Received: from nobody by stodi.digitalkingdom.org with local (Exim 4.87) (envelope-from ) id 1cgaM1-0006lz-VR for lojban-newreal@lojban.org; Wed, 22 Feb 2017 09:05:26 -0800 Received: from [162.251.160.93] (port=54462 helo=mail.flooweless.com) by stodi.digitalkingdom.org with esmtp (Exim 4.87) (envelope-from ) id 1cgaLx-0006lE-3V for lojban@lojban.org; Wed, 22 Feb 2017 09:05:25 -0800 DKIM-Signature: v=1; a=rsa-sha1; c=relaxed/relaxed; s=dkim; d=flooweless.com; h=Date:From:To:Subject:MIME-Version:Content-Type:List-Unsubscribe:Message-ID; i=joseph_mainor@flooweless.com; bh=tGOPwhcD74Klj3Pd88T08ArO03E=; b=Y4PQBMsOctJeM2+1qF0RmeZzDV4cASXB1ewCMc1aMpi4dd/LtesDkcvAx/feUGH+dz1xK48q7agP iCSpq/jbghLkOaHboup0EbtEq4AbLnF5vP63u0C2BjHm/jAn44wtXI6NvYM86/3WsFet/j/1gJeh OfVbMbgoZ2brNEEMUrE= DomainKey-Signature: a=rsa-sha1; c=nofws; q=dns; s=dkim; d=flooweless.com; b=INPsq0ilUqCKeSWgQ40WCZQ7kR7OqOvCE/WqxnL6UuGyd3BTX4AYkkiHpn/MH4VtX3S46hXUS2ds kp+PUkR7M2AWoT8WTt4Xk7iqJFc3x/KAXVgzHxaZDm8diI7+dzZSlz/bOEWv79c8msl/h2C/6zcM qLdsWDNc24BSWKxpgHw=; Received: by mail.flooweless.com id hln2d20001gf for ; Wed, 22 Feb 2017 12:01:32 -0500 (envelope-from ) Date: Wed, 22 Feb 2017 12:01:32 -0500 From: "Joseph Mainor" To: Subject: Cosmo Daily: Grandmas photos have to be seen. She takes it off MIME-Version: 1.0 Content-Type: multipart/alternative; boundary="----=_Part_457_1506063977.1487782863657" X-SMTPAPI: {"category": "20170222-115204-541-299"} List-Unsubscribe: Feedback-ID: 20170222115204541299 Message-ID: <0.0.0.32.1D28D2D5176CED0.2FCCD6C@mail.flooweless.com> X-Spam-Score: 2.1 (++) X-Spam_score: 2.1 X-Spam_score_int: 21 X-Spam_bar: ++ X-Spam-Report: Spam detection software, running on the system "stodi.digitalkingdom.org", has NOT identified this incoming email as spam. The original message has been attached to this so you can view it or label similar future email. If you have any questions, see the administrator of that system for details. Content preview: Daily Cosmo My 80 Year-Old Grandma Looks 40 Now When we first saw her we were almost amused because she looked so amazing. Her lines are all gone and she looks 50 again. [...] Content analysis details: (2.1 points, 5.0 required) pts rule name description ---- ---------------------- -------------------------------------------------- 0.0 URIBL_BLOCKED ADMINISTRATOR NOTICE: The query to URIBL was blocked. See http://wiki.apache.org/spamassassin/DnsBlocklists#dnsbl-block for more information. [URIs: flooweless.com] -0.0 SPF_PASS SPF: sender matches SPF record -1.9 BAYES_00 BODY: Bayes spam probability is 0 to 1% [score: 0.0000] 0.0 HTML_MESSAGE BODY: HTML included in message 0.0 MIME_QP_LONG_LINE RAW: Quoted-printable line longer than 76 chars 1.9 RAZOR2_CF_RANGE_E8_51_100 Razor2 gives engine 8 confidence level above 50% [cf: 100] 0.5 RAZOR2_CF_RANGE_51_100 Razor2 gives confidence level above 50% [cf: 100] 0.9 RAZOR2_CHECK Listed in Razor2 (http://razor.sf.net/) -0.1 DKIM_VALID Message has at least one valid DKIM or DK signature 0.1 DKIM_SIGNED Message has a DKIM or DK signature, not necessarily valid -0.1 DKIM_VALID_AU Message has a valid DKIM or DK signature from author's domain 0.8 RDNS_NONE Delivered to internal network by a host with no rDNS ------=_Part_457_1506063977.1487782863657 Content-Type: text/plain; charset=utf-8 Content-Transfer-Encoding: 7bit Daily Cosmo My 80 Year-Old Grandma Looks 40 Now When we first saw her we were almost amused because she looked so amazing. Her lines are all gone and she looks 50 again. You must see her 2 photos and try it on your face See everything now http://www.flooweless.com/convenient-unwinders/e4Y86gK59TCfE10aQxivLKhFxivLKhzils658 Many of the Langley employeesthe former NACA nuts, including Katherine Johnsonwere going to have to make hard choices. They had come to love their home by the sea, from the abundant fresh seafood to the mild ters to the water that surrounded the lonely finger of land that had become such a part of them. Soon, they knew, follog the presidents lead into space might mean choosing between the place that had given them a community and the passion for the work that gave their life meaning. Over in Building 60 on Langleys East Side, Katherines former colleagues Ted Skopinski, John Mayer, Carl Huss, and Harold Beck, who led the Mission Analysis branch within the rapidly grog Space Task Group, prepared for the move to Houston. Mary Shep Burton, Catherine T. Osgood, and Shirley Hunt Hinson, the math aides who ran the trajectory analysis software on the groups IBM 704, also decided to go. Unless more Langley women volunteered to make the move, the members of the branch worried that their new office was going to be badly understaffed just as the workload skyrocketed. Katherine Johnson had been asked to transfer to Houston with the group, but her husband, Jim, wanted them to stay close to their families. Resisting Houstons call, not follog the nerve center of the space program across the country, was difficult for Katherine and many of her Langley colleagues. It was impractical to recruit the mathematicians they needed in ia, so Mary Shep Burton and John Mayer went to Houston to recruit five qualified young women to come to Langley for training before setting up a permanent new computing pool in the All statements above are an-ad Letting us know your preference on this site will process your discharge from our group of subcribers 1626 Timoney Rd; Draper, UT 84020 Discard your name from our list by submitting your information now Olive Neiland - 5694 Ashbrook Dr Toledo Oh 43614-1110 fifty miles from Turks and Caicos, the hurtling capsule would remain within communications range of Mission Control in Florida and the data centers in DC and Bermuda. Orbital flightswhich sent the astronaut on one or more ninetyminute circuits around the globe, passing out of visual and radio contact with Mission Control, flying over unfriendly territoryupped the ante by a factor. Constant contact with the astronaut during every minute of every orbit was a prerequisite for the flight. The task of building a worldwide network of tracking stations that would maintain twoway communication between the orbiting spacecraft and Mission Control fell to Langley. Langley put all available resources behind the 80 project in 1960, putting the final pieces in place just before December 1960, the originally scheduled date for the first suborbital mission. The Mercury tracking network in and of itself was a project whose scale and boldness rivaled that of the space missions it supported. The eighteen communications stations set up at measured intervals around the globe, including two set up on navy ships (one in the Atlantic Ocean, another in the Indian Ocean), used powerful satellite receivers to acquire the radio signal of the Mercury capsule as it passed overhead. Each station transmitted data on the crafts position and speed back to Mercury control, NASA centers, and thousands of NASA contractors pressed forward on their aerodynamic, structural, materials, and component tests, closing in on a target launch date in May. We could have beaten them, we should have beaten them, Project Mercury flight director Chris Kraft recalled decades later. In the midst of Americas high hopes for redemption in the heavens, the Soviets struck again. On April 12, 1961, Russian cosmonaut Yuri Gagarin became in one fell swoop the first human in space and the first human to orbit Earth. Unlike the disorientation, anxiety, and fear that Sputnik provoked, the agency absorbed the blow. It was painful, certainly, and embarrassing as well, but they turned the welter of emotion into renewed intensity for the mission, employing all of their talents and the principles of math, physics, and engineering to create a precise and thorough plan. Now they executed it with the knowledge that there was only one direction to move: forward. It would take a total of 1.2 tests, simulations, investigations, inspections, verifications, corroborations, experiments, checkouts, and dry runs just to send the first American into space, a precursor to achieving Project Mercurys goal of placing a man into orbit. Every mission involved the Mercury capsule, though the rocketsScout, Redstone, and Atlasvaried. MercuryRedstone 1, or MR1, the first mission to mate the Mercury capsule to the Redstone rocket, failed on the launchpad. MR2, with Ham the chimpanzee as its passenger, overshot the landing spot by sixty miles and was nearly underwater when it was finally plucked from the ocean. Pulling back the curtain on three and a half years of work, NASA took the audacious step of deciding to broadcast the launch of Project Mercurys first manned human into orbit, and Kennedy already had them kicking up Moon dust? It was a terrifying prospectand the most exhilarating thing they had ever heard. Unspoken publicly until that moment, getting to the Moon, one of mankinds deepest and most enduring dreams, had long been the private dream of many at Langley as well. But with only one operational success under its belt and with six Mercury missions to gowith the orbital flight still on the drag boardNASAs road to the Moon seemed unimaginably complex. The engineers estimated that the upcoming orbital flight, including the fully manned global tracking network, required a team of eighteen thousand people. The buildup to a lunar landing would demand many times more people than could be reasonably supported by Mother Langley. The whispered rumors now gained currency: the Space Task Groups time in Hampton was coming to an end. The Langley employees, and the locals, campaigned with all their might to keep their brainchild from leaving home. Geography and politics had smiled on ia in 1915, when the NACA first went searching for its proving ground and aeronautical laboratory. As it had in the period leading up to World War I, the federal government made a list of possible sites for the headquarters for its space effort, looking for the right combination of climate, available land, and friendly politicians. In 1960, nine locations made the short list, but ia was not one of them. Due in no small part to the influence of powerful Texans, including now Vice President Lyndon Johnson, NASA decided to move the heart of its space program to Houston. issionMercuryRedstone 3, carrying astronaut Alan Shepardlive. Fortyfive Americans would tune in to witness the ultimate success or failure of MR3. When Shepard finally strapped into the disarmingly small capsulejust six feet in diameter and six feet, ten inches highand rode the Redstone candle into space, reaching an altitude of 116.5 miles above Earth, it was a resurrection for the United States and a muchneeded dose of adrenaline for NASA. The suborbital flight in the capsule Shepard christened Freedom 7 lasted only fifteen minutes and twentytwo seconds and covered 303 miles, just about the distance between Hampton, ia, and Charleston, West ia. Freedom 7 was a pale technical achievement compared to Yuri Gagarins flight the month before, but its success emboldened President Kennedy to pledge the country to a goal significantly more ambitious: a manned mission to the Moon. I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the Moon and returning him safely to the Earth, President Kennedy said before a session of Congress, not three weeks after Shepard splashed down. Every NASA employee involved with the space program, still burning the midnight oil working on Project Mercury, broke out in a cold sweat. The agency hadnt yet achieved its mandate to place a equations in a data sheet and walked one of her s through the process of filling it out. At ACD, it was her job to convert the engineers equations into the computers formula translation languageFORTRANby using a special machine to punch holes in 7⅜×3¼ cards printed with an array of eighty columns, each column displaying the numbers 0 through 9, each space assigned a number, letter, or character. Once punched, each creamcolored card represented one set of FORTRAN instructions. The longer or more complex the program, the more cards the programmer fed the computer. The machines tapped out at two thousand cardstwo thousand lines of instructions. Even modest programs could require a tray of hundreds of the cards, which needed to be fed into the computer in the correct order. Woe to the klutz who dropped a box of cards on the floor. Some programmers tried to forestall disaster by taking a Magic Marker and painting a big diagonal swath on the top surface of a vertical stack of cards, a continuous line from the front corner on the first card to the opposite back corner of the final card, hoping that the tiny dot of color on each would provide the key to reassembling the fumbled cards into the correct order. As powerful as ACDs computer was, however, the maestros of Project Mercury would require even more electronic horsepower for what was to come next. At the end of 1960, NASA purchased two IBM 7090s and installed them in a stateoftheart facility in downtown Washington, DC, managed by the Goddard Space Flight Center, a Greenbelt, Maryland, NASA field center opened in 1959 to focus exclusively on space science. The agency set up a third computer, a slightly smaller IBM 709, in a data center in Bermuda. Together the three computers would monitor and analyze all aspects of the spaceflights, from launch to splashdown. The planned suborbital flights presented a controlled set of challenges. Taking off from Cape Canaveral, Florida, and landing in the Atlantic at a spot approximately equations in a data sheet and walked one of her s through the process of filling it out. At ACD, it was her job to convert the engineers equations into the computers formula translation languageFORTRANby using a special machine to punch holes in 7⅜×3¼ cards printed with an array of eighty columns, each column displaying the numbers 0 through 9, each space assigned a number, letter, or character. Once punched, each creamcolored card represented one set of FORTRAN instructions. The longer or more complex the program, the more cards the programmer fed the computer. The machines tapped out at two thousand cardstwo thousand lines of instructions. Even modest programs could require a tray of hundreds of the cards, which needed to be fed into the computer in the correct order. Woe to the klutz who dropped a box of cards on the floor. Some programmers tried to forestall disaster by taking a Magic Marker and painting a big diagonal swath on the top surface of a vertical stack of cards, a continuous line from the front corner on the first card to the opposite back corner of the final card, hoping that the tiny dot of color on each would provide the key to reassembling the fumbled cards into the correct order. As powerful as ACDs computer was, however, the maestros of Project Mercury would require even more electronic horsepower for what was to come next. At the end of 1960, NASA purchased two IBM 7090s and installed them in a stateoftheart facility in downtown Washington, DC, managed by the Goddard Space Flight Center, a Greenbelt, Maryland, NASA field center opened in 1959 to focus exclusively on space science. The agency set up a third computer, a slightly smaller IBM 709, in a data center in Bermuda. Together the three computers would monitor and analyze all aspects of the spaceflights, from launch to splashdown. The planned suborbital flights presented a controlled set of challenges. Taking off from Cape Canaveral, Florida, and landing in the Atlantic at a spot approximately fifty miles from Turks and Caicos, the hurtling capsule would remain within communications range of Mission Control in Florida and the data centers in DC and Bermuda. Orbital flightswhich sent the astronaut on one or more ninetyminute circuits around the globe, passing out of visual and radio contact with Mission Control, flying over unfriendly territoryupped the ante by a factor. Constant contact with the astronaut during every minute of every orbit was a prerequisite for the flight. The task of building a worldwide network of tracking stations that would maintain twoway communication between the orbiting spacecraft and Mission Control fell to Langley. Langley put all available resources behind the 80 project in 1960, putting the final pieces in place just before December 1960, the originally scheduled date for the first suborbital mission. The Mercury tracking network in and of itself was a project whose scale and boldness rivaled that of the space missions it supported. The eighteen communications stations set up at measured intervals around the globe, including two set up on navy ships (one in the Atlantic Ocean, another in the Indian Ocean), used powerful satellite receivers to acquire the radio signal of the Mercury capsule as it passed overhead. Each station transmitted data on the crafts position and speed back to Mercury control, which bounced the data to the Goddard computers. The CO3E software program, developed by the Mission Analysis branch and programmed into the IBM computers, integrated all the equations of motion that described the spacecrafts trajectory, ingested the realtime data from the remote stations, and then projected the remaining path of the flight, including its final splashdown spot. The computers also sounded the alarm at the first sign of trouble; any deviation from the projected flight path, evidence of malfunction on board the capsule, or abnormal vital signs from the astronaut, which were also being monitored and transmitted to doctors on the ground, would send Mission Control into troubleshooting mode. The launch date for Project Mercurys first manned mission slipped into 1961, a year that announced itself as unpredictable from the start: on January 3, the United States cut diplomatic relations with Cuba, another step down the road in the Cold War with the Soviet Union. President Dwight Eisenhower, in his farewell speech in January 1961, railed against the United States grog militaryindustrial complex. On March 6, 1961, President John F. Kennedy, newly inaugurated, announced Executive Order 10925, ordering the federal government and its contractors to take affirmative action to ensure equal opportunity for all of their employees and applicants, regardless of race, creed, color, or national origin. Through it all, the Space Task Group, the Langley Research Group, the other ------=_Part_457_1506063977.1487782863657 Content-Type: text/html; charset=us-ascii Content-Transfer-Encoding: quoted-printable =20 =20 look my grand mother its younger then me now=20 =20 =20 =20
Daily Cosmo=20
=20
=20
My 80 Year-Old Grandma Looks 40 Now
=20
=20 3D"very
=20
=20

When we first saw her we were alm= ost amused because she looked so amazing. Her lines are all gone and she lo= oks 50 again.

You must see her 2 photos and try it on your face = See= everything now

=20

=20 Many of the Langley employeesthe former NACA nuts, including Katherine Johnsonwere going to have to make hard choices. They had come to love their home by the sea, from the abundant fresh seafood to the mild ters to the water that surrounded the lonely finger of land that had become such a part of them. Soon, they knew, follog the presidents lead into space might mean choosing between the place that had given them a community and the passion for the work that gave their life meaning. Over in Building 60 on Langleys East Side, Katherines former colleagues Ted Skopinski, John Mayer, Carl Huss, and Harold Beck, who led the Mission Analysis branch within the rapidly grog Space Task Group, prepared for the move to Houston. Mary Shep Burton, Catherine T. Osgood, and Shirley Hunt Hinson, the math aides who ran the trajectory analysis software on the groups IBM 704, also decided to go. Unless more Langley women volunteered to make the move, the members of the branch worried that their new office was going to be badly understaffed just as the workload skyrocketed. Katherine Johnson had been asked to transfer to Houston with the group, but her husband, Jim, wanted them to stay close to their families. Resisting Houstons call, not follog the nerve center of the space program across the country, was difficult for Katherine and many of her Langley colleagues. It was impractical to recruit the mathematicians they needed in ia, so Mary Shep Burton and John Mayer went to Houston to recruit five qualified young women to come to Langley for training before setting up a permanent new computing pool in the=20

=20
  • All statements above are an-ad
    Letting us know your preference on this = site will process your discharge = from our group of subcribers
    1626 Timoney = Rd; Draper, UT 84020


    Discard your = name from our list by = submitting your information now
    = Olive Neiland - 5694 Ashbrook Dr Toledo Oh 43614-1110
    • =20

    =20 fifty miles from Turks and Caicos, the hurtling capsule would remain within communications range of Mission Control in Florida and the data centers in DC and Bermuda. Orbital flightswhich sent the astronaut on one or more ninetyminute circuits around the globe, passing out of visual and radio contact with Mission Control, flying over unfriendly territoryupped the ante by a factor. Constant contact with the astronaut during every minute of every orbit was a prerequisite for the flight. The task of building a worldwide network of tracking stations that would maintain twoway communication between the orbiting spacecraft and Mission Control fell to Langley. Langley put all available resources behind the 80 project in 1960, putting the final pieces in place just before December 1960, the originally scheduled date for the first suborbital mission. The Mercury tracking network in and of itself was a project whose scale and boldness rivaled that of the space missions it supported. The eighteen communications stations set up at measured intervals around the globe, including two set up on navy ships (one in the Atlantic Ocean, another in the Indian Ocean), used powerful satellite receivers to acquire the radio signal of the Mercury capsule as it passed overhead. Each station transmitted data on the crafts position and speed back to Mercury control,

    = NASA centers, and thousands of NASA contractors pressed forward on their aerodynamic, structural, materials, and component tests, closing in on a target launch date in May. We could have beaten them, we should have beaten them, Project Mercury flight director Chris Kraft recalled decades later. In the midst of Americas high hopes for redemption in the heavens, the Soviets struck again. On April 12, 1961, Russian cosmonaut Yuri Gagarin became in one fell swoop the first human in space and the first human to orbit Earth. Unlike the disorientation, anxiety, and fear that Sputnik provoked, the agency absorbed the blow. It was painful, certainly, and embarrassing as well, but they turned the welter of emotion into renewed intensity for the mission, employing all of their talents and the principles of math, physics, and engineering to create a precise and thorough plan. Now they executed it with the knowledge that there was only one direction to move: forward. It would take a total of 1.2 tests, simulations, investigations, inspections, verifications, corroborations, experiments, checkouts, and dry runs just to send the first American into space, a precursor to achieving Project Mercurys goal of placing a man into orbit. Every mission involved the Mercury capsule, though the rocketsScout, Redstone, and Atlasvaried. MercuryRedstone 1, or MR1, the first mission to mate the Mercury capsule to the Redstone rocket, failed on the launchpad. MR2, with Ham the chimpanzee as its passenger, overshot the landing spot by sixty miles and was nearly underwater when it was finally plucked from the ocean. Pulling back the curtain on three and a half years of work, NASA took the audacious step of deciding to broadcast the launch of Project Mercurys first manned

    human into orbit, and Kennedy already had them kicking up Moon dust? It was a terrifying prospectand the most exhilarating thing they had ever heard. Unspoken publicly until that moment, getting to the Moon, one of mankinds deepest and most enduring dreams, had long been the private dream of many at Langley as well. But with only one operational success under its belt and with six Mercury missions to gowith the orbital flight still on the drag boardNASAs road to the Moon seemed unimaginably complex. The engineers estimated that the upcoming orbital flight, including the fully manned global tracking network, required a team of eighteen thousand people. The buildup to a lunar landing would demand many times more people than could be reasonably supported by Mother Langley. The whispered rumors now gained currency: the Space Task Groups time in Hampton was coming to an end. The Langley employees, and the locals, campaigned with all their might to keep their brainchild from leaving home. Geography and politics had smiled on ia in 1915, when the NACA first went searching for its proving ground and aeronautical laboratory. As it had in the period leading up to World War I, the federal government made a list of possible sites for the headquarters for its space effort, looking for the right combination of climate, available land, and friendly politicians. In 1960, nine locations made the short list, but ia was not one of them. Due in no small part to the influence of powerful Texans, including now Vice President Lyndon Johnson, NASA decided to move the heart of its space program to Houston.
    issionMercuryRedstone 3, carrying astronaut Alan Shepardlive. Fortyfive Americans would tune in to witness the ultimate success or failure of MR3. When Shepard finally strapped into the disarmingly small capsulejust six feet in diameter and six feet, ten inches highand rode the Redstone candle into space, reaching an altitude of 116.5 miles above Earth, it was a resurrection for the United States and a muchneeded dose of adrenaline for NASA. The suborbital flight in the capsule Shepard christened Freedom 7 lasted only fifteen minutes and twentytwo seconds and covered 303 miles, just about the distance between Hampton, ia, and Charleston, West ia. Freedom 7 was a pale technical achievement compared to Yuri Gagarins flight the month before, but its success emboldened President Kennedy to pledge the country to a goal significantly more ambitious: a manned mission to the Moon. I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the Moon and returning him safely to the Earth, President Kennedy said before a session of Congress, not three weeks after Shepard splashed down. Every NASA employee involved with the space program, still burning the midnight oil working on Project Mercury, broke out in a cold sweat. The agency hadnt yet achieved its mandate to place a

    = equations in a data sheet and walked one of her s through the process of filling it out. At ACD, it was her job to convert the engineers equations into the computers formula translation languageFORTRANby using a special machine to punch holes in 7⅜×3¼ cards printed with an array of eighty columns, each column displaying the numbers 0 through 9, each space assigned a number, letter, or character. Once punched, each creamcolored card represented one set of FORTRAN instructions. The longer or more complex the program, the more cards the programmer fed the computer. The machines tapped out at two thousand cardstwo thousand lines of instructions. Even modest programs could require a tray of hundreds of the cards, which needed to be fed into the computer in the correct order. Woe to the klutz who dropped a box of cards on the floor. Some programmers tried to forestall disaster by taking a Magic Marker and painting a big diagonal swath on the top surface of a vertical stack of cards, a continuous line from the front corner on the first card to the opposite back corner of the final card, hoping that the tiny dot of color on each would provide the key to reassembling the fumbled cards into the correct order. As powerful as ACDs computer was, however, the maestros of Project Mercury would require even more electronic horsepower for what was to come next. At the end of 1960, NASA purchased two IBM 7090s and installed them in a stateoftheart facility in downtown Washington, DC, managed by the Goddard Space Flight Center, a Greenbelt, Maryland, NASA field center opened in 1959 to focus exclusively on space science. The agency set up a third computer, a slightly smaller IBM 709, in a data center in Bermuda. Together the three computers would monitor and analyze all aspects of the spaceflights, from launch to splashdown. The planned suborbital flights presented a controlled set of challenges. Taking off from Cape Canaveral, Florida, and landing in the Atlantic at a spot approximately

    equations in a data sheet and walked one of her s through the process of filling it out. At ACD, it was her job to convert the engineers equations into the computers formula translation languageFORTRANby using a special machine to punch holes in 7⅜×3¼ cards printed with an array of eighty columns, each column displaying the numbers 0 through 9, each space assigned a number, letter, or character. Once punched, each creamcolored card represented one set of FORTRAN instructions. The longer or more complex the program, the more cards the programmer fed the computer. The machines tapped out at two thousand cardstwo thousand lines of instructions. Even modest programs could require a tray of hundreds of the cards, which needed to be fed into the computer in the correct order. Woe to the klutz who dropped a box of cards on the floor. Some programmers tried to forestall disaster by taking a Magic Marker and painting a big diagonal swath on the top surface of a vertical stack of cards, a continuous line from the front corner on the first card to the opposite back corner of the final card, hoping that the tiny dot of color on each would provide the key to reassembling the fumbled cards into the correct order. As powerful as ACDs computer was, however, the maestros of Project Mercury would require even more electronic horsepower for what was to come next. At the end of 1960, NASA purchased two IBM 7090s and installed them in a stateoftheart facility in downtown Washington, DC, managed by the Goddard Space Flight Center, a Greenbelt, Maryland, NASA field center opened in 1959 to focus exclusively on space science. The agency set up a third computer, a slightly smaller IBM 709, in a data center in Bermuda. Together the three computers would monitor and analyze all aspects of the spaceflights, from launch to splashdown. The planned suborbital flights presented a controlled set of challenges. Taking off from Cape Canaveral, Florida, and landing in the Atlantic at a spot approximately
    fifty miles from Turks and Caicos, the hurtling capsule would remain within communications range of Mission Control in Florida and the data centers in DC and Bermuda. Orbital flightswhich sent the astronaut on one or more ninetyminute circuits around the globe, passing out of visual and radio contact with Mission Control, flying over unfriendly territoryupped the ante by a factor. Constant contact with the astronaut during every minute of every orbit was a prerequisite for the flight. The task of building a worldwide network of tracking stations that would maintain twoway communication between the orbiting spacecraft and Mission Control fell to Langley. Langley put all available resources behind the 80 project in 1960, putting the final pieces in place just before December 1960, the originally scheduled date for the first suborbital mission. The Mercury tracking network in and of itself was a project whose scale and boldness rivaled that of the space missions it supported. The eighteen communications stations set up at measured intervals around the globe, including two set up on navy ships (one in the Atlantic Ocean, another in the Indian Ocean), used powerful satellite receivers to acquire the radio signal of the Mercury capsule as it passed overhead. Each station transmitted data on the crafts position and speed back to Mercury control,

    = which bounced the data to the Goddard computers. The CO3E software program, developed by the Mission Analysis branch and programmed into the IBM computers, integrated all the equations of motion that described the spacecrafts trajectory, ingested the realtime data from the remote stations, and then projected the remaining path of the flight, including its final splashdown spot. The computers also sounded the alarm at the first sign of trouble; any deviation from the projected flight path, evidence of malfunction on board the capsule, or abnormal vital signs from the astronaut, which were also being monitored and transmitted to doctors on the ground, would send Mission Control into troubleshooting mode. The launch date for Project Mercurys first manned mission slipped into 1961, a year that announced itself as unpredictable from the start: on January 3, the United States cut diplomatic relations with Cuba, another step down the road in the Cold War with the Soviet Union. President Dwight Eisenhower, in his farewell speech in January 1961, railed against the United States grog militaryindustrial complex. On March 6, 1961, President John F. Kennedy, newly inaugurated, announced Executive Order 10925, ordering the federal government and its contractors to take affirmative action to ensure equal opportunity for all of their employees and applicants, regardless of race, creed, color, or national origin. Through it all, the Space Task Group, the Langley Research Group, the other    =20
    =20 3D""/ ------=_Part_457_1506063977.1487782863657--