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3.0 out of 5 stars
Pushing the Envelope, January 19, 2007
As mentioned in the introduction, you could read this as a story of success or a record of failure, depending on your focus. The Sendak/Explorapedia was released a year late, overbudget, and did not meet the original design objective of a complete multimedia children's encyclopedia on one CD-Rom. On the other hand, it actually did meet the original estimated release date, and it went on to become a best seller and a benchmark in it's category.
Actually, I think Fred Moody missed seeing the real benefit to Microsoft of the Explorapedia project. While Moody focussed on chronicling the damage created by the personality conflicts and differences in communication styles, he missed seeing the positive consequences of tackling a project like this which pushes the envelope of existing technology.
For instance, here is my take on two of the "problems" described by Moody:
1: In the beginning, there was no software developer assigned fulltime to the project.
Positive result: The designers, who were mostly Mac people, designed the encyclopedia to use Mac-like features, such as sprites with transparent backgrounds. This was not available on the PC at that time, but the positive end result is that when the PC designers finally started work on the encyclopedia, they were forced to come up with solutions that emulated Mac-like graphics features on the PC, solutions which inevitably expanded the capabilities of the PC and brought it closer to the Mac graphics benchmark.
2: Software tools such as Merismus and SPAM were not fully available when the project started.
Positive result: This may be the largest contributor for the project's slipped schedule, but the benefit of developing the tools concurrently with the application is that the development of tool features is driven by the immediate needs of the innovative application. Otherwise, the Merismus and SPAM tools would probably have been developed looking backwards to the Encarta project, as in "gee, Encarta would have been a lot easier to do with this tool." Instead, motivated by the needs of Explorapedia, the new tools were driven towards making succeeding generations of software easier to develop, rather than preceding generations.
Applying this to my field, hardware development, it illustrates the value of starting a project even if, in the beginning, it does not appear to be feasible within the current state of the art. After all, somebody has to define the state of the art; it might as well be your project. And the shape of a new tool cannot be defined until you know the size and shape of the problem it must solve. Also, as with Mac graphics on a PC, it helps to have a target to shoot for, and the knowledge that it's been done before.
To be critical of this book, I would say that a lot of Moody's focus is on communication conflicts: the analytical developers don't value the artistic designers, the women don't manage conflict like the men do, the permanent employees dismiss the contract workers. Another author, Deborah Tannen, has covered this ground with more insight, and Moody's descriptions of conflict between individuals are much easier to understand when reviewed from Tannen's point of view. For the most part, Moody settles for a gossipy telling of all the dirt that went on between people, with little revelation for what caused the conflicts, how they might have been avoided, and why the project succeeded in spite of those challenges. In the end, his revelation is that the project teams are deliberately given impossible goals by Bill Gates, with the intent that every team member, perceiving his last project to be a failure, goes on to other projects with the idea that they must work extra hard to overcome the stigma of that last failure. I doubt that even Bill Gates is that Machiavellian.
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