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Equal-to condition. In a test for this condition, the arithmetic/logic unit compares two values to determine if they are equal. For example: If the number of tickets sold equals the number of seats in the auditorium, then the concert is declared sold out. Less-than condition. To test for this condition, the computer compares values to determine if one is less than another. For example: If the number of speeding tickets on a driver's record is less than three, then insurance rates are $425; otherwise, the rates are $500. Greater-than condition. In this type of comparison, the computer determines if one value is greater than another. For example: If the hours a person worked this week are greater than 40, then multiply every extra hour by 1.5 times the usual hourly wage to compute overtime pay. A computer can simultaneously test for more than one condition. In fact, a logic unit can usually discern six logical relationships: equal to, less than, greater than, less than or equal to, greater than or equal to, and not equal.
The prototype worked poorly but was presented with a detailed business plan which proposed that the new computer have an open architecture, use non-proprietary components and software, and be sold through retail stores, all contrary to IBM practice. It also estimated sales of 220,000 computers over three years, more than IBM's entire installed base. This swayed the Corporate Management Committee, which converted the group into a business unit named "Project Chess", and provided the necessary funding and authority to do whatever was needed to develop the computer in the given timeframe. The team received permission to expand to 150 people by the end of 1980, and one day more than 500 IBM employees called in asking to join. The design process was kept under a policy of strict secrecy, with none of the other IBM divisions knowing what was going on. The IBM 801 RISC processor was also considered, since it was considerably more powerful than the other options, but rejected due to the design constraint to use off-the-shelf parts.
To prevent this from happening, an operating system needed to enforce a set of policies that determined which privileges each process had. For example, the operating system might deny access to a certain variable by a certain process. The first international conference on computer security in London in 1971 was primarily driven by the time-sharing industry and its customers. Cambridge Multiple Access System was developed for the Titan, the prototype Atlas 2 computer built by Ferranti for the University of Cambridge. This was the first time-sharing system developed outside the United States, and which influenced the later development of UNIX. Compower Ltd., a wholly owned subsidiary of the National Coal Board (later British Coal Corporation) in the UK. Originally National Coal Board (NCB) Computer Services, it became Compower in 1973 providing computing and time-share services to internal NCB users and as a commercial service to external users. CompuServe, also branded as Compu-Serv, CIS.
He met with Richard Taylor, a representative, and that they started speakme approximately the use of live-movement pictures with back-lit animation in any such manner that it can be incorporated with laptop graphics. At this point, there has been a script and the movie changed into absolutely storyboarded, with a few laptop animation exams completed. He had spent approximately $300,000 growing Tron and had additionally secured $4-five million in personal backing earlier than achieving a standstill. Lisberger and Kushner took their storyboards and samples of laptop-generated movies to Warner Bros., Metro-Goldwyn-Mayer, and Columbia Pictures - all of which became them down. In 1980, they determined to take the concept to Walt Disney Productions, which changed into inquisitive about generating greater bold productions on the time. Tom Wilhite, Disney's vp for innovative development, watched Lisberger's take a look at photos and satisfied Ron Miller to offer the film a chance. However, Disney executives had been unsure approximately giving $10-12 million to a first-time manufacturer and director the use of strategies which, in maximum cases, had by no means been attempted.
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