PDF Web Conferencing? Blah

In Adobe’s ongoing efforts to continually bloat PDF, the next version will feature webconferencing. Ugh.

According to CNET News.Com,

The company on Monday detailed its refreshed Acrobat line and pricing. In tandem with the product upgrade, Adobe will launch a hosted service called Acrobat Connect, which will allow individuals to click on a button in a PDF file to start a Web conference.

. . .

“The motion forward is around personal and project spaces where people can communicate around certain issues and topics,” said Ricky Liversidge, a product marketing manager at Adobe. “It’s like having my personal meeting room–a URL where you go forward and store documents.”

Connect is a rebranded edition of a Web conferencing product formerly called Macromedia Breeze.

From a PDF file, a person can use Connect to let someone else view a document or a person’s entire desktop through a Web browser. Connect, which runs with the Adobe Flash Player, also lets a person start a chat with instant messaging or send an invitation via e-mail.

All for the low low price of $39/month for individuals! Holy crap, do they think it’s still 1997? Will they throw in a free blink tag?

Source:

Adobe brings Web conferencing to Acrobat. Martin LaMonica, CNET News.Com, September 18, 2006.

On the Ethics of Ganking

Steven Levy has a longish and not terribly-illuminating article about World of Warcraft. The problem is that Levy (like a lot of others) want to make WoW out as the nexus of some new virtual social revolution. Levy actually claims that,

What distinguishes Warcraft from previous blockbuster games is its immersive nature and compelling social dynamics.

Riiigght. I guess Levy’s never spent a couple hours monitoring the various public chat channels in WoW. I guess if the constant chatter of 12 year olds deciding whether this or that is “gay” qualifies as “complex social interactions” then wait till someone turns him on to IRC!

Nor, as fun as the game is, is it particularly immersive. It is basically an incredibly well-done 3D Diablo that thousands of other people are playing along with you. Actual in-game interactions are frankly very limited compared to a genuinely interactive game like say, Second Life. Of course Second Life is fun to read about but not so fun to play.

But this paragraph did grab my attention,

Though WOW is a fantasy world, the interaction between guilds and individuals relies on human choices and morals. The first thing one does when joining the game is to choose an avatar from one of eight “races,” split between two factions: the human-looking Alliance and the more bestial Horde. Edward Castronova (Level 42, Priest), an Indiana U professor and author of “Synthetic Worlds,” once roiled the WOW community by a blog posting entitled “The Horde Is Evil,” in which he charged that only the antisocial at heart would pick that darker side. Castronova believes that if someone behaves badly in the game—an example would be the WOW equivalent of spree killing, where someone ganks a character of a much lower level, just for the hell of it—that person should be judged harshly in the real world as well.

First, I’d wager that all but a very small percentage of WoW players have never even heard of Castronova.

Second, Castronova’s argument (assuming Levy has accurately conveyed it here) is absurd. Of course, my defense of “the Wow equivalent of a spree killing” is a bit self-serving since that’s pretty much all I do in WoW these days.

Originally I rolled a warlock and spent the first 8 months playing the game taking my warlock to level 60. For the most part, I only played with my wife and occasionally a small group of friends at work. I got to 60 essentially playing WoW solo with some small-group co-op (which you could do with many non-MMO games, but damn WoW is a sweet game).

Pretty much the only thing left to do when you reach 60 is spend time doing large instanced dungeon raids, which doesn’t appeal to me at all. So I quit playing for several months — and then created a gnome rogue.

I’ve managed to get my rogue up to level 43, but for the most part what I do with my rogue is gank other players. In between every level, I’ll spend 20-30 hours in Stranglethorn Vale or South Shore killing every Horde player I can, and attempting to hide/run away from higher level players against whom I don’t have much of a chance.

After 12 days, 10 hours of in-game time, I’ve amassed almost 1,000 honor kills (players score an honor kill when they kill a player of relatively the same level — a level 42 won’t get an honor kill for ganking a level 24). Getting 1,000 honor kills would be pretty easy to do much more quickly in any of the Battlegrounds, but players have a tendency to leave areas once they know a rogue’s in the area ganking — either that or they log off and log back on with their level 60 characters and play “lets kill the rogue” (ah, but finding the rogue can be next to impossible).

Honor kills are nice, but I’ll kill pretty much anything. If I’m riding through South Shore and I see a level 20 with only half his hit points, I’ll dismount and kill him. And then camp him.

Unlike Castranova I consider this sort of behavior a feature, not a bug. I am on a PVP server and as Blizzard notes in its description of PVP servers, being on a PVP server means that in most areas of the world you are a legitimate target to be killed by the other faction. In fact, the company’s FAQ on in-game harassment notes that some things that would be considered harassment on Player-Vs-Environment servers (where you have to essentially have the consent of opposing players to engage them in combat) are okay on a PVP server,

Actions that would typically be considered “dishonorable actions” such as, but not limited to; corpse camping, graveyard camping, or instance zone camping are considered acceptable PVP tactics and are not considered harassment.

Care Bears should find another server.

Castranova seems to think that, despite this, someone who would spend their time ganking and camping other players might still be worthy of moral approbation. But since this occurs with the pre-defined constraints of the software, I would argue instead that my gnomish rogue says as much about me as Al Pacino’s version of Tony Montana says about him. After all, this is still at heart a role-playing game — I just happen to be role-playing a character with abilities such as Cheap Shot, Murder, Gouge, Backstab, and the always-popular Eviscerate.

Hate the game, not the player.

Source:

Living a Virtual Life. Steven Levy, Newsweek, September 18, 2006.

Seagate Envisions 2.5 TB HDs; Brian Envisions Storage Nirvana

In a press release, hard drive manufacturer Seagate announced that it had broken there record for storing the most bits per square inch on magnetic media and said that 2.5 TB hard drives could be a reality by 2009.

According to the press release,

At the demonstrated density level, Seagate expects the capacity ranges to result in solutions ranging in 40GB to 275GB for 1-and 1.8-inch consumer electronics drives, 500GB for 2.5-inch notebook drives, and nearly 2.5TB for 3.5-inch desktop and enterprise class drives. At 2.5TB capacity, a hard drive would be capable of storing 41,650 hours of music, 800,000 digital photographs, 4,000 hours of digital video or 1,250 video games. Seagate anticipates that solutions at these density levels could begin to emerge in 2009.

Take four of those, put them in a RAID array and you’ve got enough space to rip 1200 DVDs at full quality. Still not enough space, but at least they’re making progress.

Source:

Seagate Breaks World Magnetic Recording Density Record – 421 Gbits Per Square Inch Equivalent to Storing 4,000 Hours of Digital Video on Your PC. Press Release, Seagate, September 15, 2006.

Focus on Being F’n Amazing

MVP handed me a copy of this excellent post from Creating Passionate Users about the ass-backward way that most performance evaluations tend to focus on cataloging employees’ weaknesses and improving them, rather than cataloging their strengths and focusing on enhancing and exploiting them to benefit the organization.

Too many companies (and managers, spouses, etc.) focus too much on bringing everyone up to some level of competency in a laundry-list of attributes including time-management, communication skills, writing ability, filling out TPS reports, teamwork/teamplayer, attitude, organization, sensitivity, adhering to corporate goals and policies, etc. Clearly, there is some minimum threshold for each attribute beneath which a person might be impossible to work with no matter what the situation. But too often those minimum thresholds are set MUCH TOO HIGH and not specifically tailored enough to the individual.

By focusing on “areas of improvement”, we’re putting a square peg in a round hole. What do we end up with? A crappy, rounded off peg who meets the minimum thresholds at the expense of their most kick-ass attributes. What if let ourselves (and those we manage) spend a lot more energy in the areas where we are–or could be–amazing? I suggest taking a very hard look at the “areas of improvement” list and see if we can rearrange the context so that those things become less important. In other words, why don’t we try to make a square hole?

The comments to the post are also worth reading. I don’t seem to be able to directly link to any single post, but there’s an excellent one that is in the form of a memo about the manager’s responsibilities that was really good,

Functions of your manager

In support of the above goals, your manager will assist in the following ways:

1) Eliminating Assholes. If anyone or anything is standing in the way of you meeting your objectives, please seek assistance to get the obstacle cleared. It is his role to absorb uncertainty and to provide the environment where you can deliver your projects unhindered. We want you to enjoy your work and to be proud of your achievements.

2) Your manager will do his best to provide an environment where you are learning (and helping the company learn) every day. Requests for training are welcome. Sharing of ideas and distribution of your learnings to your manager and your colleagues, ideally in small digestable chunks, is encouraged. And you are expected to make mistakes. That’s the way we all learn.

3) Seek forgiveness, not permission. In the same way you can escalate issues to your manager, there will be times when the data, or key staff, aren’t available for us to hit a key decision deadline. Time to market is key; having weighed up the pros and cons, make the decision that you believe is right for the company, our customers and preferably both.