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Tony Pearson is a Master Inventor, Senior IT Architect and Event Content Manager for [IBM Systems for IBM Systems Technical University] events. With over 30 years with IBM Systems, Tony is frequent traveler, speaking to clients at events throughout the world.
Lloyd Dean is an IBM Senior Certified Executive IT Architect in Infrastructure Architecture. Lloyd has held numerous senior technical roles at IBM during his 19 plus years at IBM. Lloyd most recently has been leading efforts across the Communication/CSI Market as a senior Storage Solution Architect/CTS covering the Kansas City territory. In prior years Lloyd supported the industry accounts as a Storage Solution architect and prior to that as a Storage Software Solutions specialist during his time in the ATS organization.
Lloyd currently supports North America storage sales teams in his Storage Software Solution Architecture SME role in the Washington Systems Center team. His current focus is with IBM Cloud Private and he will be delivering and supporting sessions at Think2019, and Storage Technical University on the Value of IBM storage in this high value IBM solution a part of the IBM Cloud strategy. Lloyd maintains a Subject Matter Expert status across the IBM Spectrum Storage Software solutions. You can follow Lloyd on Twitter @ldean0558 and LinkedIn Lloyd Dean.
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Well, it's that Back-To-School time again! Mo's thirteen-year-old reluctantly enters the eight grade, still upset the summer ended so abruptly. Richard's nephew returns to the University of Arizona for another year. Natalie has chosen to move to Phoenix and pursue a post-grad degree at Arizona State University. They all have two things in common, they all want a new computer, and they are all on a budget.
Fellow blogger Bob Sutor (IBM) pointed me to an excellent article on [How to Build Your Own $200 PC], which reminded me of the [XS server I built] for my 2008 Google Summer of Code project with the One Laptop per Child organization. Now that the project is over, I have upgraded it to Ubuntu Desktop 10.04 LTS, known as Lucid Lynx. Building your own PC with your student is a great learning experience in itself. Of course, this is just the computer itself, you still need to buy the keyboard, mouse and video monitor separately, if you don't already have these.
If you are not interested in building a PC from scratch, consider taking an old Windows-based PC and installing Linux to bring it new life. Many of the older PCs don't have enough processor or memory to run Windows Vista or the latest Windows 7, but they will all run Linux.
(If you think your old system has resale value, try checking out the ["trade-in estimator"] at the BestBuy website to straighten out your misperception. However, if you do decide to sell your system, consider replacing the disk drive with a fresh empty one, or wipe the old drive clean with one of the many free Linux utilities. Jason Striegel on Engadget has a nice [HOWTO Erase your old hard disk drive] article. If you don't have your original manufacturer's Windows installation discs, installing Linux instead may help keep you out of legal hot water.)
Depending on what your school projects require, you want to make sure that you can use a printer or scanner with your Linux system. Don't buy a printer unless it is supported by Linux. The Linux Foundation maintains a [Printer Compatability database]. Printing was one of the first things I got working for my Linux-based OLPC laptop, which I documented in my December 2007 post [Printing on XO Laptop with CUPS and LPR] and got a surprising following over at [OLPC News].
To reduce paper, many schools are having students email their assignments, or use Cloud Computing services like Google Docs. Both the University of Arizona and Arizona State University use Google Docs, and the students I have talked with love the idea. Whether they use a Mac, Linux or Windows PC, all students can access Google Docs through their browser. An alternative to Google Docs is Windows Live Skydrive, which has the option to upload and edit the latest Office format documents from the Firefox browser on Linux. Both offer you the option to upload GBs of files, which could be helpful transferring data from an old PC to a new one.
Lastly, there are many free video games for Linux, for when you need to take a break from all that studying. Ever since IBM's [36-page Global Innovation Outlook 2.0] study showed that playing video games made you a better business leader, I have been encouraging all students that I tutor or mentor that playing games is a more valuable use of your time than watching television. IBM considers video games the [future of learning]. Even the [Violent Video Games are Good for Kids]. It is no wonder that IBM provides the technology that runs all the major game platforms, including Microsoft Xbox360, Nintendo Wii and Sony PlayStation.
(FTC disclosure: I work for IBM. IBM has working relationships with Apple, Google, Microsoft, Nintendo and Sony. I use both Google Docs and Microsoft Live Skydrive for personal use, and base my recommendations purely on my own experience. I own stock in IBM, Google and Apple. I have friends and family that work at Microsoft. I own an Apple Mac Mini and Sony PlayStation. I was a Linux developer earlier in my IBM career. IBM considers Linux a strategic operating system for both personal and professional use. IBM has selected Firefox as its standard browser internally for all employees. I run Linux both at home and at the office. I graduated from the University of Arizona, and have friends who either work or take classes there, as well as at Arizona State University.)
Linux skills are marketable and growing more in demand. Linux is used in everything from cellphones to mainframes, as well as many IBM storage devices such as the IBM SAN Volume Controller, XIV and ProtecTIER data deduplication solution. In addition to writing term papers, spreadsheets and presentations with OpenOffice, your Linux PC can help you learn programming skills, web design, and database administration.
To all the students in my life, I wish you all good things in the upcoming school year!
This week, I am in beautiful Sao Paulo, Brazil, teaching Top Gun class to IBM Business Partners and sales reps. Traditionally, we have "Tape Thursday" where we focus on our tape systems, from tape drives, to physical and virtual tape libraries. IBM is the number #1 tape vendor, and has been for the past eight years.
(The alliteration doesn't translate well here in Brazil. The Portuguese word for tape is "fita", and Thursday here is "quinta-feira", but "fita-quinta-feira" just doesn't have the same ring to it.)
In the class, we discussed how to handle common misperceptions and myths about tape. Here are a few examples:
Myth 1: Tape processing is manually intensive
In my July 2007 blog post [Times a Million], I coined the phrase "Laptop Mentality" to describe the problem most people have dealing with data center decisions. Many folks extend linearly their experiences using their PCs, workstations or laptops to apply to the data center, unable to comprehend large numbers or solutions that take advantage of the economies of scale.
For many, the only experience dealing with tape was manual. In the 1980s, we made "mix tapes" on little cassettes, and in the 1990s we recorded our favorite television shows on VHS tapes in the VCR. Today, we have playlists on flash or disk-based music players, and record TV shows on disk-based video recorders like Tivo. The conclusion is that tapes are manual, and disk are not.
Manual processing of tapes ended in 1987, with the introduction of a silo-like tape library from StorageTek. IBM quickly responded with its own IBM 3495 Tape Library Data Server in 1992. Today, clients have many tape automation choices, from the smallest IBM TS2900 Tape Autoloader that has one drive and nine cartridges, all the way to the largest IBM TS3500 multiple-library shuttle complex that can hold exabytes of data. These tape automation systems eliminate most of the manual handling of cartridges in day-to-day operations.
Myth 2: Tape media is less reliable than disk media
For any storage media to be unreliable is to return the wrong information that is different than what was originally stored. There are only two ways for this to happen: if you write a "zero" but read back a "one", or write a "one" and read a "zero". This is called a bit error. Every storage media has a "bit error rate" that is the average likelihood for some large amount of data written.
According to the latest [LTO Bit Error rates, 2012 March], today's tape expects only 1 bit error per 10E17 bits written (about 100 Petabytes). This is 10 times more reliable than Enterprise SAS disk (1 bit per 10E16), and 100 times more reliable than Enterprise-class SATA disk (1 bit per 10E15).
Tape is the media used in "black boxes" for airplanes. When an airplane crashes, the black box is retrieved and used to investigate the causes of the crash. In 1986, the Space Shuttle Challenger exploded 73 seconds after take-off. The tapes in the black box sat on the ocean floor for six weeks before being recovered. Amazingly, IBM was able to successfully restore [90 percent of the block data, and 100 percent of voice data].
Analysts are quite upset when they are quoted out of context, but in this case, Gartner never said anything closely similar to this. Nor did the other analysts that Curtis investigated for similar claims. What Garnter did say was that disk provides an attractive alternative storage media for backup which can increase the performance of the recovery process.
Back in the 1990s, Savur Rao and I developed a patent to help backup DB2 for z/OS by using the FlashCopy feature of IBM's high-end disk system. The software method to coordinate the FlashCopy snapshots with the database application and maintain multiple versions was implemented in the DFSMShsm component of DFSMS. A few years later, this was part of a set of patents IBM cross-licensed to Microsoft for them to implement a similar software for Windows called Data Protection Manager (DPM). IBM has since introduced its own version for distributed systems called IBM Tivoli FlashCopy Manager that runs not just on Windows, but also AIX, Linux, HP-UX and Solaris operating systems.
Curtis suspects the "71 percent" citation may have been propogated by an ambitious product manager of Microsoft's Data Protection Manager, back in 2006, perhaps to help drive up business to their new disk-based backup product. Certainly, Microsoft was not the only vendor to disparage tape in this manner.
A few years ago, an [EMC failure brought down the State of Virginia] due to not just a component failure it its production disk system, but then made it worse by failing to recover from the disk-based remote mirror copy. Fortunately, the data was able to be restored from tape over the next four days. If you wonder why nobody at EMC says "Tape is Dead" anymore, perhaps it is because tape saved their butts that week.
(FTC Disclosure: I work for IBM and this post can be considered a paid, celebrity endorsement for all of the IBM tape and software products mentioned on this post. I own shares of stock in both IBM and Google, and use Google's Gmail for my personal email, as well as many other Google services. While IBM, Google and Microsoft can be considered competitors to each other in some areas, IBM has working relationships with both companies on various projects. References in this post to other companies like EMC are merely to provide illustrative examples only, based on publicly available information. IBM is part of the Linear Tape Open (LTO) consortium.)
Myth 4: Vendors and Manufacturers are no longer investing in tape technology
IBM and others are still investing Research and Development (R&D) dollars to improve tape technology. What people don't realize is that much of the R&D spent on magnetic media can be applied across both disk and tape, such as IBM's development of the Giant Magnetoresistance read/write head, or [GMR] for short.
Most recently, IBM made another major advancement with tape with the introduction of the Linear Tape File Systems (LTFS). This allows greater portability to share data between users, and between companies, but treating tape cartridges much like USB memory sticks or pen drives. You can read more in my post [IBM and Fox win an Emmy for LTFS technology]!
Next month, IBM celebrates the 60th anniversary for tape. It is good to see that tape continues to be a vibrant part of the IT industry, and to IBM's storage business!
Continuing my coverage of the Data Center 2010 conference, Monday I attended four keynote sessions.
The first keynote speaker started out with an [English proverb]: Turbulent waters make for skillful mariners.
He covered the state of the global economy and how CIOs should address the challenge. We are on the flat end of an "L-shaped" recovery in the United States. GDP growth is expected to be only 4.7 percent Latin America, 2.3 percent in North America, 1.5 percent Europe. Top growth areas include 8.0 percent India and 8.6 percent China, with an average of 4.7 growth for the entire Asia Pacific region.
On the technical side, the top technologies that CIOs are pursuing for 2011 are Cloud Computing, Virtualization, Mobility, and Business Intelligence/Analytics. He asked the audience if the "Stack Wars" for integrated systems are hurting or helping innovation in these areas.
Move over "conflict diamonds", companies now need to worry about [conflict minerals].
He proposed an alternative approach called Fabric-Based Infrastructure. In this new model, a shared pool of servers is connected to a shared pool of storage over an any-to-any network. In this approach, IT staff spend all of their time just stocking up the vending machine, allowing end-users to get the resources they need.
Crucial Trends You Need to Watch
The second speaker covered ten trends to watch, but these were not limited to just technology trends.
Virtualization is just beginning - even though IBM has had server virtualization since 1967 and storage virtualization since 1974, the speaker felt that adoption of virtualization is still in its infancy. Ten years ago, average CPU utilization for x86 servers of was only 5-7 percent. Thanks to server virtualization like VMware and Hyper-V, companies have increased this to 25 percent, but many projects to virtualized have stalled.
Big Data is the elephant in the room - storage growth is expected to grow 800 percent over the next 5 years.
Green IT - Datacenters consume 40 to 100 times more energy than the offices they support. Six months ago, Energy Star had announced [standards for datacenters] and energy efficiency initiatives.
Unified Communications - Voice over IP (VoIP) technologies, collaboration with email and instant messages, and focus on Mobile smartphones and other devices combines many overlapping areas of communication.
Staff retention and retraining - According to US Labor statistics, the average worker will have 10 to 14 different jobs by the time they reach 38 years of age. People need to broaden their scope and not be so vertically focused on specific areas.
Social Networks and Web 2.0 - the keynote speaker feels this is happening, and companies that try to restrict usage at work are fighting an uphill battle. Better to get ready for it and adopt appropriate policies.
Legacy Migrations - companies are stuck on old technology like Microsoft Windows XP, Internet Explorer 6, and older levels of Office applications. Time is running out, but migration to later releases or alternatives like Red Hat Linux with Firefox browser are not trivial tasks.
Compute Density - Moore's Law that says compute capability will double every 18 months is still going strong. We are now getting more cores per socket, forcing applications to re-write for parallel processing, or use virtualization technologies.
Cloud Computing - every session this week will mention Cloud Computing.
Converged Fabrics - some new approaches are taking shape for datacenter design. Fabric-based infrastructure would benefit from converging SAN and LAN fabrics to allow pools of servers to communicate freely to pools of storage.
He sprinkled fun factoids about our world to keep things entertaining.
50 percent of today's 21-year-olds have produced content for the web. 70 percent of four-year-olds have used a computer. The average teenager writes 2,282 text messages on their cell phone per month.
This year, Google averaged 31 billion searches per month, compared 2.6 billion searches per month in 2007.
More video has been uploaded to YouTube in the last two months than the three major US networks (ABC, NBC, CBS) have aired since 1948.
Wikipedia averages 4300 new articles per day, and now has over 13 million articles.
This year, Facebook reached 500 million users. If it were a country, it would be ranked third. Twitter would be ranked 7th, with 69% of their growth being from people 32-50 years old.
In 1997, a GB of flash memory cost nearly $8000 to manufacture, today it is only $1.25 instead.
The computer in today's cell phone is million times cheaper, and thousand times more powerful, than a single computer installed at MIT back in 1965. In 25 years, the compute capacity of today's cell phones could fit inside a blood cell.
See [interview of Ray Kurzweil] on the Singularity for more details.
The Virtualization Scenario: 2010 to 2015
The third keynote covered virtualization. While server virtualization has helped reduce server costs, as well as power and cooling energy consumption, it has had a negative effect on other areas. Companies that have adopted server virtualization have discovered increased costs for storage, software and test/development efforts.
The result is a gap between expectations and reality. Many virtualization projects have stalled because there is a lack of long-term planning. The analysts recommend deploying virtualization in stages, tackle the first third, so called "low hanging fruit", then proceed with the next third, and then wait and evaluate results before completing the last third, most difficult applications.
Virtualization of storage and desktop clients are completely different projects than server virtualization and should be handled accordingly.
Cloud Computing: Riding the Storm Out
The fourth keynote focus on the pros and cons of Cloud Computing. First they start by defining the five key attributes of Cloud: self-service, scalable elasticity, shared pool of resources, metered and paid per use, over open standard networking technologies.
In addition to IaaS, PaaS and SaaS classifications, the keynote speaker mentioned a fourth one: Business Process as a Service (BPaaS), such as processing Payroll or printing invoices.
While the debate rages over the benefits between private and public cloud approaches, the keynote speaker brings up the opportunites for hybrid and community clouds. In fact, he felt there is a business model for a "cloud broker" that acts as the go-between companies and cloud service providers.
A poll of the audience found the top concerns inhibiting cloud adoption were security, privacy, regulatory compliance and immaturity. Some 66 percent indicated they plan to spend more on private cloud in 2011, and 20 percent plan to spend more on public cloud options. He suggested six focus areas:
Test and Development
Prototyping / Proof-of-Concept efforts
Web Application serving
SaaS like email and business analytics
Select workloads that lend themselves to parallelization
The session wrapped up with some stunning results reported by companies. Server provisioning accomplished in 3-5 minutes instead of 7-12 weeks. Reduced cost of email by 70 percent. Four-hour batch jobs now completed in 20 minutes. 50 percent increase in compute capacity with flat IT budget. With these kind of results, the speaker suggests that CIOs should at least start experimenting with cloud technologies and start to profile their workloads and IT services to develop a strategy.
That was just Monday morning, this is going to be an interesting week!
Continuing my coverage of the 30th annual [Data Center Conference]. here is a recap of Wednesday morning sessions.
A Data Center Perspective on MegaVendors
The morning started with a keynote session. The analyst felt that the eight most strategic or disruptive companies in the past few decades were: IBM, HP, Cisco, SAP, Oracle, Apple and Google. Of these, he focused on the first three, which he termed the "Megavendors", presented in alphabetical order.
Cisco enjoys high-margins and a loyal customer base with Ethernet switch gear. Their new strategy to sell UP and ACROSS the stack moves them into lower-margin business like servers. Their strong agenda with NetApp is not in sync with their partnership with EMC. They recently had senior management turn-over.
HP enjoys a large customer base and is recognized for good design and manufacturing capabilities. Their challenges are mostly organizational, distracted by changes at the top and an untested and ever-changing vision, shifting gears and messages too often. Concerns over the Itanium have not helped them lately.
IBM defies simple description. One can easily recognize Cisco as an "Ethernet Switch" company, HP as a "Printer Company", Oracle as a "Database Company', but you can't say that IBM is an "XYZ" company, as it has re-invented itself successfully over its past 100 years, with a strong focus on client relationships. IBM enjoys high margins, sustainable cost structure, huge resources, a proficient sales team, and is recognized for its innovation with a strong IBM Research division. Their "Smarter Planet" vision has been effective in supporting their individual brands and unlock new opportuties. IBM's focus on growth markets takes advantage of their global reach.
His final advice was to look for "good enough" solutions that are "built for change" rather than "built to last".
Chris works in the Data Center Management and Optimization Services team. IBM owns and/or manages over 425 data centers, representing over 8 million square feet of floorspace. This includes managing 13 million desktops, and 325,000 x86 and UNIX server images, and 1,235 mainframes. IBM is able to pool resources and segment the complexity for flexible resource balancing.
Chris gave an example of a company that selected a Cloud Compute service provided on the East coast a Cloud Storage provider on the West coast, both for offering low rates, but was disappointed in the latency between the two.
Chris asked "How did 5 percent utilization on x86 servers ever become acceptable?" When IBM is brought in to manage a data center, it takes a "No Server Left Behind" approach to reduce risk and allow for a strong focus on end-user transition. Each server is evaluated for its current utilization:
Amazingly, many servers are unused. These are recycled properly.
1 to 19 percent
Workload is virtualized and moved to a new server.
20 to 39 percent
Use IBM's Active Energy Manager to monitor the server.
40 to 59 percent
Add more VMs to this virtualized server.
over 60 percent
Manage the workload balance on this server.
This approach allows IBM to achieve a 60 to 70 percent utilization average on x86 machines, with an ROI payback period of 6 to 18 months, and 2x-3x increase of servers-managed-per-FTE.
Storage is classified using Information Lifecycle Management (ILM) best practices, using automation with pre-defined data placement and movement policies. This allows only 5 percent of data to be on Tier-1, 15 percent on Tier-2, 15 percent on Tier-3, and 65 percent on Tier-4 storage.
Chris recommends adopting IT Service Management, and to shift away from one-off builds, stand-alone apps, and siloed cost management structures, and over to standardization and shared resources.
You may have heard of "Follow-the-sun" but have you heard of "Follow-the-moon"? Global companies often establish "follow-the-sun" for customer service, re-directing phone calls to be handled by people in countries during their respective daytime hours. In the same manner, server and storage virtualization allows workloads to be moved to data centers during night-time hours, following the moon, to take advantage of "free cooling" using outside air instead of computer room air conditioning (CRAC).
Since 2007, IBM has been able to double computer processing capability without increasing energy consumption or carbon gas emissions.
It's Wednesday, Day 3, and I can tell already that the attendees are suffering from "information overload'.
With all the excitement of the [IBM Challenge], where the [IBM Watson computer] will compete against humans on [Jeopardy!], I thought it would be good to provide the following homework exercise to help you appreciate how challenging the game is and the strategies required.
Overview of the game of Jeopardy!
If you are familiar with the show, you can safely skip this section.
Known as "America's Favorite Quiz Show", the Jeopardy pits three contestants against each other. The board is divided into six columns and five rows of answers. Each column indicates the category for that column of answers. The rows are ranked from easiest to most difficult, with more difficult answers being worth more money to wager.
The contestants take turns. The returning champion gets to select a spot on the board, by indicating the category (column) and wager (row), such as "I will take Animals for 800 dollars!" Contestants must then press a button to "buzz in", be recognized by the host, and respond correctly. If the contestant responds incorrectly, the other two contestants have the opportunity to respond. The contestant with the correct response gets to chose the next answer.
For each turn, the host, Alex Trebek, shows the answer on the board, and spends three seconds reading it aloud to give everyone a chance to come up with a corresponding question. This is perhaps what Jeopardy is most famous for. In a traditional "Quiz Show", the host asks questions, and the contestants answer that question. On Jeopardy, however, the host poses "answers", and the contestants provide their response in the form of a "questions" that best fit the category and answer clues. For example, if the categories were "Large Corporations" and the answer was "Sam Palmisano", the contestant would answer "Who is the CEO of IBM Corporation?" Both the categories, and the answers are filled with puns, slang and humor to make it more challenging. Often, the answer itself is not sufficient clue, you have to factor in the category as well to have a complete set of information.
The game is played in three rounds:
In the first round, there are six categories, and the rows are worth $200, $400, $600, $800 and $1000 dollars. If you respond correctly on all five answers in a category column, you would win $3000. If you respond to all thirty answers correctly, you would earn $18,000.
In the second round, there are six different categories, and the rows are worth twice as much.
The final round has a single category and a single question. Each player can decide to wager up to the full amount of their score in this game. This wager is done after they see the category, but before they see the answer.
After the host finishes reading the answer aloud, the buzzers are lighted so that the contestants can buzz in. If a contestant gets the question correctly, he earns the corresponding money for the row it was in. If the contestant guesses incorrectly, the money is subtracted from his score. If the first contestant fails, the buzzers are re-lit so the other two contestants can then buzz in with their answers, learning from previous failed attempts.
To provide added challenge, some of the answers are surprise "Daily Double". Instead of the dollar amount for the row, the contestant can wager any amount, up to their total score they have won so far in that game, or the largest dollar amount for that round, whichever is higher, based on his confidence in that category. There is one "Daily Double" surprise in the first round, and two in the second round.
In the final round, each contestant wagers an amount up to their total score, based on their confidence on the final category. A common strategy for the leading contestant with the highest score is to wager a low amount, so that if he fails to guess the response correctly, he will still have a large dollar amount. For example, if the leader has $2000 and the second place is $900, the leader can wager only $100 dollars, and the second place might wager his full $900. If the leader loses the round, he still has $1900, beating the second place regardless of how well he does.
Whomever has the most money at the end of all three rounds wins that amount of cash, and gets to return to the show for another game the next day to continue his winning streak. The other two contestants are given consolation prizes and a nominal appearance fee for being on the show, and are never seen from again.
The show is only 30 minutes long, so the folks at Sony Pictures who produce the show can film a full weeks' worth of television shows in just two days of real-life, Tuesday and Wednesday, allowing the host Alex Trebek and his "Clue Crew" time to research new categories and answers.
So, here is your homework assignment. Record a full episode of Jeopardy on your VCR or Digital Video Recorder (DVR) and have your thumb ready to press the pause button. For each round, listen to each category, pause, and try to guess what all the answers in that column will have in common. For each category, write down a statement like "All the responses in this category are ...".
The answers could be people, places or things. Suppose the category "Chicks Dig Me". In English, "chicks" can be slang for women, or refer to young chickens. The term "dig" can be slang for admires or adores, so this could be "Male Celebrities" that women find attractive, it could be objects of desire that women fancy (diamonds, puppies, etc.), or it could be places that women like to go to. As it turns out, the "dig" referred to archaeology, and the responses were all famous female archaeologists.
Once you have those all your statements written down, press play button again.
Next, as each answer is shown, you have three seconds to hit the pause again, so that you have the question on the screen, but before any contestants have responded. Go on your favorite search engine like Google or Bing and try to determine the correct response based on the category and answer. Consider these [tips for being an Internet Search ninja]. Once you think you have figured out your response, write it down, and the dollar amount you wager, or decide you will not respond for that answer, if you are not sure about your findings.
Even if you think you already know the correct response, you may decide to gain more confidence of your response by finding confirming or supporting evidence on the Internet.
Press play. Either one of the contestants will get it right, or the host will provide the question that was expected as the correct response.
How well did you do? Were you able to find on the the correct response online, or at least confirm that what you knew was correct. If you got it correct, add in your dollar amount to your score. If you got it wrong, subtract the amount.
At the end of each round, look back at your statements for each category. Did you guess correctly the common theme for each category column of answers? Did you misinterpret the slang, pun or humor intended?
At the end of the game, you might have done better than the contestant that won the game. However, check how much added time you took to do those Internet searches. The average winner only questions half of the answers and only gets 80 percent of them correctly.
If you are really brave, take the [Jeopardy Online Test]. If you do this homework assignment, feel free to post your insights in the comments below.