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Very little of the hardware that Stanford used needed to be custom-designed. In contrast to Sandstorm’s gimbal and e-box, which the Carnegie Mellon team had engineered itself, Thrun simply took sensors he found in the marketplace and bolted them to his team’s vehicle, including five LIDAR units, a color camera to aid road detection and two radar sensors designed to identify large obstacles at long distances. The philosophy of the Stanford team was to “treat autonomous navigation as a software problem.”

      “My perspective was, you take a human out of a car, and replace it with a robot—there’s a bit of a hardware issue,” Thrun observes. “You have to figure out how to crank the steering wheel and press the brake. But that part is trivial. You put a little motor on the steering wheel. There’s no science … It’s all about artificial intelligence. About making the right decision. So we had this complete focus on making the system smart.”

      “Carnegie Mellon was a team—it’s a humongous place, and they have experts in everything,” Montemerlo explains. “We were a much smaller group. We very much were software people. None of us had any mechanical skill whatsoever.”

      That said, Thrun had learned a lot from his experiences working for Whittaker. In September of 2004, fresh off the heels of Montemerlo’s presentation, Thrun used Whittaker’s template to begin work on his own entry in the second DARPA Grand Challenge. Just as Whittaker did, Thrun recruited volunteers by asking them to enroll in a university class. Thrun’s was called “Projects in Artificial Intelligence.” At the first meeting of maybe forty students Thrun gave a Red Whittaker–style inspirational speech. “Look, there’s no syllabus, no course outline, no lectures,” Thrun recalls saying. “All we’re going to do is build a robot. A robot car that can drive on the original course.”

      Thinking of the way Whittaker motivated his students to work hard by providing them with challenges, Thrun set his class a clear and well-defined objective: By the end of the two-month-long session, they were to have built a car that could travel a single mile of the first DARPA Grand Challenge course. “Red and I have very different personalities,” Thrun says. “But I tried to learn from him. And what I learned from Red was, when you give students a goal, no matter how hard it is, because they haven’t learned that these goals are hard to reach, these students think they can reach it. And eventually, they do reach the goal.”

      The class didn’t have a budget to go out and buy a car. Someone contacted Ford to ask the manufacturer to donate one, and the company said yes, but they wanted it back afterward, in the same condition they lent it out. Perhaps thinking of Urmson’s rollover accident, Thrun declined the Ford offer. Luckily, a friend of his named Joseph O’Sullivan, an AI researcher who worked for Google, played soccer with a guy, Cedric Dupont, who worked as an engineer at Volkswagen’s lab in Palo Alto. Dupont arranged to provide Thrun’s team with a 2004 Touareg R5 TDI, as well as the help of VW engineers to access its computer system. “That was like a gift from God,” Thrun says. Like H1ghlander, the Touareg had a drive-by-wire interface, and with VW’s help, Thrun’s team could hack into the computer system relatively easily.

      Thrun ended up with about twenty people committed to joining the Stanford team, which he split into smaller units. One group was charged with configuring hardware—actually attaching the sensors to the Toureg, which, in a nod to their school, they gave the nickname Stanley. Another part of the team was in charge of providing the mapping. A third handled navigation.

      Two months later, at the end of the term, Thrun took his students out to the Mojave Desert and set up Stanley on the course of the first Grand Challenge. Then they activated the robot and watched: Stanley drove past the class’s one-mile goal, thrilling Thrun, who became even more excited when Stanley passed 7.3 miles, which was how far Carnegie Mellon’s Sandstorm had made it. Some minutes later, at 8.4 miles, Stanley found itself stuck in a deep rut, caused by heavy rain.

      Thrun was beside himself. The sort of rut that had stymied his robot would have been smoothed over by DARPA prior to the race. Had this been an official race day, it’s possible Stanley would have proceeded much farther. “That was just unbelievable,” Thrun recalls. “That was the moment it became clear to me, boy, there’s a real possibility it can be done.” If a team of comparative novices could surpass the best Carnegie Mellon team in just two months, Thrun wondered, then what could the same team do in the year leading up to the second race?

      Red Team’s strategy this time around amounted to a bigger and better version of the approach they’d intended to execute in the first race.

      Truth be told, they felt a little cheated by the way the first race went. The communication out of DARPA had led the team to believe that the robots would have to navigate rough territory and brutal off-road conditions. DARPA’s actual route turned out to have some hairy spots, such as tunnels and narrow fence gates. But there was nothing arduous about the road itself. That had been a smoothly graded desert thoroughfare. Your typical subcompact import could have driven off a car lot and navigated it. Looking back, Red Team had wasted countless hours ensuring their robot would be able to handle off-road conditions. And not just handle them—handle them fast. That’s why they’d used shocks and springs to suspend the electronics box and the gimbal, to ensure the computer equipment would be able to withstand the resulting jars and vibrations. Had Red Team forgotten about testing the robot in the most difficult of conditions, and just concentrated on developing a vehicle that would be able to roll from one GPS waypoint to another, then many team members figured they would have ended up finishing the first race. They could have won.

      So this time, Whittaker concentrated on refining the capabilities Red Team had already developed, including the pre-driving approach that it had used in the first challenge. In August 2005, Whittaker moved both Sandstorm and H1ghlander out to Nevada. The robotics engineer figured the federal agency would amp up the difficulty for the second race. Some of the toughest roads in the nation were the M1 Abrams tank courses at the Nevada Automotive Test Center. So that’s where Red Team landed with just three months to go, to put the robots, and the team, through a series of what were in effect dress rehearsals designed to replicate race-day conditions—right down to special costumes worn by DARPA staff stand-ins.

      Red Team tended to use two different routes to test its vehicles. One, known as the “Pork Chop,” was a 48-kilometer loop that featured everything from dirt road and pavement to cattle guards, high-voltage power lines and railroad crossings. The Hooten Wells route was an 85-kilometer one-way line that followed the course of the Pony Express and featured a dry lake bed, gravel road and a narrow canyon.

      The testing featured its share of disasters. Spiker had a credit card linked to a Carnegie Mellon account and was authorized to spend $100,000 a month, a figure he regularly blew past procuring the spare parts required to repair Sandstorm and H1ghlander after the damage caused on their testing runs. For example, on August 26, just twelve days after they arrived in Nevada, H1ghlander sheered off its front right wheel as it navigated a particularly treacherous off-road trail. On September 15, Sandstorm was clotheslined by a tree, sustaining significant, but nevertheless repairable, damage.

      These setbacks aside, the testing was going well.

      For the first time, Sandstorm and H1ghlander were completing challenge-length runs that featured some of the toughest terrain the team could throw at the robots. The vehicles drove more than 1,600 kilometers each. Better yet, they were completing these runs in times that would have them finishing the race in under seven hours. Red Team was feeling very good about its chances.

      Even so, Whittaker was working his team as hard as he ever had. The 4:00 A.M. wake-ups were taking their toll. The race rehearsals started at 6:30 A.M., just like they would during the actual event, and then, after the course work, the team would take the robots back to their garages, where the coders and the mechanics would work long into the night to make improvements and repairs. The next day, they’d rise at four and do it all over again. It was a grueling routine. “Everyone was scraped raw by exhaustion,” Whittaker recalled.

      To refresh everyone, to ensure his team was sharp and fully rested come race day, Red set a week’s vacation

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