Tuesday, August 7, 2012

Prints can't be hacked

When Mat Honan's GMail, Twitter, and ICloud accounts were hacked he lost all the photos stored on his Mac, IPhone and IPad.

"My MacBook data — including those irreplaceable pictures of my family, of my child’s first year and relatives who have now passed from this life — weren’t the target. Nor were the eight years of messages in my Gmail account. The target was always Twitter. My MacBook data was torched simply to prevent me from getting back in."

Two factor authentication would have helped prevent his accounts from being compromised, but if your photos are important then you should make prints. Mat mentions the loss of these photos four times in his article, even asking the hacker if he feels remorse for causing them to be deleted. Obviously they were very important. Yes prints can be damaged or lost, but it's another preventive step in preserving the photos that are so important to you.

Thursday, May 24, 2012

HTML 5 adoption can't happen fast enough

Firefox plugin page with a list of outdated or unsafe plugins. Each update requires navigation to a download page, choosing a download, waiting for the download, and finally waiting for the installation to finish. I know most of these have an "updater" but I really don't want services running on my machine contacting the mother ship willy nilly; that's so 2005.

Firefox displaying a list of outdated or unsafe plugins.

I don't use my computer so much as administer it.

Thursday, January 19, 2012

American success

I wrote this about two weeks ago but didn't publish it then because it didn't feel very personal, today I'm pulling the lever anyway.
Sunset over Kodak III

Sunset over Kodak III

By almost any standard Kodak has been hugely successful even if its present status is painful for current employees, like me, and investors. Kodak (for at least its first 115 years) grew from a small business into one the US's pre-eminent corporations. It is probably fair to say that George Eastman and his company built the modern city of Rochester. For the citizens of that city and the surrounding communities it provided good jobs for tens (hundreds?) of thousands of people. Mr. Eastman believed in research and development and for decades Kodak spent a lot of money on research, some of it commercially motivated, some "pure."

This is not to imply that there weren't problems; probably the largest that lingers is pollution from the first half of the twentieth century. Also for a long time there was discrimination against anyone that was not a white male, the only defense being that it probably was not unique to Kodak.

That said this is about successes. Kodak has been in existence since 1880. Studies analyzing the longevity of major modern corporations indicate that most last for a few decades before failing or being absorbed into another business. For most of Kodak's lifetime its stock was a solid investment paying generous and consistent dividends. It manufactured high-quality products used by discerning professionals in a variety of photographic fields. For much of the twentieth century any famous photograph or motion picture was probably made using Kodak products from film to paper to chemistry. The research labs consistently produced innovations in chemistry that helped Kodak create new products. If you wanted to do research in chemistry a job at Kodak meant access to first-rate labs without the need to deal with academic administration. Lately the story of Steve Sasson inventing the digital camera has gotten a lot of media attention and probably deservedly so, but Kodak's expertise in creating crystals and laying down lots of super-thin layers onto a substrate are probably its most important contributions to industry (and surprisingly relevant to manufacturing all kinds of films and flexible materials).

Philanthropically Kodak and its people have been a huge force in Rochester and around the US: George Eastman was an anonymous donor (until recently revealed) to MIT and other academic institutions. Without Mr. Eastman the University of Rochester, its dental school, The Eastman School of Music, the Rochester Institute of Technology, and the Eastman Theater either wouldn't exist or would be much smaller than they are today. Kodak's employees donated time and money to Rochester's United Way and many other local charities.

For those of us that work at Kodak and for prior employees the last ten to fifteen years have been very difficult. A lot of time has been spent inside and out of Kodak discussing who to blame for the decisions that have led to today's low stock price. But I have come to the conclusion that to a large degree Kodak's problems are photography's problems. In the early 1990s you would have needed amazing prescience to foresee how rapidly film would decline. The only popular digital media at the time was CD and those were for distribution of a heavily produced musical product, not a capture medium. Even as digital camera sales grew, changing to be a camera manufacturer would have been extremely difficult. Kodak only made cameras to sell film, and companies that made cameras often produced superior products. Kodak had imaging knowledge, but its R&D and manufacturing was oriented towards chemistry, not electronics (though it had some very smart people working on electronic imaging and amassed valuable intellectual property, e.g. the Bayer Pattern).

As of today the business and art of photography has undergone a very rapid and dramatic change. Photographers have a harder time attracting business and make less money from what they do get, often selling all the rights to the images, which would have been unthinkable 10 years ago. Some photographic manufacturers like Minolta have disappeared, put out of business by low-cost manufacturers in China and other parts of Asia. Even those manufacturers that still exist are under extereme pressure. Canon and Nikon make most of their moneu on low-end consumer cameras and those sales have been reduced because of mobile phone cameras. Probably the only businesses seeing growth in production are the manufacturers of phone camera assemblies, and I expect their profits per assembly are small.

So amidst all the bad news about Kodak it's worth remembering that Kodak did very well for a lot of people for a long time. I suppose that eventually businesses like human beings slow down and die, but we don't think of people as failures because they weren't immortal. We remember their vitality, and maybe even try to emulate their better traits. So I'd propose that despite the last ten years or so we remember that Kodak has been a phenomenal success.

P.S. This is not a eulogy for Kodak. I don't expect the company to disappear, but I do expect that the next Kodak will be very different from the one I grew up with and work for today.

Wednesday, December 28, 2011

Christmas Statistics

Statistics for photo Christmas cards and enclosed photos that I received this year.

Prints per paper manufacturer:

  • Fuji: 5
  • Kodak: 2
  • HP: 1

Square inches of paper per manufacturer:

  • Fuji: 108.5
  • Kodak: 26.25
  • HP: 24

Retailer:

  • studio: 4
  • Walmart: 2
  • Walgreens: 2

The smallest prints were made by photo studios and these accounted for all the Kodak prints. The largest prints were greeting cards made at Walmart and were on Fuji and HP paper.

This is consistent with my anecdotal observations of the past several years. Most of them appear to have been made in a store rather than ordered online. Draw your own conclusions.

Monday, October 17, 2011

Smashingline

I started working on Smashingline five months ago. Smashingline is a website that displays results from races. Most of the results are for footraces but there are some triathlons and a bike race or two.

For about two years I had wanted to build some sort of web property (a web site or a web app) as a way to demonstrate that I could build the frontend, backend, and an API to glue the two parts together. At the beginning of May of this year following a race that Sarah and I had both run we were discussing how tedious it was to download race results and create charts in Excel to get a better idea of how we did in the race relative to the other runners. I casually remarked that this seemed like something that would be helpful if it was online. As the thought formed I realized that this idea was a good candidate for the web site I was looking to build. I did a few quick searches but didn't find anything like it; I did turn up a variety of race results web sites, but at best they showed a table of results with a row for each runner. This presentation of data didn't (and still doesn't) give you any deep understanding of how you did compared to anyone else. A week later we were on vacation in Maine when I started putting the website together at the Maine Grind.

I made a few key decisions fairly quickly; first I chose to develop on Google's AppEngine. The reasons were entirely pragmatic: I already had the development environment including Eclipse and its AppEngine plugin installed and configured on my laptop. Second the project would be coded in Java. Since Java is very similar to C#, which I use daily at work, the learning curve was not very steep. In making these choices I had to balance conflicting desires: getting the website up and running as quickly as possible against learning a new language like Ruby or Python and an associated platform like Heroku or Amazon's AWS. In the end I decided that "shipping" the finished product was more important than academic pursuits. By the end of the vacation I had a working prototype.

Unlike the weekend projects you can often find posted to Hacker News I have probably spent about 140 hours on Smashingline. That time includes both writing code and uploading race data. About two months in to the project and with several races on the website I realized that I needed to make major changes to the way that race information was organized in the DataStore (Google's version of a database). It was taking too long to get information out and Google was changing the pricing model for AppEngine which would raise the cost of Smashingline from $0 per week to about $10 per week. Once I successfully completed those changes the site was much more responsive and the costs fell well below AppEngine's free quotas. Since then other changes have been relatively easy: adding "Like," "+1," and "Tweet" buttons to the front page and the results page for each entrant so they can share them with friends. Adding Google analytics and opening webmaster accounts at Google and Bing. Settling on the name "Smashingline" buying the domain and configuring DNS. Creating a Smashingline page on Facebook and opening a Smashingline account on Twitter. Of course there's always bug fixing and a whole host of minor improvements like a feedback form so people can suggest races for inclusion on the site.

The biggest challenge to the site going forward is the continued availablity of race data. Right now most race data on the web is an HTML table or a table embedded in a PDF file. But some of the results are only available through websites that display information for a limited number of runners at a time and they require the user to "page" through the information if they want to see all of it. Race result data, acquiring and arranging it for use on Smashingline, deserves to be the subject of its own post.

For now I have a growing backlog of features to add and not enough time to do them. Beyond that if the site is to thrive I have to deal with a variety of issues: it takes considerable time to properly format race results so they can be added to the DataStore, if the site's popularity grows data formatting will consume all of my available time (and more). Also as site usage increases its costs grow. Currently there is no advertising but that can't continue when the site exceeds AppEngine's free quotas. If ads become necessary I'd like to keep them as unobtrusive as possible. There is very little publicity for the site. Improving the site's visibility is probably more important than almost anything else, even greater than implementing new features. There is definitely a need to build relationships with race directors and other people and groups that organize races.

It's been an interesting almost six months of code hacking on vacations, nights, and weekends. If it's really true that most web sites and applications become an overnight success in about two years then I only have 18 months to go!

Tuesday, September 6, 2011

ToDo

I've heard that one of the keys to success is a todo list. This is mine, in no particular order:

Travel to South America

Travel to Antarctica (then I'll have bagged all seven continents)

Learn to play guitar

Learn to speak another language fluently (French preferred)

See a leopard and black rhino in The Mara

Create a trust fund to help educate more teachers and engineers that want to protect the environment

Get a better profile picture for Facebook

Have dinner with Sarah in that little cafe in Cassis on the Mediterranean coast of France enjoying a glass of wine as the Sun is setting

Write and publish a book

Publish a photo book of my own pictures (yes a coffee table book)

More blog posts for Deeloggee and Subv3rsicon (and better publicized)

First acquire hospital maternity equipment here in the States and second get it successfully to the Aitong health clinic in Kenya to save the lives of more mothers and their babies

Same for dental equipment. Right now their only treatment is to pull teeth.

Edit and print my backlog of "art" photos from the last twelve months

Use my meager software hacking skills to do something that makes the world a better place instead of just consuming resources

Take a wheel pottery class

Build shelves in the garage

My understanding of physics is pretty bad, need to improve it

Write a blog post

Sunday, April 3, 2011

The danger of running

"I wished to live deliberately, to front only the essential facts of life, and see if I could not learn what it had to teach, and not, when I came to die, discover that I had not lived."
- Henry David Thoreau

I was not a runner in school. I learned the danger of running later when I already had hardened habits and constricted thinking. The many physical hazards of running are well known: drivers who accelerate right into you without looking, snow hiding a sloped shoulder edge so that one misstep sends you crashing to the ground, a crowded race where it's easy to fall off an unseen curb tearing muscle and skin. But the real danger is more subtle:

  • Run one mile without stopping.
  • You can probably run two miles, and you do.
  • You run four miles. Most people tell you they can't imagine running so far.
  • Run ten miles then do it again but faster. If you can run ten miles what else can you do?
  • Run a half marathon. If you did that, who knows what your limit is?
  • You believe you can run a half marathon. It takes work but you do it.
  • You know you can do a marathon so you do.
This is the true danger of running. Because soon your life isn't framed by the words, "I can't do that." Instead it unfurls before you like an open road, or path, or trail, and you think, "What can't I do?" Open the door and go out; I've learned it's always a good day for a run.
For Sarah, who started me running. Racing in Kenya.

For Sarah, who started me running. Racing in Kenya.
Photo copyright 2010 Mary Crockett.