A Tshwane computer engineer has tracked down one of the great treasures of the computer age – the first space flight guidance computer. ARTHUR GOLDSTUCK tells the story.
It’s not often that a YouTube video on a technical topic gives one goosebumps. And it’s not often that someone unpacking a computer makes history.
Francois Rautenbach, a computer hardware and software engineer from Tshwane, achieves both with a series of videos he has quietly posted on YouTube.
It shows the “unboxing” of a batch of computer modules that had been found in a pile of scrap metal 40 years ago and kept in storage ever since. Painstaking gathering of a wide range of evidence, from documents to archived films, had convinced Rautenbach he had tracked down the very first Guidance and Navigation Control computer, used on a test flight of the Saturn 1B rocket and the Apollo Command and Service Modules.
Apollo-Saturn 202, or Flight AS-202, as it was officially called, was the first to use an onboard computer – the same model that would eventually take Apollo 11 to the moon. Rautenbach argues that the computer on AS-202 was also the world’s first microcomputer. That title has been claimed for several computers made in later years, from the Datapoint 2200 built by CTC in 1970 to the Altair 8800 designed in 1974. The AS-202 flight computer goes back to the middle of the previous decade.
His video succinctly introduces the story: “On 25th August 1966, a very special computer was launched into space onboard Apollo flight AS-202. This was the first computer to use integrated circuits and the first release of the computer that took the astronauts to the moon. Until recently, the software for the Block 1 ACG (Apollo Guidance Computer) was thought to be lost…”
One can be forgiven for being sceptical, then, when he appears on screen for the first time to say, “I’ve got here with me the software for the first microcomputer.”
Then he unwraps the first package and says: “Guys, these modules contain the software for the first microcomputer that was ever built, that was ever used.”
The goosebumps moment comes when he reveals the NASA serial number on a device called a Rope Memory Module, and declares: “These modules are the authentic flight AS-202 software modules. These were found on a rubbish dump, on a scrap metal heap, about 40 years ago … and we are going to extract the software from this module.”
In a series of three videos, he extracts the software, shows how the computer was constructed, and uses a hospital X-Ray machine to inspect its insides. The third video starts with the kind of phrase that often sets off the hoax-detectors in social media: “Okay, so you guys won’t believe what I’ve been doing today.” But, in this case, it is almost unbelievable as Rautenbach takes the viewer through a physical inspection of the first Apollo guidance computer.
How did an engineer from Tshwane stumble upon one of the great treasures of the computer age? He has tended to avoid the limelight, and describes himself as “a hardware/software engineer who loves working on high-velocity projects and leading small teams of motivated individuals”.
In an interview this week, he added: “I am the perpetual hacker always looking for a new challenge or problem to solve. I have experience in designing digital hardware and writing everything from embedded firmware to high level security systems. Much of the work I did over the last five years revolved around building new and creative payment solutions.”
The breadth of his work gave him the expertise to investigate, verify, and extract the magic contained in the AS-202 computer. A global network of contacts led him to the forgotten hardware, and that is when the quest began in earnest.
“I got interested in the Apollo Guidance Computer after reading a book by Frank O’Brien (The Apollo Guidance Computer: Architecture and Operation). Most of us grew up with the fallacy that the AGC was less powerful than a basic programmable calculator. I discovered that this was far from the truth and that the AGC was in fact a very powerful and capable computer.
“I started communicating with experts in the field and soon realised that there was a wealth of information available on the AGC and the Apollo space program in general.
“One day I received some photos of AGC Rope Memory modules from a friend in Houston marked ‘Flight 202’. After a little googling, I realised that these modules contained the software from Flight AS-202. As I learned more about AS-202, I discovered that this was the first time the AGC was used in an actual flight.”
Rautenbach eventually tracked down the source of the photos: a man who had picked up the entire computer, with memory modules, at an auction, as part of a three-ton lot of scrap metal.
“At one point he opened up to me and said he had other modules. He admitted he had a full Apollo guidance computer, and my theory was that it was used to develop the Apollo 11 guidance computer. He sent me more information, and I thought he had THE computer.
“He’s got all this junk in his backyard. He started selling stuff on eBay and one day got a visit from the FBI wanting to know where he got it. He was able to find the original invoice and showed it to them and they went away. But it scared him and he didn’t want to tell anyone else in the USA what he had. Not being from America was an advantage.”
Rautenbach flew to Houston last year, opened the sealed packages and filmed the process.
“This was the first microcomputer. I opened it and played with it. I realised this was the first computer that actually flew. I also found Rope Memory modules that said Flight 202, and he didn’t know what that was. I found it was from AS-202, and I said we can extract stuff from this.”
Rautenbach paid a deposit to borrow the units and have them sent to South Africa, so that he could extract and rebuild the software. He also made contact with Eldon Hall, leader of the team that developed the Apollo guidance computer and author of the 1966 book, Journey to the Moon: The History of the Apollo Guidance Computer.
The correspondence helped him verify the nature of the “scrap”. The Apollo command module from flight AS-202 was restored and is now on permanent display on the USS Hornet, the legendary aircraft carrier used to recover many Apollo command modules and now a museum. However, the computer parts were sold as scrap in 1976. And NASA never preserved a single copy of the software that had been used on its first guidance computer.
Fortunately, a sharp-eyed speculator realised the lot may contain something special. He sold off some of the scrap over the years, until that visit by the FBI. He still prefers to remain nameless.
Last week, on the 50th anniversary of the launch of AS-202, Rautenbach quietly began posting the evidence online. He also announced that the raw data he had extracted would shortly be made available to anyone who wished to analyse it.
His videos on the unboxing of the AS-202 computer and the extraction of the software can be viewed on YouTube at http://bit.ly/as202, where he also plans to post instructions for accessing the software.
- Arthur Goldstuck is founder of World Wide Worx and editor-in-chief of Gadget.co.za. Follow him on Twitter and Instagram on @art2gee
Nasa’s description of flight AS-202 can be found at: http://nssdc.gsfc.nasa.gov/nmc/spacecraftDisplay.do?id=APST202
Technical specifications of the Apollo Guidance Computer can be found at: https://en.wikipedia.org/wiki/Apollo_Guidance_Computer
Apollo comes back to Pretoria
Francois Rautenbach points out that South Africa played a prominent role during the 93 minutes of flight AS-202: “Pretoria is mentioned no less than three times in the post-flight report. The AS-202 flight actually reached it’s highest point above South Africa. The telemetry data from the flight were recorded on computer tape at Hartebeesthoek and later shipped back to NASA.”
Gadget goes to Hollywood
Gadget visited the Netflix studios last week. In the first of a series, ARTHUR GOLDSTUCK talks to CEO Reed Hastings.
Netflix CEO Reed Hastings is no stranger to Africa. He has travelled throughout South Africa, taught maths in Swaziland for two years with the Peace Corps, and visits close family in Maputo. As a result, he is keenly aware of the South African entertainment and connectivity landscape.
In an exclusive interview at the Netflix studios in Hollywood, Los Angeles, last week, he revealed that Netflix had no intentions of challenging MultiChoice’s dominance of live sports broadcasting on the continent.
“Other firms will do sport and news; we are trying to focus on movies and TV shows,” he said. “There are a lot of areas that are video that we are not doing: sports, news, video gaming, user-generated content. We don’t have live sport.
“We’re not replacing MultiChoice at all. Their subscriber growth is steady in South Africa. They serve a need that’s independent of the Internet, via low-price satellite. There is no intention of capturing that audience. If they’re growing, it’s because they serve a need.”
While Reed ruled out any collaboration with MultiChoice on its satellite delivery platform, despite its collaboration with another pay-TV service, Sky TV in the United Kingdom, he did not close the door. He stressed that Netflix saw itself as an Internet-based service, and would pursue the opportunities offered by evolving broadband in Africa.
“If you look in other markets like the USA, how Comcast carries us on set-top boxes with their other services, it could happen with MultiChoice, the same as with all the pay-TV providers.
“We’re really focused on being a service over the Internet and not over satellite. Our service doesn’t work on satellite. Where we work with Sky is on Internet-connected devices. We’re happy to work on Internet-connected devices. We tend to work on smart TVs, but need broadband Internet for that.
“Broadband is getting faster in Nigeria, Tanzania, Kenya and South Africa – we can see the positive trendlines – so it’s more likely we will work with broadband Internet companies.”
Hastings is a firm believer in the idea that one content provider’s success does not depend on pushing another down.
“HBO has grown at the same time as we have, so can see our success doesn’t determine their success. What matters is amazing content with which the world falls in love.”
Click here to read on about Hastings’ views on international expansion, and how the streaming service selects content for its platform.
Take these 5 steps to digital
By MARK WALKER, Associate Vice President for Sub-Saharan Africa at IDC Middle East, Africa and Turkey.
Digital transformation isn’t a buzz word because it sounds nice and looks good on the business CV. It is fundamental to long-term business success. IDC anticipates that 75% of enterprises will be on the path to digital transformation by 2027.
However, digital transformation is not a process that ticks a box and moves to the next item on the agenda – it is defined by the organisation’s shift towards a digitally empowered infrastructure and employee. It is an evolution across system, infrastructure, process, individual and leadership and should follow clear pathways to ensure sustainable success.
The nature of the enterprise has changed completely with the influence of digital, cloud and the Fourth Industrial Revolution (4IR), and success is reliant on strategic change.
There is a lot more ownership and transparency throughout the organisation and there is a responsibility that comes with that – employees want access to information, there has to be speed in knowledge, transactions and engagement. To ensure that the organisation evolves alongside digital and demand, it has to follow five very clear pathways to long-term, achievable success.
The first of these is to evaluate where the enterprise sits right now in terms of its digital journey. This will differ by organisation size and industry, as well as its reliance on technology. A smaller organisation that only needs a basic accounting function or the internet for email will have far different considerations to a small organisation that requires high-end technology to manage hedge funds or drive cloud solutions. The same comparisons apply to the enterprise-level organisation. The mining sector will have a completely different sub-set of technology requirements and infrastructure limitations to the retail or finance sectors.
Ultimately, every organisation, regardless of size or industry, is reliant on technology to grow or deliver customer service, but their digital transformation requirements are different. To ensure that investment into artificial intelligence (AI), machine learning, knowledge engines, automation and connectivity are accurately placed within the business and know exactly where the business is going.
The second step is to examine what the business wants to achieve. Again, the goals of the organisation over the long and short term will be entirely sector dependent, but it is essential that it examine what the competitive environment looks like and what influences customer expectations. This understanding will allow for the business to hone its digital requirements accordingly.
The third step is to match expectations to reality. You need to see how you can move your digital transformation strategy forward and what areas require prioritisation, what funding models will support your digital aspirations, and how this tie into what the market wants. Ultimately, every step of the process has to be prioritised to ensure
The fourth step is to look at the operational side of the process. This is as critical as any other aspect of the transformation strategy as it maps budget to skills to infrastructure in such a way as to ensure that any project delivers return on investment. Budget and funding are always top of mind when it comes to digital transformation – these are understandably key issues for the business. How will it benefit from the investment? How will it influence the customer experience? What impact will this have on the ongoing bottom line? These questions tie neatly into the fifth step in the process – the feedback loop.
This is often the forgotten step, but it is the most important. The feedback loop is critical to ensuring that the digital transformation process is achieving the right results, that the right metrics are in place, and that the needle is moving in the right direction. It is within this feedback loop that the organisation can consistently refine the process to ensure that it moves to each successive step with the right metrics in place.
There is also one final element that every organisation should have in place throughout its digital evolution. An element that many overlook – engagement. There must be a real desire to change, from the top of the organisation right down to the bottom, and an understanding of what it means to undertake this change and why it is essential. This is why this will be a key discussion at the 2019 IDC South Africa CIO Summit taking place in April this year. With this in place, the five steps to digital transformation will make sense and deliver the right results.