Development: Reality vs Promises (Ethereum 2.0 Example)

When it comes to development, one of the most consistent patterns we've all seen is overpromising. Developers promise that they'll be done by the end of the week and a year later, the project is still not complete (true story). In the video, Tech Pow Wow: Reality vs Promises (Ethereum 2.0 Example), we look at an example of this with a breakdown and what developers can do in these situations. Everyone faces pressure to get things done fast, but this pressure must be resisted if it's not possible to deliver fast because the consequences of over promising are significant.

Some questions that are answered in the video:

• How long did it take the promise of Ethereum 2.0 to be delivered? When is the full roll out expected to be delivered?
• What is an example of where the developers were not considering complexity?
• When it comes to setting a deadline, what is the first thing we should do with the end user?

Make no mistake, you permanently lose credibility when you overpromise and under deliver. You will not get back your credibility over time. While we use the example of software here, this applies to everything else. I've seen many examples where a plumber over promised and under delivered and it permanently affected their reputation. Always assume it will take more time than you expect because complexity exists and you cannot predict the time it will take relative to the complexity.

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While the video covers how a developer should set expectations, keep in mind the results ultimately matter. A good example of how the outcome mattered was the following two stories I've heard from colleagues (company names protected):

• Company A had an idea and planned to have it done in one year. Developers spent a significant amount of time hyping their idea. They showed great imagination, but their work was not keeping up with their promises. In addition, Company A expanded their marketing team to hype their project. A year later, not even 10% of the work was done. The company had to constantly make changes to their project to adjust users' expectations around their promises. The result was that they lost over 80% of their users because they never fulfilled their promises.
• Company B had an idea, but immediately recognized it would take a significant amount of work. Rather than building expectations about the idea, they began with a POC for a few of their customers with a small promise initially. As the POC went well, this allowed Company B to determine how much effort the full idea would take. Even though they ended up over promising slightly, they met most of their expectations that they set with clients. This is because they only promised small iterations rather than the full project and when they realized they couldn't deliver the full project as intended, clients were not disturbed as they never knew the full idea.

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