Foreword by Jason Fried
Acknowledgements
CHAPTER 1
Introduction
Growing pains
Six-week cycles
Shaping the work
Making teams responsible
Targeting risk
How this book is organized
Part 1: Shaping
CHAPTER 2
Principles of Shaping
Wireframes are too concrete
Words are too abstract
Case study: The Dot Grid Calendar
Property 1: It's rough
Property 2: It's solved
Property 3: It's bounded
Who shapes
Two tracks
Steps to shaping
CHAPTER 3
Set Boundaries
Setting the appetite
Fixed time, variable scope
"Good" is relative
Responding to raw ideas
Narrow down the problem
Case study: Defining "calendar"
Watch out for grab-bags
Boundaries in place
CHAPTER 4
Find the Elements
Move at the right speed
Breadboarding
Fat marker sketches
Elements are the output
Room for designers
Not deliverable yet
No conveyor belt
CHAPTER 5
Risks and Rabbit Holes
Different categories of risk
Look for rabbit holes
Case study: Patching a hole
Declare out of bounds
Cut back
Present to technical experts
De-risked and ready to write up
CHAPTER 6
Write the Pitch
Ingredient 1. Problem
Ingredient 2. Appetite
Ingredient 3. Solution
Help them see it
Embedded sketches
Annotated fat marker sketches
Ingredient 4. Rabbit Holes
Ingredient 5. No Gos
Examples
Ready to present
How we do it in Basecamp
Part 2: Betting
CHAPTER 7
Bets, Not Backlogs
No backlogs
A few potential bets
Decentralized lists
Important ideas come back
CHAPTER 8
Bet Six Weeks
Six-week cycles
Cool-down
Team and project size
The betting table
The meaning of a bet
Uninterrupted time
The circuit breaker
What about bugs?
Keep the slate clean
Questions to ask
Does the problem matter?
Is the appetite right?
Is the solution attractive?
Is this the right time?
Are the right people available?
Make the announcement
Part 3: Building
CHAPTER 9
Hand Over Responsibility
Assign projects, not tasks
Done means deployed
Getting oriented
Imagined vs discovered tasks
CHAPTER 10
Get One Piece Done
Integrate one slice
Case study: Clients in projects
Programmers don't need to wait
Affordances before pixel-perfect screens
Program just enough for the next step
Start in the middle
CHAPTER 11
Map the Scopes
Organize by structure, not by person
The scope map
The language of the project
Case study: Message drafts
Discovering scopes
How to know if the scopes are right
Layer cakes
Icebergs
Chowder
Mark nice-to-haves with ~
CHAPTER 12
Show Progress
The tasks that aren't there
Estimates don't show uncertainty
Work is like a hill
Scopes on the hill
Status without asking
Nobody says "I don't know"
Prompts to refactor the scopes
Build your way uphill
Solve in the right sequence
CHAPTER 13
Decide When to Stop
Compare to baseline
Limits motivate trade-offs
Scope grows like grass
Cutting scope isn't lowering quality
Scope hammering
QA is for the edges
When to extend a project
CHAPTER 14
Move On
Let the storm pass
Stay debt-free
Feedback needs to be shaped
Conclusion
Key concepts
Get in touch
Appendices
How to Implement Shape Up in Basecamp
A Basecamp Team for shaping
Basecamp Projects for cycle projects
To-Do Lists for scopes
Track scopes on the Hill Chart
Adjust to Your Size
Basic truths vs. specific practices
Small enough to wing it
Big enough to specialize
How to Begin to Shape Up
New versus existing products
Option A: One six-week experiment
Option B: Start with shaping
Option C: Start with cycles
Fix shipping first
Focus on the end result
Glossary
About the Author
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