A better way to plan, build, and ship products | Ryan Singer (creator of “Shape Up")

Key Concepts:

• Shape Up: A product development methodology focusing on fixed time, variable scope, and collaborative shaping.
• Appetite: The maximum amount of time a business is willing to spend on a project.
• Shaping: The process of refining a broad idea into a well-defined project that can be completed within a fixed time frame.
• Framing: Narrowing down a broad problem to a specific, actionable scope.
• Time Box: A fixed period allocated for a project or cycle.
• Breadboarding/Fat Marker Sketching: Low-fidelity sketching techniques used to quickly visualize and communicate ideas during shaping sessions.
• Circuit Breaker: A principle of canceling a project if it's not on track to finish within the allocated time.
• Jobs-to-be-Done (JTBD): A framework for understanding customer needs by focusing on the "job" a product or service is hired to do.

1. Introduction to Shape Up

• Shape Up is a different approach to building software, emphasizing appetites instead of deadlines and collaborative shaping involving design, engineering, and product teams.
• The method aims to address common struggles in shipping products, such as projects getting stuck, teams getting lost in the weeds, and difficulty in estimating timelines.
• Ryan Singer, the author of "Shape Up," developed the methodology through his experience at 37signals (Basecamp).
• Increased interest in Shape Up is driven by the changing landscape of product development, especially with the rise of AI.

2. The Backstory: Origins at 37signals/Basecamp

• Shape Up originated from the early days of Basecamp, where a small team of three (Jason Fried, David Heinemeier Hansson (DHH), and Ryan Singer) worked with intense urgency to ship quickly.
• DHH's part-time commitment (10 hours/week) put pressure on efficient use of engineering time.
• Collaborative sessions between Jason and Ryan, involving quick sketches and intense problem-solving, were crucial in shaping ideas.
• The goal was to maintain the startup way of working as the company grew, emphasizing speed and clarity.
• The need for a formalized framework arose when a project failed to progress, highlighting the limitations of organic scaling.

3. Core Ingredients of the Shape Up Method

• Seeing the End from the Beginning: Not starting a project unless there's a clear understanding of what can be achieved within a fixed time.
• Appetites instead of Estimates: Defining the maximum time to spend on a project upfront, rather than estimating the time required for a vague concept.
• Shaping: Varying the scope of an idea to fit within the allocated time, involving creative sessions to define a doable and desirable solution.
• Whole Idea to the Team: Giving the team a complete, well-defined idea instead of breaking it into numerous small tickets.

4. Appetites and Fixed Time (Six-Week Cycles)

• Shape Up uses a maximum six-week cycle to force teams to prioritize and focus on what can be realistically achieved.
• The six-week limit helps surface unknowns and complexities early in the process.
• Shorter cycles (e.g., two weeks) can be used, especially for growth teams, but the six-week limit is crucial for feature development.
• The commitment to the appetite means cutting scope to meet the deadline, but not at the expense of the core value of the project.

5. The Shaping Session: A Deep Dive

• The shaping session is a collaborative effort involving a designer, an engineer, and a product manager.
• The goal is to create a drawing or diagram that everyone understands, outlining the key components and flows of the solution.
• The output should be describable in less than 10 moving pieces.
• The session aims to de-risk the biggest risks and address the biggest unknowns before committing to the appetite.
• The session should not result in detailed Figma files or PRDs with extensive requirements, but rather in wireframes/sketches of the user experience, key buttons, and flows.
• The ideal length is around three hours per session, with multiple sessions if needed.

6. Shaping Session: What It Is Not

• Shaping is not creating detailed Figma files or extensive PRDs before involving engineering.
• It's not just writing user stories without a clear understanding of the underlying technical complexities.
• It's not throwing a giant project at a team and telling them to figure it out in six weeks by cutting scope.

7. The Output of a Shaping Session

• The output is a clear, well-defined idea that a technical person can understand and start building.
• It includes wireframes/sketches of the user experience, key buttons, and flows, but not final designs or detailed specifications.
• It's the architecture with key components, not a dock of spec and not final design, and also not just a user story.

8. Addressing Concerns About Too Much Detail

• The amount of detail provided to the team depends on their experience level.
• More junior engineers may benefit from additional guidance, while more senior engineers may prefer less detail.
• If a team member feels they should be involved in fundamental decisions, they should be brought into the shaping session.

9. The Kickoff Meeting in Shape Up

• In Shape Up, the kickoff meeting involves presenting the well-shaped idea to the team.
• The team then creates their own tasks and breaks down the project into smaller pieces.
• A useful exercise is to draw a grid with nine boxes, representing the nine major chunks of implementation.
• This helps the team identify potential scope issues and coaching opportunities.

10. First Steps for Implementing Shape Up

• Start by identifying a problem that's important to the team and the business.
• Schedule a shaping session involving a designer, an engineer, and a product manager.
• Narrow down the problem and define the appetite.
• Focus on collaborative shaping, involving all necessary information in the same room.

11. Signs It's Time to Try Shape Up

• Projects are dragging and not shipping.
• Teams are getting lost in the weeds.
• There's a lack of clarity around what to build.
• There's pushback from engineers on designs or requirements.
• There's a lack of movement and a feeling of burnout.

12. The Role of the Product Manager in Shape Up

• In Shape Up, the PM moves upstream, focusing on understanding the business context, narrowing down the problem, and negotiating with stakeholders.
• The PM is less involved in chasing around inside the build phase.

13. Basecamp's Uniqueness

• Basecamp has a unique culture and structure that may not be replicable in other companies.
• Every designer codes, blurring the lines between design and engineering.
• There's a lack of distance between the business objective and the building process.
• There's no sales org, eliminating pressure for specific features to close deals.
• Engineering capacity is consistently focused on product development.

14. The Follow-Up Shape Up Book

• Jason Fried is working on a follow-up Shape Up book that will likely focus on how Basecamp currently operates.
• Ryan Singer's work with Shaping in Real Life focuses on bridging the gaps between Basecamp's ideal and the realities of other companies.

15. The Framing Step and Product Strategy

• Before shaping, it's crucial to frame the problem by understanding customer needs and the value proposition.
• Tools like Jobs-to-be-Done can be helpful in this phase.
• Demand-Side Sales 101 by Bob Moesta is recommended for understanding the struggling moment and customer motivations.

16. Consulting Work

• Ryan Singer offers consulting services to help companies implement Shape Up.
• The process involves working with leadership to identify a pilot team and project, framing the project, and coaching the team through the shaping process.

17. Conclusion

• Shape Up offers a practical approach to product development, emphasizing fixed time, variable scope, and collaborative shaping.
• It addresses common struggles in shipping products and aims to create a more efficient and engaging development process.
• While Basecamp's unique culture may not be replicable, the core principles of Shape Up can be adapted to fit different organizations.
• The key is to focus on clear communication, collaborative problem-solving, and a deep understanding of customer needs.