We were doing 2 week sprints prior to Shape Up and at the end of each sprint we were inviting the exec team to sprint review because they like to know what we’re shipping. How did you land on 4week cycles? We started with 6 week but there’s been pushback on that since it feels like it’s so long to plan. All cycles start at the same time, engineers are afforded uninterrupted focus on the project they’re assigned during a cycle. We allocate people by product and then by project. The engineering and design team are accountable for solving the problem given the appetite. Senior engineering leaders who have deep technical knowledge of your domain need to be involved in this process to understand what’s being asked of the engineering team. The business is responsible for defining the problem they want to solve, roughing out a general direction for how they’d like it be solved, and their appetite for solving it (how much time/money they want to spend solving it). This problem is very specifically solved by Appetite in Shape Up, there are no estimates. We start getting into the scheduling Tetris to make everything fit. The business team has a hard time allocated developer resources without accurate estimates, but estimates are almost always wrong and can very quickly turn into anti-ShapeUp workflows. One of our biggest problems is “scheduling” when cycle planning. Made everyone read Shape Up that was going to be involved.Much easier in Basecamp where you have two things basically, announcements for long form messages and thoughtful responses, and to-do lists where you put the things you’ve figured out you have to do, could do, want to do I was already writing pitches as a way to describe goals for sprints and they’d get broken up into a bunch of “stories” and not actually equal the problem I wanted to solve. Thoughtful writing - I’ve always been a huge proponent of thoughtful writing instead of what I call “Semi-Ephemeral Information” which is information strewn all over places like Slack, Jira Tickets, Confluence etc.
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