The “Shape Up” framework

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That whatever we choose to do can take no longer than six weeks. So this is not an estimate of time, it's an appetite, which is a radically different approach. It doesn't sound like that much of a different word, but it really is. An estimate is like how long do we think it's going to take? And however long it takes is however long it takes. And most human beings are terrible estimators. We all are pretty much terrible estimators. So that's why things keep going and going and going and going. We instead have appetites. And our appetite for any individual feature is no more than six weeks. Essentially that's our budget we're willing to spend. I'm only willing to spend six weeks in any feature. So we have to figure out the simplest, most effective version of that to get that done within six weeks and get it done by two people. Now, not everything gets the full six weeks.

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Some things were like, we have a one week appetite for this. This is not that big of a deal. If we have it, great. If we don't have it, that's fine. We're willing to spend a week on it. Not that it could take a week, because it could also take 12 weeks if we give it 12 and it could take 24, if we give it 24. Work expands to fill the time available. So for us it's about appetite. So the idea of appetites, maxing things out at six weeks, two people max, and then there's a lot of other details, and I could go on for an hour about Shape Up, people can read about it. But it's those fundamental principles, appetites, six week max, small teams and this idea of shaping the work ahead of time, then giving the team a lot of latitude to figure out how to get that thing done. We don't have a spec, we don't create to-dos or tasks or tickets for people.

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They create the work that needs to get done to fulfill the idea that we've written up and designed essentially, and they figure out how to do it. Then we trade. So they might get into something that we've said, we have about six weeks. Well, we're only give it six weeks and two weeks in they go, we actually stumbled into something we didn't realize. This is probably not going to be able to be done the way we thought. So can we do it this way? And then we have a discussion and there's a conversation. There's a lot of molding and changing that happens along that period of time. We call it trading concessions. There's all the trade-offs we're always thinking about. So all these things that come to bear. And then people often ask, well, what if you don't get it done in the six weeks you gave it? Well, so it depends. So in most cases it should die, meaning it just doesn't happen.