The 'Shape Up' methodology : a short summary
Boris Stoyanov-Brignoli
Some time ago, a colleague recommended 'Shape Up' to me, promising that the approach would be more 'pragmatic' and 'concrete' than the theories we usually see in work frameworks. Scrum, SAFE, agile in general, etc... as a manager, it's easy to feel lost and especially ineffective in applying these methods. I appreciated the approach of Shape Up, which helped demystify the topic for me. Here, I provide a brief summary.
You can find the full book for free on basecamp.com.
1. Development cycles
The six-week cycles allow for maximum focus. By limiting work to this timeframe, it becomes clear that not everything can be accomplished, prompting teams to focus on what is essential. This is a sharp break from two-week sprints, which can often feel like a never-ending race.
2. Shaping
Shaping is a process where senior stakeholders, or those with a product vision, prepare and outline ideas before they are presented to the teams. This includes setting objectives, highlighting potential pitfalls, and determining elements to avoid. This step ensures that only solid and feasible ideas are presented, thereby reducing the risk of failure.
Example from the book: Imagine a project to enhance user search. Rather than simply saying "improve search", shaping might indicate "create predictive search based on previous user behavior while avoiding integrating ads."
3. Bets
Instead of traditional planning, Basecamp uses a betting approach. This means they invest time and resources into ideas that have been shaped, acknowledging there's always inherent uncertainty in development.
Example from the book: Basecamp might choose to bet on a new feature which, based on their research, would be highly beneficial to users, even if it means sidelining other requests or features.
4. Building
Teams comprise designers and developers, and they have the autonomy to decide how to reach the project's goal. This fosters responsibility, creativity, and innovation.
Example from the book: A team might decide to use a new technology or a different approach to meet the project's needs, as long as it aligns with the shaped vision.
5. Cooling down
These two weeks allow the team to breathe, handle minor issues that have piled up, or even explore new ideas without the pressure of a deadline.
Example from the book: After an intensive cycle, a team might decide to use this time to enhance their skills, learn a new technology, or simply reflect on the product.
6. Hill charts
Unlike task lists, Hill Charts visually represent where a project is in the problem-solving process. It's a way for the team to communicate progress without getting bogged down in details.
Example from the book: If the team is still in the research or exploration phase, the project would be placed on the uphill. Once a clear solution is found, it starts moving downhill towards implementation.
7. No Backlogs
By avoiding backlogs, Basecamp ensures that stale or less relevant ideas don't pile up. If an idea or feature is truly crucial, it will naturally resurface in future discussions.
Example from the book: If over time an old requested feature is never picked for a cycle, it might be deemed non-essential and thus dropped.
8. Fixes
Not all issues or bugs are addressed right away. By noting them as "fixes", they can be handled in bulk, allowing the team to focus on major cycle goals.
Example from the book: If, when creating a new feature, a minor bug is discovered elsewhere in the product, it would be noted as a "fix" and addressed during the cooling-down period.