Servers: VMware, US Department of Energy, Red Hat/Fedora and SUSE/SAP
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VMware demos hypervisor running on a network card
VMware has demonstrated Linux running on a network card.
Speaking at the VMware user group convention in Sydney today, Chris Wolf, chief technology officer, global field and industry demonstrated a VMware’s ESXi hypervisor and a Ubuntu guest VM running on a Mellanox SmartNIC.
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Aurora Will Be The First Exascale Supercomputer Of America
The exascale supercomputer has the ability to make use of high-performance computing (HPC) and artificial intelligence (AI) in various areas such as cancer research, climate modeling, and veterans’ health treatments, and more. Aurora will be specially designed to analyze the large amount of data generated by DOE-owned equipment like particle accelerators, telescopes, and other detectors.
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Intel Xe Graphics Being Part Of The First US Exascale Supercomputer Is Great For Linux
Announced on Monday was that the US Department of Energy in cooperation with Argonne National Laboratory will see the "Aurora" supercomputer as the first US Exascale SC coming online in 2021 and featuring Intel's highly anticipated Xe Graphics.
The Intel Xe Graphics are expected to put Aurora over the edge in being the first exascale super computer at least within the United States. Aurora will also feature Optane persistent DIMMs and next-generation Xeon processors. Intel is partnered with Cray on this design for the half a billion USD super computer.
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Career advice for engineers: Step away from the keyboard
Over the course of my career, I've had two to three major mindset shifts in how I approach my work. At first, I just focused on engineering—trying to know the most about whatever language or libraries I was using, being very "trivia" focused, and ultimately ignoring the concerns of others in an effort to just write good code. This wasn't to say I didn't try to get along with my coworkers or help them out, but my efforts to improve were all about me; after all, the team and the company do better as I become better. And to be fair, this approach isn't totally unfounded in its merits. As engineers, we must constantly evolve, learn more, and improve because the industry is getting harder with bigger problems that need more technical solutions every day. This approach worked well enough for me for the first half of my career, where I was junior enough to have such selfish (albeit well-meaning) motivations.
Then I took a job where I worked with more engineers in one office than I had worked with in my entire career to date. This job nearly broke me. I went from being one of the better people in my role to barely scraping by… for nearly two years. I struggled to succeed, I constantly felt outclassed by the people around me, and many days I couldn't figure out why they even hired me (a feeling, it turns out, that some of my co-workers shared). But there was no big epiphany, no single defining moment that turned it around. Just a series of hard, abject failures from which I had two choices—give up or learn and grow. I did my best to do the latter. As I moved back to a smaller startup, I saw firsthand just how important it is to cement a culture, from the ground up, based around these lessons.
My final mindset shift happened when I transitioned into management after the startup was acquired by a larger company. I didn't choose to be a manager; management chose me, in that I was offered the position. I was also told that, while everyone really believed in me, the ultimate reason they chose me was that they felt it would be less tumultuous to promote someone from within than hiring someone from outside. We had a very aggressive timeframe after the acquisition, and my new company didn't want to risk things by bringing in an outside leader who didn't have the team's trust. I found that this phase reinforced everything I had learned before about being effective in an engineering role—and turned up the dial on how hard I need to apply these lessons every minute of every day.
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Why you should take the jobs no one else wants
So often, we describe open organizations as places overflowing with highly engaged people—places where leaders emerge spontaneously to tackle urgent problems, where people opt-in to challenging initiatives they know they can influence and drive, where teams act with initiative and few top-down mandates.
And it's all true. I see it regularly at Red Hat.
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OpenShift 4 ISV Operators
In Red Hat OpenShift 4, the Operator Hub provides access to community and certified operators that facilitate the deployment and configuration of potentially complex applications. In this video, we take a look at creating and scaling a Couchbase cluster using the operator shipped with OpenShift 4.
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Contribution opportunity! Quick docs!
Quick docs are meant to be short articles on the official Fedora documentation site that cover commonly used workflows/tools.
Unlike wiki pages which are generally unreviewed, information on quick-docs follows the PR (peer-review + pull request) process. So the new information that is added there is more trustworthy and should be too, given that quick docs is listed on the official Fedora documentation website.
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We did it again – Our HA solution is SAP Certified
One of the main differences is that the new setup is now also supported for clusters with more than two nodes (n>2). We recommend to use an odd number of nodes to guarantee that always a majority of the cluster could proceed after cluster separations.
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