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Key Takeaways

• Common pain points: Long projects, no time for strategic thinking, velocity falls over time
• Shaping is up-front design work, that sets boundaries and reduces project risk before handing over to development teams

Part 1: Shaping

• Shape at the right level of abstraction.
• Too vague → Just right ← Too concrete
• Wireframes are too concrete
• Words are too abstract
• Shaped work should be rough (room for the team, solved (thought through) and bounded (limited in scope).
• Shaping defines what the feature does, how it works and where it fits into existing flows
• Why does it matter? What would success look like? What customers are affected?
• A two track process: shaping (done outside the team), building (done by the team)
• Steps to shaping:
1. Set boundaries
• Start with the idea.
• Set the appetite: How valuable is the idea?
• How much time and attention does it deserve?
• Small Batch (1-2 weeks)
• Full Cycle (6 weeks)
• Adopt Fixed time, variable scope
• Watch out for grab-bags (refactors and redesigns are the worst offenders). Split these projects into smaller projects.
• Your boundaries are in place when you have…
• An Idea + an appetite + a narrow problem definition
2. Find the elements
• Move from words to elements of the software solution
• What are the key components or interactions?
• Where does it fit? How do you get to it?
• Where goes it take you?
• Try things at a high level (Breadboard)
• Places: things you navigate to
• Affordances: things a user can do
• Connection lines: how affordances take the user from place to place
• Elements are the output
• Fat marker sketches make it impossible to add too much detail
• Leaves room for designers
3. Address risks and rabbit holes
• Look for the pitfalls you can find up front and eliminate them before betting
• Projects should have independent, well—understood parts that fit together in known ways
• Walk through a use case in slow motion, every step. Look for holes in the concept, or edge cases that break the design or flow
• Think about technical viability
• Shapers prioritise quality and reduce risks. Keep elements that make the project worth doing? Can you cut off the big tail of risk?
• Declare what you won’t do
• Keep the clay wet → show them on a whiteboard
• De-risked and ready to write up when…
• Elements of the solution
• Patches for rabbit holes
• Declared areas that are out of bounds
4. Write the pitch
• Create a pitch, to present this as a potential bet.
• Pitch Elements
1. Problem: the raw idea, use case, or motivation
2. Appetite: how much time we want to spend
3. Solution: core elements, in an easy to understand form (sketches)
4. Rabbit holes: things to call out to avoid problems
5. No-gos: anything excluded from the concept
5. Invite comments (to poke holes or contribute missing information)

Part 2: Betting

• Make bets, not backlogs.
• Before each 6 week cycle hold a betting table for stakeholders
• Pitches are reviewed (all of which should be well-shaped, and had risks reduced)
• Spread the responsibility for prioritising and tracking what to do across everyone
• Important ideas come back
• 6 week cycles everyone becomes available at the same time
• Better than 2 week cycles, that are costly due to the planning overhead
• 2 week cool downs between cycles: no scheduled work, everyone can meet and consider what to do next. Folks can work on what they want in the cool-down.
• Small teams: 1 designer, 2 developers, 1 QA

• The Betting table is a 2 hour meeting with the most senior doers (CTO, CEO)
• Output of the call is a cycle plan.
• It’s betting not planning. Bets have a payout, are a commitment, have capped downside
• Uninterrupted time → when you make a bet you honour it
• Bets or projects don’t get extended. If they don’t finish, it won’t happen. This stops runaway projects. Never carry scraps into next cycle
• Bugs aren’t magically higher priority than everything else.

• Three phases of work for building a new product:
• R&D mode (led by senior members)
• We don’t expect to ship anything at the end of the cycle
• Learn what works, enough to define a structure, the form
• We don’t commit to more than one cycle at a time
• Production mode (formal cycles with shaping, betting and building phases)
• It’s like working on an existing product
• Cleanup mode:
• All structure is thrown out the window.
• Being near launch, everything gets real
• There’s no shaping, but there is bug smashing

• Questions to ask?
• Does the problem matter?
• Is the appetite right?
• Are the right people available?
• Post the kick-off message
• A message goes out to the company at the end after the bets are made detailing what is being bet on for the next cycle, and who’s working on what

Part 3: Building

• Handing over responsibility
• Assign projects not tasks.
• Done means deployed.
• Get orientated. Spend the first few days as a team getting your head around problems.
• Imagined vs discovered tasks. Teams discover tasks by doing real work. The way to figure out what needs to get done is by starting real work.

• Get one piece done
• Don’t create a master plan that’s got to come together at the last minute
• Aim to make something tangible and demo-able early in the first week or so
• Start in the middle (you don’t have to do sign up/login first
• It should be core
• It should be small
• It should be novel

• Map the scopes
• Integrated project slices of value are called ‘scopes’.
• Create a scope map (of all the different scopes/value slices) to divide the project into different territories
• Scopes arise from interdependencies, which arise from doing real work. They can’t be defined upfront
• The ‘scopes’ are right when…
• you can see the whole project, and nothing important that worries you is hidden
• conversations are now free flowing as you have a shared language for scopes
• when new tasks come up, you know where to put them
• Is your project a layer cake (balanced work Front-end/Back-end) or an Iceberg (more Back-end work)?
• Question the icebergs, do you need the complexity?
• Mark ‘nice to haves’ as such, so everyone is aware. Basecamp use ‘~’ to denote a nice to have task

• Show progress
• Shift the focus from what’s done or not done → to whats unknown and what’s solved
• Once you’ve figured something out, you’re on the downhill when implementing
• If something get’s stuck on the hill, what about the work is keeping it there? Help out.
• It’s best to build your way up hill, not do it in your head
• Sequence things right → choose the most important problems, with the most unknowns
• Leave the least worrisome for last

• Decide when to stop
• Compare to the baseline, the current reality for customers.
• Cycle limits motivate teams to limit scope
• Scope grows like grass. Give teams the authority and responsibility to cut it down
• Cutting scope isn’t lowering quality, it’s about asking what really matters

• Move on
• Let the storm pass. Everyone is focusing on the new thing and reacting to it. Avoid knee-jerk reactions. Remember why you made the change.

Deep Summary

Introduction

• Growing pains of software teams:
• Projects last long
• PMs cant find time to think strategically
• Founders ask, why can’t we release features as quickly as before?
• Grew BaseCamp with just 10 hours a week of programming time. The tight constraint meant they learnt how to use it well.
• Found it hard to articulate what they were doing to new hires.
• Created cycles
• Formalised pitching and betting process
• Shaping = up-front design work we did to set boundaries and reduce risks on projects before handing over to development

Part 1: Shaping

• Shape at the right level of abstraction
• Too vague → Just right ← Too concrete
• Wireframes are too concrete → don’t leave enough room for designers / creativity
• Over-specifying the design leads to estimation errors → as some things are harder than they seem
• Words are too abstract.
• When a project is defined as a few words, nobody knows what it means
• Not enough information for team members to make trade-offs
• Often grow out of control because there’s no boundary to define what’s out of scope

‣

Level of fidelity they sketched their dot grid calendar to…

• Properties of shaped work
• It’s rough: everyone can tell it’s unfinished. Work that is too fine commits everyone to the wrong details. Leave room for judgement and trade-offs
• It’s solved: it has been thought through. All the main elements of the solution are there, and they connect together. The overall solution is clear. Open questions have been removed to reduce risk.
• It’s bounded: it indicates what not to do too. It tells the team where to stop.
• Shaping is largely design work, it defines what the feature does, how it works and where it fits into existing flows
• You need to be technically literate
• It’s strategic → you have to be critical of the problem. Why does it matter? What would success look like? What customers are affected?
• Two Tracks:
• Shaping (kept private from building team, until confirmed)
• Building
• Steps to shaping:
1. Set boundaries
2. Rough out the elements
3. Address risks and rabbit holes
4. Write the pitch

1. Set Boundaries

• Set boundaries on what you’re trying to do
• Start with a raw idea ‘customers are asking for notifications’
• Set the appetite: How valuable is the idea?
• How much time and attention does it deserve?
• Quick fix
• Small batch (1-2 weeks)
• Full Cycle (6 weeks)
• Fixed time, variable scope is the key to shipping projects.
• Apply this principle at each stage (shaping, building)
• Good is relative. There’s no ‘best solution.’ Best is relative to constraints. Without a time limit, there’s always a better version. Good is judged relative to time and importance.
• Don’t say yes or no on first contact with a new idea.
• Narrow down the problem. Root cause problems, find the easier way. What could we build? → What’s really going wrong?
• Watch out for grab-bags (refactors and redesigns are the worst offenders). Don’t do ‘2.0’ of anything. Split these projects into smaller projects.
• Your boundaries are in place when you have…
• Idea + appetite + narrow problem definition

2. Find the Elements

• Getting from an idea in words to the elements of a software solution
• Move at the right speed: have the right people in the room, don’t make wireframes too specific
• Questions to answer:
• Where in the system does the new thing fit?
• How do you get to it?
• What are the key components or interactions?
• Where does it take you?
• Breadboard (electrical engineering prototypes) →
• Places: things you navigate to
• Affordances: things a user can do
• Connection lines: how affordances take the user from place to place
‣
Example:

• Fat marker sketches make it impossible to add too much detail. Helps you avoid getting sucked into the weeds.
• Elements are the output:
• For Example the dot-calendar:
• A 2-up monthly calendar grid
• Dots for events, no spanned pills
• Agenda-style list of events below that scrolls an event into view when you tap a dot
• Leaves room for designers. It just sets the boundaries and rules of the game.
• There are still significant unknowns to work through before this can be handed over to a team
• You’ve added value to the raw idea, but haven’t spent so much time on it that you’re compelled to build it

3. Address risks and rabbit holes

• We’re shaping work for a 6 week window
• A single hole in the concept could blow out the piece of work
• Look for the pitfalls you can find up front and eliminate them before betting on the project (then it becomes safe to bet on)
• Rabbit holes, technical unknowns, unsolved design problems, or misunderstood dependencies.
• Aim for a project with independent, well—understood parts that connect together in known ways
• Did you miss anything? Did you make an technical assumptions that aren’t fair?
• Walk through a use case in slow motion, every step.
• Ask viability questions:
• Does this require new technical work not done before?
• Making assumptions about how parts fit together?
• Assuming design solution exists we can’t come up with ourselves?
• Is there a hard decision we should settle in advance so it doesn’t trip up the team?
• Look for holes in the concept. Edge cases that break the design or flow.
• Shapers prioritise quality and reduce risks. Can you keep all the elements that make the project worth doing? Can you cut off the big tail of risk?
• Declare out of bounds: call out any cases you don’t want to support to keep the project within the appetite
• Cut back → what can you remove whilst retaining the value of the feature
• Present to technical experts → verify technical assumptions. Is this possible within the appetite? (E.g. 6 weeks)
• Keep the clay wet → show them on a whiteboard
• De-risked and ready to write up when…
• Elements of the solution
• Patches for rabbit holes
• Declared areas that are out of bounds

4. Write the pitch

• Until now the concept isn’t articulated well enough for somebody else to understand
• Create a pitch, to present this as a potential bet.
• Elements of a pitch:
1. Problem: the raw idea, use case, or motivation
• Present the problem and solution together
2. Appetite: how much time we want to spend
3. Solution: core elements, in an easy to understand form
• Stay at high level, but add more concrete news
• Help people set he dies whil not going too far into irrelevant details
‣
Embedded sketches

‣
Annotated fat market sketches:

4. Rabbit holes: things to call out to avoid problems
• A few lines of text can address a rabbit hole
5. No-gos: anything excluded from the concept
• As above
• Ready to present: post it to the betting table, or sell it live.
• Invite comments (to poke holes or contribute missing information)

Part 2: Betting

• Bets not backlogs
• No backlogs → things just pile up there, we feel like we’re behind. You’ll waste time reviewing them.
• BaseCamp instead before each 6 week cycle hold a betting table, where stakeholders decide what to do next
• Pitches are looked at, and people can champion or revive previous pitches
• Just well-shaped, reduced risk option
• People can track pitches, bugs or requests independently without a central backlog
• Spread the responsibility for prioritising and tracking what to do. Makes it a manageable task.
• Important ideas have a way of coming back. Don’t overvalue ideas, ideas are cheap. The accumulate in huge piles.
• Six week cycles make planning easier, as people all become available to work on something at the same time
• 2 week cycles are costly due to the planning overhead.
• 6 week cycles are long enough to finish something
• After each 6 week cycle, there’s a 2 week cool-down. No scheduled work, everyone can meet and consider what to do next. Folks can work on what they want in the cool-down.
• Small teams: 1 designer, 2 developers, 1 QA

• Betting table
• The Betting table is a 2 hour meeting: CEO, CTO, Senior Programmer, Product strategist
• Knowledge of who’s available, what the priorities are, what kind of work we’ve done recently
• Output of the call is a cycle plan.
• It gives the C-suite hands on the steering wheel of the product
• It’s betting not planning
• Bet’s have a payout. The pitch defines a payout that makes the bet worth making
• Bets are commitments. We commit to getting them done.
• Bets are capped on the downside (max 6 weeks)
• Uninterrupted time → when you make a bet you honour it
• Bets or projects don’t get extended. If they don’t finish, it won’t happen
• Stops runaway projects
• Something went wrong in shaping, we need to re-shape and re-group
• Provides motivation to the team and encourages ownership
• Bugs aren’t magically higher priority than everything else. How severe are they? Many bugs can wait 6 weeks.
• Use cool down or bring to the betting table or schedule a bug smash
• Keep the slate clean, never carry scraps.

• Place your bets
• Three phases of work for building a new product:
• R&D mode:
• Be bet with time, not with a well-shaped pitch.
• Time to refine the vision
• Senior members (CEO, CTO) take it on
• You can’t delegate what you don’t know yourself
• Architectural decisions are really important
• We don’t expect to ship anything at the end of the cycle
• Spike don’t ship
• Learn what works, enough to define a structure, the form
• We don’t commit to more than one cycle at a time
• Production mode:
• After enough R&D cycles, the architectural decisions are settled.
• The product has a structure that allows things to be added
• Move to formal cycles with shaping, betting and building phases
• It’s like working on an existing product
• Only difference is that you’re pre-launch, can be more experimental
• Reserve the right to cut features later on
• Cleanup mode:
• All structure is thrown out the window.
• Being near launch, everything gets real
• There’s no shaping, but there is bug smashing
• There aren’t clear team boundaries, all hands to the pump
• Keep discipline, and be clear what’s ‘must have’ and launch blocking
• Questions to ask?
• Does the problem matter?
• Separate the problem and the solution. The solution doesn’t matter if the problem isn’t worth solving
• We have to make choices, always more problems than time to solve
• Have we understood the problem specifically enough? Can you narrow it to get 80% of the benefit with 20% of the change?
• Is the appetite right?
• Was the problem articulated well enough?
• Understand the ‘no’s’ → sometimes the no to the time commitment is really a not to something else (solution, technology approach)
• Does the no change if you reduce from 6 weeks to 2 weeks?
• The shaper can choose to let it go
• The shape can go back to the drawing board or do more research
• Is the solution attractive?
• Avoid doing design work or discussing the technical weeds. Do that when you’re building it
• Sometimes its not the right time.
• Are the right people available? It’s OK to wait for the right people, holidays can get in the way
• Post the kick-off message
• A message goes out to the company at the end after the bets are made detailing what is being bet on for the next cycle, and who’s working on what

Part 3: Building

• Handing over responsibility
• Assign projects not tasks. Trust the team to take on the entire project. Give as much freedom as you can (given the shape and cycle time limit)
• Done means deployed. The proejct needs to be done within the time budgeted. That includes QA. Other teams handle help documentation, announcements etc.
• Kick-off. Start with the pitch, give everyone the chance to ask questions.
• Get orientated. Spend the first few days as a team getting your head around problems. Learn the codebase. The silence should break after a few days.
• Imagined vs discovered tasks. Teams discover tasks by doing real work. The way to figure out what needs to get done is by starting real work.

• Get one piece done
• Don’t create a master plan that’s got to come together at the last minute
• Aim to make something tangible and demo-able early in the first week or so
• Connect the front-end to the back-end as soon as possible, find a value slice
• Programmers don’t need to wait, the original shaping sketch gives them enough to go on
• Simple designs with key components and affordances are passed as soon as possible
• Code just enough to get to the next step
• Start in the middle (you don’t have to do sign up/login first
• It should be core
• It should be small
• It should be novel

• Map the scopes
• Organise by structure not person. Create lists based on the structure of the project, create lists of things that can be worked on and finished independently or each other
• Integrated project slices of value are called ‘scopes’.
• Create a scope map (of all the different scopes/value slices) to divide the project into different territories
• Scopes arise from interdependencies, which arise from doing real work. They can’t be defined upfront
• The ‘scopes’ are right when…
• you can see the whole project, and nothing important that worries you is hidden
• conversations are now free flowing as you have a shared language for scopes
• when new tasks come up, you know where to put them
• Scopes might need to be redrawn if…
• It’s hard to say how done scope is
• The name isn’t unique to the project (e.g. front-end)
• It’s too big to finish soon
• Is your project a layer cake (balanced work Front-end/Back-end) or an Iceberg (more Back-end work)
• question the icebergs, do you need the complexity?
• Mark ‘nice to haves’ as such, so everyone is aware. Basecamp use ‘~’ to denote a nice to have task

• Show progress
• Remember there’s a difference between imagined tasks and discovered tasks. To-do lists actually grow as work progresses
• Estimates don’t show uncertainty.
• Shift the focus from what’s done or not done → to whats unknown and what’s solved
‣
Diagram

1. Once you’ve figured something out, you’re on the downhill when implementing
2. BaseCamp developed a tool to visualise this
• If something get’s stuck on the hill, what about the work is keeping it there? Help out.
• It’s best to build your way up hill, not do it in your head
• Sequence things right → choose the most important problems, with the most unknowns
• Leave the least worrisome for last

• Decide when to stop
• Compare to the baseline, the current reality for customers.
• Cycle limits motivate trade-offs. Teams will actively limit scopes, because they have to ship
• Scope grows like grass. Give teams the authority and responsibility to cut it down
• Cutting scope isn’t lowering quality, it’s about asking what really matters
• is this a must-have?
• could we ship without it?
• what happens if we don’t do this?
• is this a new problem or a pre-existing one that customers already live with?
• how likely is this case or condition to occur? what’s the impact if it does?
• Only extend a project if…
• outstanding tasks are must-haves
• outstanding work must all be downhill
• you can continue within the appetite for the project

• Move on
• Let the storm pass. Shipping can create more work. Everyone is focusing on the new thing and reacting to it. Avoid knee-jerk reactions. Remember why you made the change.
• Remember the bet is over.
• Feedback needs to be shaped

Recap

• Shape work, don’t take on un-shaped work
• Set appetites, not estimates
• Design at the right level of abstraction
• Concept with breadboards and fat marker sketches
• Making bets with a capped downside
• Honour bets with uninterrupted time
• Choose longer cycles (6 weeks)
• Have a cool-down period between cycles
• Breaking projects apart into scopes
• Downhill versus uphill work and communicating about unknowns
• Scope hammering to separate must-haves from nice-to-haves