Amazon.com Review
Building the pyramids was child's play compared with designing the Internet and other highly complex 20th-century projects. So many individuals and organizations had to come together to successfully build these more recent monumental structures that new ways of managing complex undertakings had to be invented on the spot. Eminent technology historian Thomas P. Hughes explores the development of systems engineering in
Rescuing Prometheus, which focuses on four projects that are bewildering in their enormity, yet were completed successfully.
The SAGE air-defense project transformed computers from mathematical labor savers into decision-makers by proxy, and spawned the first elements of "postmodern management." Then, the Atlas missile program brought together the disparate elements of the military-industrial-university complex and demanded new, less hierarchical control over individual subprograms. This new way of thinking brought engineers such as Dean Wooldridge and Simon Ramo to prominence.
Hughes follows these developments in systems engineering closely as they were applied to ARPANET and Boston's Central Artery/Tunnel Project. Along the way those projects encountered both the simplifying synergy and maddening political slowdowns involved with not just a handful of problems, but entire communities of messy problems. Readers discouraged by seemingly inflexible barriers to solving complex social and technical problems can take heart after reading Rescuing Prometheus. This book shows that while we still can't fix the world, we're building better tools to do so every day. --Rob Lightner
From Publishers Weekly
Hughes, whose American Genesis was a Pulitzer finalist, believes that between 1950 and 1970 the military/industrial/ university complex played a far more innovative and beneficial role than is generally acknowledged. In fact, the author likens America's "technological transformations" as a "second creation; the first was mythologized in the book of Genesis." He focuses on four massive cooperative ventures: The first, Semi-automatic Ground Environment (SAGE), a collaboration involving MIT and the U.S. military, built a computer- and radar-based air-defense system. Next, University of Pennsylvania professor emeritus and historian of science Hughes examines the Atlas project, which produced America's first ICBM; Boston's Central Artery/Tunnel Project, a traffic-unclogging system of highways, tunnels and bridges scheduled for completion in 2004; and the Defense Department-funded ARPANET, an interactive computer-based information network that paved the way for the Internet. In fact, this is not just about the evolution of contemporary technology; it's also about how complex coalitions of scientists, engineers, managers and others paved the way for changes in corporate management and development. Whether the culture of these very specialized projects could make the leap to the society at large seems debatable. But this detailed study highlights the underappreciated role of managerial prowess, rather than pure science or engineering, in determining the success of large-scale technological projects. Photos. Editor, Dan Frank.
Copyright 1998 Reed Business Information, Inc.
--This text refers to an out of print or unavailable edition of this title.