s) ]
VCE [6 Certification Exam(s) ]
Veeam [2 Certification Exam(s) ]
Veritas [33 Certification Exam(s) ]
Vmware [58 Certification Exam(s) ]
Wonderlic [2 Certification Exam(s) ]
Worldatwork [2 Certification Exam(s) ]
XML-Master [3 Certification Exam(s) ]
Zend [6 Certification Exam(s) ]
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