IBM IBM Object Oriented Analysis

Analyst company Positions IBM in Leaders Quadrant of Magic Quadrant report | killexams.com Real Questions and Pass4sure dumps

source: IBM

July 12, 2006 08:00 ET

SOMERS, the big apple -- (MARKET WIRE) -- July 12, 2006 -- IBM today introduced that Gartner, Inc. has placed IBM within the leaders quadrant in its Magic Quadrant record of the item Oriented analysis and Design tools house. based on the file*, Gartner estimates that IBM has more than 50 percent of the market share versus its two nearest rivals who combined grasp 30 p.c or more of the market.

model-driven construction helps application construction groups understand, document and communicate the business system of software and methods construction to display structure resilience just before making full scale construction investments, and to define a provider oriented structure roadmap resulting in company transformation.

IBM's management within the Object Oriented evaluation and Design (OOA&D) equipment market for 2H06-2H07 is the result of a comprehensive portfolio of choices which help agencies use models or patterns to pressure their software construction, including:

Gartner's Magic Quadrant positions carriers along two dimensions: completeness of vision, and means to execute on that vision. For 2006, Object Oriented analysis and Design tools are neatly into mainstream use reaching 20 percent to 50 % of the target audience: advice architects, analysts and builders. in accordance with the document, most groups have converted to OOA&D methods and equipment in concert with enforcing carrier oriented architectures (SOAs), leading to a speedy explosion of this market from 2000-2004.

state-of-the-art information builds on IBM's management in helping purchasers govern their software and programs building. IBM was recently named the international market share chief in the software development and challenge and portfolio management software market in line with complete software salary for 2005 for the fifth consecutive year, based on impartial analyst enterprise Gartner Inc. in keeping with the unbiased record**, IBM turned into the main market share supplier in total application salary with 25.4 percent market share, more than double the share of its nearest competitor.

For extra suggestions, discuss with http://www.ibm.com/utility/rational.

in regards to the Gartner Magic Quadrant

The Magic Quadrant is copyrighted June 1, 2006 with the aid of Gartner, Inc. and is reused with permission. The Magic Quadrant is a graphical illustration of a industry at and for a selected time length. It depicts Gartner's evaluation of how definite vendors measure against standards for that industry, as described by way of Gartner. Gartner does not propose any seller, product or carrier depicted within the Magic Quadrant, and does not propose expertise clients to opt for most effective these companies positioned in the "Leaders" quadrant. The Magic Quadrant is supposed entirely as a analysis tool, and is not supposed to be a specific e-book to action. Gartner disclaims all warranties, specific or implied, with admire to this analysis, together with any warranties of merchantability or fitness for a specific purpose.

* The Gartner Magic Quadrant for Object Oriented analysis and Design (OOA&D) equipment, 2H06-2H07 record changed into authored through Michael J. Blechar.

** The Gartner market records file is entitled "Market Share: software development and project and Portfolio administration, global, 2005" authored by means of Laurie Wurster and Fabrizio Biscotti.

IBM and Lightbend be a part of forces on enterprise AI for Scala and Java builders | killexams.com Real Questions and Pass4sure dumps

IBM Corp. announced a collaboration today with Lightbend Inc. in a bid to fan the flames of the advent of synthetic intelligence purposes in tremendous corporations.

Lightbend is the provider of the area’s main building platform for thus-referred to as “Reactive” purposes, which can be highly dispensed, flexible and tolerant of failures. collectively, the two companies are trying to find to construct a complete toolchain for AI development for Java and Scala developers.

“Working with IBM on an integrated platform for cognitive construction is a herbal development of our work to guide advanced cognitive application development,” referred to Mark Brewer, president and chief govt officer at Lightbend.

Lightbend expects that the alliance with IBM will bring publicity to probably tens of millions of builders that use Java and Scala within the commercial enterprise. For its half, IBM sees this as a chance to form a developer neighborhood in the emerging AI and cognitive computing industry the use of Scala and Java.

“This [deal] brings us correct into the center of the community we are looking to build,” referred to Bob Lord, IBM’s chief digital officer. “This now gives us a very wonderful perspective to help Scala and Java developers deliver new functions into the commercial enterprise.”

As AI analysis and computing device getting to know development proceed to make headway into commercial enterprise environments, greater builders are turning to Scala for its capability to deal with advanced algorithms and streaming information at scale. as an instance, contemporary massive information frameworks equivalent to Spark, Kafka and Akka are written in Scala.

Java itself is an incredibly usual language amid builders often, in addition to in commercial enterprise environments. The language ranked No. 2 in Redmonk’s June 2017 language rankings and has maintained a in a similar fashion high put up over the last few years. Java is additionally ordinary in AI construction because of its versatility and ease of use as an object-oriented programming language.

Lightbend is certainly well-placed to assist Scala developers when it involves AI building since the enterprise’s founder, Martin Odersky, is the creator of the Scala programming language. The business focuses on presenting builders what it calls Reactive methods, described in aspect in the “Reactive Manifesto.” The core of Reactive systems is to assist developers create utility that’s extra flexible, scalable and tolerant to failure than legacy frameworks.

IBM intends to integrate Lightbend’s Reactive utility building Platform, which brings vital capabilities to developers for reactive programming, data and microservices. With this integration, IBM will lengthen its cloud portfolio of cloud features, together with facts analytics, cognitive and computer researching, and collaborative facts science tools to use Lightbend’s structure.

The goal is to provide commercial enterprise builders the equipment obligatory to hastily installation AI and cognitive methods the usage of Scala and Java. “Java and Scala are the languages of cognitive and AI building,” Lord spoke of, “and cognitive construction is the long run.”

With Lightbend’s platform and IBM’s skills in computing device studying techniques – as viewed with the development and deployment of IBM’s flagship AI Watson – builders should be able to prototype, look at various and deploy new purposes using cognitive programs extra rapidly.

here’s a video explaining the deal:

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Innovation: A program That Works | killexams.com Real Questions and Pass4sure dumps

Mary Jo Frederich and Peter Andrews describe IBM's First-of-a-kind (FOAK) program, which promotes innovation that gives you true, ecocnomic business value.

in case you were tripping over uncut jewels and precious metallic ores, you'd probably discover a means to take potential of it. IBM analysis can suppose like that some days. in the hallways, you hear conversations about computer systems that remember herbal language, advanced evaluation of streaming records, or "green" concepts for cutting back vigor and waste. around you are people who feel for a living, difficult at work—taking over intractable issues of securing financial institution statistics during mess ups, optimizing supply chains, or building techniques that may simulate drug interactions. good issues are happening. interesting things.

but for years, accomplishing out to the actual world for innovation partnerships turned into now not an obvious alternative for IBM research. IBM has at all times had good, artistic minds at work, helping consumers and developing the next generation of simple tools for company and the public sector. but IBM stored the jewels to itself. Researchers (that really expert position emerged in 1945) labored in what gave the impression to be appropriate isolation. They managed to invent the disk drive, random-entry reminiscence, FORTRAN, RISC computing, and dozens of different technologies that helped create present day digital world.

not incidentally, IBM made some huge cash throughout this duration. IBM had first-type questions it needed to reply, and it did not need to appear outside for expertise. nearly every thing became proprietary, and everything that became obligatory for an entire solution came about within the company. anyway, IBM research turned into modeled after Bell Labs, and the perception became that gorgeous isolation became both appropriate and fundamental. The precise world, with its budgets, cut-off dates, and messy issues, would handiest distract the most beneficial and the brightest. Naturally, there were ideas, complications, and relationships that stored IBM analysis crucial. It wasn't a very closed device, however that became the basic viewpoint.

IBM research had few formal ties past corporate headquarters unless the Seventies. at the moment, other IBM divisions were facing enormous challenges, and they grew to become restive about making contributions to IBM analysis when they weren't getting any immediate advantages. based on this, so-known as "Joint programs" were centered. For the primary time, different divisions of IBM, people that developed and bought and struggled with customer problems, all started to without delay influence the IBM research agenda and its funding.

rather than securing a hundred% of its budget throughout the agency, now IBM research become allocated only a component of its annual funding. IBM analysis mandatory to comfortable the remainder of its funding at once from the IBM manufacturers. This was meant to align a component of the analysis work with IBM brand strategies, while nevertheless presenting IBM analysis with the freedom to pursue pure, unconstrained exploration.

This funding mannequin nonetheless exists these days. each year, each of the IBM brands allocates a component of its funds to fund its Joint software with IBM analysis. For each greenback that a manufacturer invests in its Joint program, IBM analysis matches it. This matching-of-dollars strategy has ensured that IBM analysis focuses a few of its work on areas strategic to the IBM brands. It additionally has supplied an excellent incentive for the manufacturers to make investments of their Joint courses, because it is a mechanism for the manufacturers to enhance the variety of individuals engaged on their products, whereas offering only half of the funding. virtually, they get added assist at a reduction cost.

With the advent of Joint courses, a substantial and turning out to be variety of IBMers began to work shoulder to shoulder with colleagues from throughout IBM. The collaboration become deep, with brand division personnel working at, and even directing, projects within the research labs. The duties of researchers extended to the products themselves, and it become now not bizarre for the researchers to flow their places of work to a manufacturing or construction website. And if a product did not come off the line with sufficient pleasant, or a consumer had an issue with an offering that a researcher had a hand in, that researcher could be known as in. Firefighting and difficulty resolution became a part of the job, and many researchers grew to become typical with the hotels in Burlington, Poughkeepsie, Endicott, Hursley, and Markham.

In 1993, IBM research took one other step toward becoming greater externally concentrated with the introduction of the functions, purposes, and solutions (SAS) application. SAS aimed to carry IBM analysis abilities and technologies to a plenty better variety of consumers who have been combating enterprise challenges that had no off-the-shelf options.

SAS identified that researchers lived within the state of the art in many areas of science and technology. in the event that they might apply the best possible of what IBM research had to precise-world complications, they might force huge cost for consumers and the IBM service provider.

beyond generating new income for IBM, SAS led researchers to confront many complex enterprise challenges. It additionally pressured the researchers to think more deeply and creatively in regards to the capabilities impact of their work beyond the laboratory. searching back, one can see how SAS and the Joint classes drove IBM analysis to be greater a must have to IBM through guiding the researchers into areas that they could now not have otherwise explored. determine 1.1 indicates the evolution of IBM analysis from being internally focused to externally focused.

figure 1.1 IBM research goes from isolation to ever deeper partnering with different IBM agencies and valued clientele.

youngsters IBM research did not welcome these adjustments enthusiastically, the cloud had a silver lining. beyond management questions and economic pressures, it grew to be clear that further and further of the motion was happening the place people from diverse corporations worked collectively. Synergies, new perspectives, and clean ideas drove advances akin to parallel computing, object-oriented utility, and everything that came with the advent of the web. And with few exceptions, success within the marketplace trusted a posh array of partnerships. trendy competitor is always, potentially, the following day's collaborator.

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Object Oriented Analysis and Design - Part 1 (Analysis)

Object-Oriented Analysis And Design — Introduction (Part 1) | killexams.com real questions and Pass4sure dumps

Object-orientation is what’s referred to as a programming paradigm. It’s not a language itself but a set of concepts that is supported by many languages.

If you aren’t familiar with the concepts of object-orientation, you may take a look at The Story of Object-Oriented Programming.

If everything we do in these languages is object-oriented, it means, we are oriented or focused around objects.

Now in an object-oriented language, this one large program will instead be split apart into self contained objects, almost like having several mini-programs, each object representing a different part of the application.

And each object contains its own data and its own logic, and they communicate between themselves.

These objects aren’t random. They represent the way you talk and think about the problem you are trying to solve in your real life.

They represent things like employees, images, bank accounts, spaceships, asteroids, video segment, audio files, or whatever exists in your program.

It’s a structured method for analyzing, designing a system by applying the object-orientated concepts, and develop a set of graphical system models during the development life cycle of the software.

The software life cycle is typically divided up into stages going from abstract descriptions of the problem to designs then to code and testing and finally to deployment.

The earliest stages of this process are analysis (requirements) and design.

The distinction between analysis and design is often described as “what Vs how”.

In analysis developers work with users and domain experts to define what the system is supposed to do. Implementation details are supposed to be mostly or totally ignored at this phase.

The goal of the analysis phase is to create a model of the system regardless of constraints such as appropriate technology. This is typically done via use cases and abstract definition of the most important objects using conceptual model.

The design phase refines the analysis model and applies the needed technology and other implementation constrains.

It focuses on describing the objects, their attributes, behavior, and interactions. The design model should have all the details required so that programmers can implement the design in code.

They’re best conducted in an iterative and incremental software methodologies. So, the activities of OOAD and the developed models aren’t done once, we will revisit and refine these steps continually.

In the object-oriented analysis, we …

We’re not going to cover the first two activities, just the last one. These are already explained in detail in Requirements Engineering.

The analysis phase identifies the objects, their relationship, and behavior using the conceptual model (an abstract definition for the objects).

While in design phase, we describe these objects (by creating class diagram from conceptual diagram — usually mapping conceptual model to class diagram), their attributes, behavior, and interactions.

In addition to applying the software design principles and patterns which will be covered in later tutorials.

The input for object-oriented design is provided by the output of object-oriented analysis. But, analysis and design may occur in parallel, and the results of one activity can be used by the other.

In the object-oriented design, we …

A class diagram gives a visual representation of the classes you need. And here is where you get to be really specific about object-oriented principles like inheritance and polymorphism.

Describing the interactions between those objects lets you better understand the responsibilities of the different objects, the behaviors they need to have.

There are many other diagrams we can use to model the system from different perspectives; interactions between objects, structure of the system, or the behavior of the system and how it responds to events.

It’s always about selecting the right diagram for the right need. You should realize which diagrams will be useful when thinking about or discussing a situation that isn’t clear.

System modeling and the different models we can use will be discussed next.

System modeling is the process of developing models of the system, with each model representing a different perspectives of that system.

The most important aspect about a system model is that it leaves out detail; It’s an abstract representation of the system.

The models are usually based on graphical notation, which is almost always based on the notations in the Unified Modeling Language (UML). Other models of the system like mathematical model; a detailed system description.

Models are used during the analysis process to help to elicit the requirements, during the design process to describe the system to engineers, and after implementation to document the system structure and operation.

We may develop a model to represent the system from different perspectives.

The unified modeling language become the standard modeling language for object-oriented modeling. It has many diagrams, however, the most diagrams that are commonly used are:

You can do diagramming work on paper or on a whiteboard, at least in the initial stages of a project. But there are some diagramming tools that will help you to draw these UML diagrams.

Graphical Object Oriented Programming (GOOP) | killexams.com real questions and Pass4sure dumps

By implementing classes, you can take advantage of the design and development practices used by developers who use standard Object-Oriented languages. You will also be able to use standard Object-Oriented analysis and design tools, such as Rational Rose and Microsoft Visual Modeler and apply principles that describe Object-Oriented design and development.

The component-based approach to developing application augments the traditional data-flow programming used in LabVIEW applications. You will develop large applications by identifying and designing components that implement distinct parts of the functionality of the application. Today, components are widely used in ActiveX automation, Java, and other technologies. Having your application based on components should make it easier to interface with these technologies as your LabVIEW application evolves.

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Graphical object-oriented programming provides you with many benefits including: maintainability, scalability, and reusability.

MaintainabilityIn an intertwined or monolithic application, a change to one part of the program can often directly affect other parts. By designing an application as a collection of components, the dependencies between the different parts of the system are reduced to the data passed between components. Changes to an application are isolated to the affected components and do not require you to re-release and retest the entire system, just the component.

ScalabilityAs your needs increase, scalable applications allow you to add functionality without rewriting your whole application. Decoupling the different pieces of an application makes it easier to scale the different parts for different needs.

ReusabilityEach object contains its own data, so invoking functions on one object does not affect any other objects of the same class. Unlike global variables that share data, no new VIs need to be written and saved to disk in order to support multiple objects. Because the internal data all resides in the component, changes to the internal data will not directly affect the users of this component. Thus, you can reuse the same component in many applications without having to worry about future incompatibility.

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The LabVIEW GOOP Wizard helps you quickly build LabVIEW software components. It automatically generates the VIs you need to create your own classes and manage instances of class data.

LabVIEW GOOP Wizard for Windows 2000/NT/Me/9x

LabVIEW GOOP Wizard for MAC OS

LabVIEW GOOP Wizard for Linux

LabVIEW GOOP Wizard for Sun

The Improbable Origins of PowerPoint | killexams.com real questions and Pass4sure dumps

Walking into the hall to deliver the speech was a “daunting experience,” the speaker later recalled, but “we had projectors and all sorts of technology to help us make the case.” The technology in question was PowerPoint, the presentation software produced by Microsoft. The speaker was Colin Powell, then the U.S. Secretary of State.

Powell’s 45 slides displayed snippets of text, and some were adorned with photos or maps. A few even had embedded video clips. During the 75-⁠minute speech, the tech worked perfectly. Years later, Powell would recall, “When I was through, I felt pretty good about it.”

The aim of his speech, before the United Nations Security Council on 5 February 2003, was to argue the Bush administration’s final case for war with Iraq in a “powerful way.” In that, he succeeded. While the president had already decided to go to war, Powell’s speech—inseparable from what would become one of the most famous PowerPoint presentations of all time—did nothing to derail the plan. The following month, the United States, United Kingdom, Australia, and Poland launched their invasion.

“Evasion and Deception”: In a 2003 speech to the United Nations Security Council, then U.S. Secretary of State Colin Powell made the case for going to war with Iraq. The accompanying PowerPoint slides included satellite imagery [top] that Powell said showed secret work on chemical and biological weapons.

Powell’s speech dramatized how PowerPoint had become, by 2003, a nearly inescapable tool of communication and persuasion in much of the world. Since then, its domination has only become more complete. The same tool used by U.S. State Department and CIA officials to pivot an international coalition toward war is also used by schoolchildren to give classroom reports on planets, penguins, and poets. Microsoft rightly boasts of 1.2 billion copies of PowerPoint at large—one copy for every seven people on earth. In any given month, approximately 200 million of these copies are used, and although nobody’s really counting, our cumulative generation of PowerPoint slides surely reaches well into the billions. So profound is PowerPoint’s influence that prominent figures have decried the software’s effects on thinking itself. Edward Tufte, the guru of information visualization, has famously railed against the “cognitive style” of PowerPoint, which he characterizes as having a “foreshortening of evidence and thought” and a “deeply hierarchical single-⁠path structure.”

PowerPoint is so ingrained in modern life that the notion of it having a history at all may seem odd. But it does have a very definite lifetime as a commercial product that came onto the scene 30 years ago, in 1987. Remarkably, the founders of the Silicon Valley firm that created PowerPoint did not set out to make presentation software, let alone build a tool that would transform group communication throughout the world. Rather, PowerPoint was a recovery from dashed hopes that pulled a struggling startup back from the brink of failure—and succeeded beyond anything its creators could have imagined.

PowerPoint was not the first software for creating presentations on personal computers. Starting in 1982, roughly a half-dozen other programs [PDF] came on the market before PowerPoint’s 1987 debut. Its eventual domination was not the result of first-mover advantage. What’s more, some of its most familiar features—the central motif of a slide containing text and graphics; bulleted lists; the slideshow; the slide sorter; and even the animated transitions between slides—did not originate with PowerPoint. And yet it’s become the Kleenex or Scotch Tape of presentation software, as a “PowerPoint” has come to mean any presentation created with software.

With PowerPoint as well as its predecessors, the motif of the slide was, of course, lifted directly from the world of photography. Some presentation programs actually generated 35-mm slides for display with a slide projector. In most cases, though, the early programs created slides that were printed on paper for incorporation into reports, transferred to transparencies for use on overhead projectors, or saved as digital files to be displayed on computer monitors.

The upshot was that personal computer users of the 1980s, especially business users, had many options, and the market for business software was undergoing hypergrowth, with programs for generating spreadsheets, documents, databases, and business graphics each constituting a multimillion-dollar category. At the time, commentators saw the proliferation of business software as a new phase in office automation, in which computer use was spreading beyond the accounting department and the typing pool to the office elites. Both the imagined and actual users of the new business software were white-collar workers, from midlevel managers to Mahogany Row executives.

PowerPoint thus emerged during a period in which personal computing was taking over the American office. A major accelerant was the IBM Personal Computer, which Big Blue unveiled in 1981. By then, bureaucratic America—corporate and government alike—was well habituated to buying its computers from IBM. This new breed of machine, soon known simply as the PC, spread through offices like wildfire.

The groundwork for that invasion had been laid the previous decade, in the 1970s technosocial vision of the “office of the future.” It started, like so much of what we now take for granted in our contemporary world of networked personal computing, at Xerox’s legendary Palo Alto Research Center (PARC) [PDF]. The site was established in 1970 to invent the computing systems that would equip the future’s white-collar office, an arena the company hoped to dominate in the same way it did photocopying. Many of the bright young computer scientists and engineers recruited to work at PARC knew one another from the major computer science programs funded by the Department of Defense’s Advanced Research Projects Agency (ARPA) at MIT, Carnegie Mellon, Stanford, UC Berkeley, the University of Utah, and SRI.

In 1972, PARC researchers began to focus on a new personal computer they called the Alto. Led by Alan Kay, Butler Lampson, Bob Taylor, and Chuck Thacker, they were captivated by an extraordinary idea: that in the office of the future, every individual would have a dedicated computer like the Alto. Moreover, these computers would be networked to one another and to other, larger computers, both locally and far away. This networking would form a web of communication and computing resources well beyond the capacity of any single personal computer. In the pursuit of this vision, Ethernet emerged, as did the PARC Universal Packet protocol [PDF], or PUP, an important predecessor of the TCP/IP standard of today’s Internet.

The Alto’s creators emphasized the machine’s graphics capabilities, dedicating much of the computer’s hardware and software to rendering high-⁠resolution imagery onscreen, including typography, drawings, digital photographs, and animations. It was a huge step up from the mainstream computers of the day, which still used punch cards, paper printouts, teletypes, and “dumb” terminals. Alto users interacted with it through a graphical interface to access, generate, and manipulate information. Even the text was treated as an image. The computer was controlled through a standard keyboard and the then-novel mouse that had emerged from Doug Engelbart’s SRI laboratory.

This graphical turn in computing was perhaps most pronounced in one of the Alto’s programming languages, called Smalltalk. Developed by Kay, Dan Ingalls, Adele Goldberg, and other collaborators, Smalltalk wasn’t just a programming language; it was also a programming and user environment. It introduced the graphical user interface, or GUI, to personal computing, including a metaphorical desktop with overlapping windows, contextual and pop-up menus, file browsers, scroll bars, selection by mouse clicks, and even cut, copy, and paste.

While such innovations were ostensibly proprietary, by the end of the 1970s, Xerox managers and PARC staff were routinely discussing their findings with outsiders and publishing details of the Alto system in journals. PARC researchers were, after all, still part of the broader ARPA community of computer scientists and engineers. Many visitors who saw the Alto system considered it transformative.

One such visitor was Apple cofounder Steve Jobs. Following Xerox’s investment in Apple in 1979, PARC researchers gave Apple engineers and management detailed demonstrations of Smalltalk and other programs previously reserved for Xerox insiders. Jobs was so enthralled by what he saw that he decided to reorient the Lisa, a business computer Apple was developing at the time, to fully embrace the PARC idiom. A few years later, when Jobs was transferred out of the Lisa project, he seized control of another effort aimed at creating a low-cost computer and pushed it, too, toward the PARC idiom. That computer became the Macintosh.

What does all this have to do with PowerPoint? Apple lavished resources—people and cash alike—to embrace the PARC paradigm with the Lisa and the Macintosh, but not everyone at Apple was happy about that. In particular, those working to maintain the existing Apple II and III lines felt that their efforts were being shortchanged. By 1982, the product marketing manager for the Apple III, Taylor Pohlman, and the software marketing manager for the Apple II and III, Rob Campbell, had had enough. They quit and went into business together, founding the company that would create PowerPoint.

But PowerPoint was not at all in their original plan.

One thing that united Pohlman and Campbell—but alienated them at Apple—was that they were cut from a different cloth than the computer-science types working on the Lisa and the Macintosh. Though both Pohlman and Campbell were technically minded, they were also oriented toward marketing and sales. Before Apple, Pohlman had worked in marketing at Hewlett-Packard, and Campbell had run a small accounting software company.

The pair left Apple late in 1982, and by early 1983, they had secured US $600,000 in venture capital to create a software company, which they called Forethought. Ironically, the startup’s aim was to bring the PARC idiom to the IBM PC and its clones—in essence, to outplay Apple at its own game. That year, the Apple Lisa appeared, priced at nearly $10,000 (more than $25,000 in today’s dollars). Two years earlier, Xerox had brought its own personal computer, the Xerox Star, to market, at an even higher price. Pohlman and Campbell’s idea was to bring a graphical-software environment like the Xerox Alto’s to the hugely popular but graphically challenged PC.

Forethought’s founders intended to go beyond the Star and the Lisa by incorporating an important dimension of Alto’s Smalltalk: object-oriented programming. In simple terms, traditional programming of the day treated data and the procedures for manipulating it separately. In object-oriented programming, data and procedures are combined in “objects” that interact with each other by passing messages between them. Proponents held that the modularity of object-oriented programming made for speedier development, flexibility, and dynamic change. For example, skilled Smalltalk programmers could quickly alter the GUI while the program was running. Object-oriented programming has since become the prevailing paradigm for the most widely used programming languages.

Pohlman and Campbell envisioned an object-oriented software platform called Foundation, which was centered around documents. Each Foundation document would act like an object in Smalltalk, which a business user would stitch together with other documents to create, say, a report containing a graph of recent sales, a statistical analysis of customer traits, drawings of proposed changes to a product, and a block of explanatory text. Each element would be live, malleable, and programmable. Spreadsheets, databases, drawings, word processing—Foundation would handle it all. Users would select a document with a mouse click, and contextual menus would then offer choices appropriate for that type of document. Foundation would be, in essence, Smalltalk for the office worker.

Forethought staffed up, bringing in software developers from Xerox PARC who were familiar with object-oriented programming and WYSIWYG applications, in which the text and graphics displayed on screen look very similar to the way they will appear in print. To create certain functions, the startup inked deals with outside suppliers; Forethought also purchased a powerful VAX computer from Digital Equipment Corp. for the software-development effort.

Within a year, the company ran into difficulties. For one, the developers grew deeply concerned about which personal computers, if any, would be powerful enough to run Foundation. The Apple Lisa had the horsepower, but it was already failing in the market, while the Macintosh was deemed too feeble. And the IBM PC was still far behind where Forethought had hoped and planned it would be.

Forethought, a Silicon Valley startup, brought PowerPoint 1.0 to market in April 1987. Image: Dennis Austin

Version 1.0 included a humorous sample presentation in which Christopher Columbus pitches Queen Isabella on his expedition. Image: Dennis Austin

Many elements of today’s PowerPoint were present in version 1.0, including its graphical, WYSIWYG environment; the slide sorter and slideshow; and the ability to easily format and size text, combine text with images, and draw simple lines and shapes. Image: Dennis Austin

More worrying was Oracle’s announcement that it would need another year to deliver on its contract for the database code. This meant that the launch of Foundation would be intolerably delayed. Forethought was running perilously low on funds, and it didn’t have the resources to develop a database on its own. The company was facing, literally, an existential crisis.

Rather than liquidate the firm, management and investors decided to “restart” Forethought—a “pivot” in today’s Silicon Valley parlance. Work on Foundation was set aside, while the firm focused on software publishing—that is, manufacturing, marketing, and supporting computer programs written by others. Forethought’s publishing arm produced software for the Apple Macintosh under the brand Macware. And it was a success. Its biggest hit, oddly enough, was a database program called FileMaker.

With brightening finances from sales of FileMaker, Forethought began to develop a new software product of its own. This new effort was the brainchild of Robert Gaskins, an accomplished computer scientist who’d been hired to lead Forethought’s product development. Gaskins was a polymath who had simultaneously pursued Ph.D.s in English, linguistics, and computer science at UC Berkeley before joining industry. He in turn hired a bright young software developer named Dennis Austin, who had previously developed compilers at Burroughs and contributed to a GUI operating system at a laptop startup.

Gaskins and Austin worked closely to conceptualize, design, and specify Forethought’s new product. Gaskins spotted an opportunity in presentation software and believed they could apply the PARC idiom to this application. He envisioned the user creating slides of text and graphics in a graphical, WYSIWYG environment, then outputting them to 35-mm slides, overhead transparencies, or video displays and projectors, and also sharing them electronically through networks and electronic mail. The presentation would spring directly from the mind of the business user, without having to first transit through the corporate art department.

While Gaskins’s ultimate aim for this new product, called Presenter, was to get it onto IBM PCs and their clones, he and Austin soon realized that the Apple Macintosh was the more promising initial target. Designs for the first version of Presenter specified a program that would allow the user to print out slides on Apple’s newly released laser printer, the LaserWriter, and photocopy the printouts onto transparencies for use with an overhead projector.

Austin quickly got to work programming Presenter in Apple Pascal on a Lisa computer, eventually switching to a Macintosh. He was joined in the effort by Tom Rudkin, an experienced developer, and the pair hewed as closely as possible to the Macintosh’s user interface and modes of operation. Indeed, the source code for Presenter included Apple-provided code for handling text, which Apple used in its own word processor, MacWrite.

In April 1987, Forethought introduced its new presentation program to the market very much as it had been conceived, but with a different name. Presenter was now PowerPoint 1.0—there are conflicting accounts of the name change—and it was a proverbial overnight success with Macintosh users. In the first month, Forethought booked $1 million in sales of PowerPoint, at a net profit of $400,000, which was about what the company had spent developing it. And just over three months after PowerPoint’s introduction, Microsoft purchased Forethought outright for $14 million in cash.

PowerPoint then became Microsoft’s presentation software, first just for the Macintosh and later also for Windows. The Forethought team became Microsoft’s Graphics Business Unit, which Gaskins led for five years, while Austin and Rudkin remained the principal developers of PowerPoint for about 10 years. Wisely, Microsoft chose to keep the Graphics Business Unit in Silicon Valley rather than move it to Redmond, Wash. The unit became Microsoft’s first outpost in the region, and PowerPoint is still developed there to this day.

While PowerPoint was a success from the start, it nevertheless faced stiff competition, and for several years, Lotus Freelance and Software Publishing’s Harvard Graphics commanded larger market shares. The tipping point for PowerPoint came in 1990, when Microsoft unleashed its bundling strategy and began selling Microsoft Office—which combined Microsoft Word, Excel, and PowerPoint—as a $1,000 set. Previously, each part had been sold separately for about $500 apiece.

Because most users of personal computers required both a word processor and a spreadsheet program, Microsoft’s price for Office proved compelling. PowerPoint’s competitors, on the other hand, resented the tactic as giving away PowerPoint for free. And for more than a quarter century, Microsoft’s competitive logic proved unassailable.

These days, the business software market is shifting again, and Microsoft Office must now compete with similar bundles that are entirely free, from the likes of Google, LibreOffice, and others. Productivity software resides more often than not in the cloud, rather than on the user’s device. Meanwhile, the dominant mode of personal computing globally has firmly shifted from the desktop and laptop to the smartphone. As yet, no new vision of personal computing like the one that came from Xerox PARC in the 1970s has emerged. And so for the moment, it appears that PowerPoint, as we know it, is here to stay.

David C. Brock is a historian of technology and director of the Center for Software History at the Computer History Museum, in Mountain View, Calif.

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