The most expensive software failure ever:

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The Advanced Automation System began, in concept, in 1981 and ended in 1994, “terminated for convenience” by the government. Billions of dollars were spent on it. It is hard to describe. You can’t learn anything from the name. You know it’s about air traffic control because I told you, or because you read about it in the papers. Maybe part of the problem was the name. It sounds like the system to end all systems.

...At $3.7 billion, the Advanced Automation System was one of the largest civilian computer contracts ever; maybe the largest. It was the largest single contract in IBM’s history. From the moment it was awarded, until near the project’s demise, IBM patted itself on the back. There was something for everyone, beginning with a great ball in Union Station, featuring Chubby Checker and “The Twist”.

...What I saw on the FAA’s Advanced Automation System would have made Sisyphus weep… Whatever commitment and discipline there was… was worn down by a battery of watchfulness that I can only ascribe to fear of failure. In spite of tens of millions of dollars spent on new computers for AAS, the most important piece of equipment on the project was the overhead projector. There were endless meetings attended by dozens of people – as if we were never quite sure about the whole thing. The people in charge simply lacked the confidence and the finesse of the space team: NASA, contractors, and astronaughts.

It has been noted by everyone from the New York Times to the Vice-President of the United States that the main problem on the Advanced Automation System was “changing requirements”. For those involved in large-scale computer systems, that is nothing new. No one can perfectly surmise the shape and feel of a system years in advance. Even replacing some aspect of a system you know by heart is not immune from thinking twice about it. … [But] the requirements churn (it was called) on the Advanced Automation System was not normal. It was the result of our enchantment with the computer-human interface, the CHI. The new controller workstation, fronted by a 20″ by 20″ color display, because it was capable of seemingly endles variety of presentations, mesmerized the population of AAS like the O.J. Simpson trial mesmerized the nation…

The project was handed over to human factor pundits, who then drove the design. Requirements became synonymous with preferences. Thousands of labor-months were spent designing, discussing, and demonstrating the possibilities: colors, fonts, overlays, reversals, serpentine lists, toggling, zooming, opaque windows, the list is huge. It was something to see. (Virtually all of the marketing brochures – produced prematurely and in large numbers – sparkled with some rendition or other of the new controller console.) It just wasn’t usable…

The cost of what turned out to be a 14-year human factors study did not pay off. Shortly before the project was terminated a controller on the CBS evening news said: “It takes me 12 commands to do what I used to do with one.” I believe he spoke for everyone with common sense.

Rummaging through one of the closets at the far end of the hall on the fifth floor one day, looking for some standards document, I found an envelope left by someone who left the company – as many did after so many years advancing against stone, while the wheels of commerce were accelerating on what everyone referred to as “the outside”. It contained “A Brief History Of The Advanced Automation System”. It was printed by hand and left, perhaps inadvertantly, or perhaps with the hope that some anthropologist might some day discover it and make a pronouncement. In every important way, it is the truth:

“A young man, recently hired, devotes years to a specification written to the bit level for programs that will never be coded. Another, to a specification that will be replaced. Programmers marry one another, then divorce and marry someone in another subsystem. Program designs are written to severe formats, then forgotten. The formats endure. A man decides to become a woman and succeeds before system testing starts. As testing approaches, she begins a second career on local television, hosting a show on witchcraft. An architect chases a new technology, then another, then changes his mind and goes into management. A veteran programmer writes the same program a dozen times, then transfers. The price of money increases eight times. Programmers sleep in the halls. Committees convene for years to discuss keystroking. An ambitious training manager builds an encyclopedia of manuals no one will ever use. Decisions are scheduled weeks in advance. Workers sit in the hallways. Notions of computing begin in the epoch of A, edge toward B, then come down hard on A + B. Human factors experts achieve Olympian status. The Berlin Wall collapses. The map of Europe is redrawn. Everything is counted. Quality becomes mixed with quantity. Morale is reduced to a quotient, then counted. Dozens of men and women argue for thousands of hours: What is a requirement? A generation of workers retire. The very mission changes and only a few notice. Programming theories come and go. Managers cling to expectations, like a child to a blanket. Presentations are polished to create an impression, then curbed to cut costs. Then they are studied. The work spikes and spikes again. Offices are changed a dozen times. Management retires and returns. The contractor is sold. Software is blamed. Executives are promoted. The years rip by with no end in sight. A company president gets an idea: make large small. Turn methods over to each programmer. Dress down. Count on the inscrutability of programming. Promote good news. Turn a leaf away from the sun. Maybe start over.”

http://www.smashcompany.com/business/the-worst-software-proj...