Pressing the Big Scary Red Button

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How do we feel about project resets? 100% say resets are a consequence of failure. Is it always the right thing to do? Is there a different way - a culture of many small resets?

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Pressing the Big Scary Red Button

  1. 1. CTO SCHOOL NYC / MAY 2012 PRESSING THE BIG SCARY RED RESET BUTTONDANIEL DOUBROVKINE ( A K A DB .)#NYC TOSC HOOL @ D B LOC KD OTORG – D B LOC K@D B LOC K.ORG
  2. 2. HOW DO WE REALLYFEEL ABOUT RESETS? failed at market fit failed to focus failed to execute technologyfailed to fit a budget consequence of failure failed to deliver in a timeframe hacked with friends failed to hire enough hands failed to convince failed to cut losses
  3. 3. ADDED DRAMAhttp://www.youtube.com/watch?feature=player_embedded&v=316AzLYfAzw• slam the brakes• change wings in-flight• stop the hemorrhage• jump from a sinking ship• escape a train wreck• stop flogging a dead horse
  4. 4. EXHIBIT 1: MICROSOFTWINDOWS LONGHORN VISTA• Development Begins in 2001• “Longhorn” ETA 2003, btw. “Whistler” & “Blackcomb”• Another “Cairo”?• Reset in 2004 on top of Windows Server 2003• Alchin in WSJ: “Longhorn was crashing into the ground.”• In 2004 Developers no longer cared• Ships 2006 as Vista, major fail
  5. 5. EXHIBIT 2: MICROSOFTOFFICE ’98 & NETDOCS• Windows Hawks vs. Internet Doves• Office 98 Team Walked to be Netdocs, reset and shipped• Netdocs 1 in Java, effectively an Office reset• Netdocs 2 reset in C++• Netdocs 3 reset as a Service• Spent 500M$ over 4 years, 500 devs• Canned in 2001• Technology folded into Office
  6. 6. 100% SAY THEY ARECONSEQUENCE OF AFAILURESURVEYED TWO DOZEN PROJECTS
  7. 7. 4/10 HAVE A LARGESUNK COST7/10 FACED STRONGOPPOSITION
  8. 8. 2/10 BLAME PUREPRODUCT FAILURE3/10 BLAME PURE TECHFAILURE2/10 BLAME PEOPLEFAILURE2/10 BLAME FAILURE ALLAROUND
  9. 9. 3/10 RESETS LEADTO SUCCESS4/10 RESETS LEADTO FAILURE100% OF PROJECTSTHAT WEREN’TRESET FAILED
  10. 10. PRESSING RESET ISALWAYS THE RIGHTTHING TO DO** PROVIDED YOU’RE 100% SURE THE PROJECT IS FAILING
  11. 11. PRESSING RESET ISALWAYS THE RIGHTTHING TO DO** PROVIDED YOU’RE 100% SURE THE PROJECT IS FAILING• Find Truth-Sayers• Measure Value vs. Cost• Don’t be a Chicken
  12. 12. US AND THEM RESETS CAN BE A SMART CAREER MOVE RESETS CAN BE A DUMB CAREER MOVE
  13. 13. • Act Now• Invest Into Trust Capital• Double or Nothing• Split Execute• Underpromise and Overdeliver 7/10 FACE STRONG OPPOSITION
  14. 14. PEOPLE TEND TOFORGET HOW BAD ITWAS BEFORE A RESET• No Place for Heroes• This is Your Job
  15. 15. 100 % OF RESETS ARE CONSEQUENCES OF FAILUREFOSTER A CULTURE OFFREQUENT BUT SMALLERRESETS • Everything is an Experiment • Embrace Change • Underpromise and Overdeliver • Stop at the Top
  16. 16. QUESTIONS?art.sy: http://art.sytwitter: @dblockdotorgblog: http://code.dblock.orgemail: dblock@dblock.orgslides on slideshare: http://www.slideshare.net/dblockdotorg

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