'Some Humours and Careers'

An Inaugural lecture presented by Professor Robert Berry on Tuesday 9 February 2010

Taking the lecture title from Shakespeare’s King Henry V, Professor Robert Berry gave his inaugural lecture on the topic of transitions. With a 21 year stint working at IBM, Robert joined Aston University in 2008 as the Executive Dean of EAS. His lecture focused on transitions in the role of systems, transitions in ICT and finally the transition from industry to Higher Education.

Computing’s transformation and the role of computer performance
Computer performance is characterised by the amount of useful work accomplished by a computer system compared to the time and resources used. The transition count for a processor in 1971 was relatively low at around 2300. This has seen a dramatic increase over the past 40 years with the count in 2008 being in the millions as processors have become increasingly complex. However, despite this positive development in ICT progression, it has consequently resulted in a ‘software bloat’ - the term coined to describe the considerable increase in megabytes for operating systems. Going back to Windows 97, the amount of MB involved stood at around 200, compared to figures from 2009 which saw this figure increase to in excess of 1000MB. 

Despite this, computer progress is occurring; advances in technology have driven price reductions and made massive capacity available. However, this massive capacity is quickly consumed with new applications through accretion. Computer performance in recent years has seen flexibility and complexity simultaneously increasing. What is perceived as a simple transaction e.g. withdrawing cash from a cash machine, is in reality much more complicated.  

Berry explored relevant aspects of performance:

• The role of standards. Using a famous clip from Blackadder - ‘Lessons from a famous stone’ – Berry made the point that standards and benchmarks hold a vital role within computer performance. Standards introduce abstraction and the performance cycle continues.

• Modelling. How to describe a system before it is built.

• Management. Large complex systems require automation for performance e.g. detecting problems. The challenge is identifying the change points.

• Measurement, analysis and interpretation. Measure is not necessarily a straightforward process – it is easy to measure the wrong things. Measurement itself consumes resources and it is never performed in an ideal environment, as other variables exist.

Changes in ICT
Jobs in technology tend to fit into the following categories:

(1) Technology components

(2) Hardware/software products

(3) Industry application

(4) Marketplace solutions

A growth in complexity has consequently seen a widening skills gap – if people are untrained at level (1) then how are they expected to automatically enter a job role at level (4)? This is posing a huge risk to UK competitiveness with skills gap at senior levels.

However, there are positive findings for the future:

• There are increasing efforts to raise the quality of services e.g. wireless and broadband capabilities.

• There is possible engagement with the new ICT skills academy as well as input on potential changes to the Maths curriculum.

• Working with SME’s to take advantage of new ICT capability.

Transformations in Higher Education and Aston
There have been huge transitions for HE in recent times, with many more to come. The future of HE has great potential to become more international, differentiated and diverse. Pathways, placements and partnerships are all potentially ways to increase Aston’s profile.

Robert Berry ended with some personal reflections comparing IBM’s “control and command” culture with the “let’s talk about it...” culture of HE. He ended on an optimistic note, describing Aston University as a fantastic place to be, with dedicated and passionate people who are ready to tackle immense challenges.