“There was no escape: The entire Elliott 503 Mark II software project had to be abandoned, and with it, over thirty man-years of programming effort, equivalent to nearly one man’s active working life, and I was responsible, both as designer and as manager, for wasting it. ...How did we recover from the catastrophe? First, we classified our 503 customers into groups, according to the nature and size of the hardware configurations which they had bought ... We assigned to each group of customers a small team of programmers and told the team leader to visit the customers to find out what they wanted; to select the easiest request to fulfill, and to make plans (but no promises) to implement it. In no case would we consider a request for a feature that would take more than three months to implement and deliver. The project leader would then have to convince me that the customers’ request was reasonable, that the design of the new feature was appropriate, and that the plans and schedules for implementation were realistic. Above all, I did not allow anything to be done which I did not myself understand. It worked! The software requested began to be delivered on the promised dates. With an increase in our confidence and that of our customers, we were able to undertake fulfilling slightly more ambitious requests. Within a year we had recovered from the disaster. Within two years, we even had some moderately satisfied customers.”