Soulless Argument for a New Machine

By Peter Coffee  |  Posted 2003-04-09 Print this article Print

If you want an Itanium sales pitch, don't buy Jim Carlson's and Jerry Huck's $30 Itanium Rising; let a sales rep buy you a $30 lunch that you're sure to find more substantial.

There have been genuinely interesting books about the tortuous path that new IT hardware follows to market: Tracy Kidders 1981 landmark The Soul of a New Machine, for example, superbly balances the human element against the complexities and limitations of new technology. Sad to say, Itanium Rising gives the genre a different and much less impressive aura. Although this newly-published Prentice-Hall title does shed some light on the decisions that went into Intels daring move to the IA-64 architecture, it also casts confusing shadows with self-serving distortions and even contradictory statements about what it is that makes Itanium (allegedly) destined to succeed. Authors Jim Carlson and Jerry Huck are both affiliated with Hewlett-Packard, which has made a big bet on Itanium as the successor to its own PA-RISC. Their desire to justify HPs decision comes across as a desperate "food fight" strategy, throwing every possible buzzword and argument at the reader in the hope that something will stick. In the process, they commit far too many self-serving simplifications and make outrageously false comparisons between Itanium and alternative architectures.
By the time we get to page 5, for example, were already being subjected to a sales pitch that makes no logical connection between Itaniums risks and potential enterprise rewards. Offering the scenario of a failed input/output card in a server, the authors assert that "On a typical Itanium-based system, you can pull out the card while the system is still running and plug another one in...You dont have to shut the machine off." This is probably true—we could argue about whether enough Itanium machines have yet shipped to make the word "typical" meaningful—but this benefit is in no way due to the choice of microprocessor.
The authors cant seem to keep track of their own strategic views. On page 12, the authors predict, "the Itanium processor is the chip platform that will enable HP and Intel to stand out as a [sic] technology pioneers in an industry that is rapidly falling victim to mass commoditization." On page 13, however, we learn that, "Because it is based on an industry standard architecture backed by volume manufacturing, Itanium-based systems can decisively claim the ability to run a computing environment at a significantly lower cost than a comparable RISC-based system." The sloppy syntax and careless editing of these excerpts is unfortunately common throughout the book: on page 51, for example, we read that Intel co-founder Gordon Moore said that the future of processor performance improvement depends on "the two size factors: bigger dice and finer dimensions." After momentarily wondering if Moore had been using a gambling metaphor, I realized that an editor had almost surely inserted "dice" for what Moore habitually refers to as "dies." Whats most offensive, though, is not errors of form but travesties of content. Trying to distinguish the Itanium from all that has come before, the authors start waving their hands, saying that "All CISC and RISC machines are based on the model of a Von Neumann engine…where the processing must appear to be done sequentially." The basic model of the Von Neumann machine, with a processor using storage registers for immediate data and a random access memory for storing other data and instructions, applies to the Itanium as well.

Peter Coffee is Director of Platform Research at, where he serves as a liaison with the developer community to define the opportunity and clarify developers' technical requirements on the company's evolving Apex Platform. Peter previously spent 18 years with eWEEK (formerly PC Week), the national news magazine of enterprise technology practice, where he reviewed software development tools and methods and wrote regular columns on emerging technologies and professional community issues.Before he began writing full-time in 1989, Peter spent eleven years in technical and management positions at Exxon and The Aerospace Corporation, including management of the latter company's first desktop computing planning team and applied research in applications of artificial intelligence techniques. He holds an engineering degree from MIT and an MBA from Pepperdine University, he has held teaching appointments in computer science, business analytics and information systems management at Pepperdine, UCLA, and Chapman College.

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