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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0 有用 34弄6号 2022-06-26 23:54:54
也做b端 saas的,basecamp提到的很多做产品的方法我是认同的,而且部分是我们已经在实践的
0 有用 子珂 2022-09-15 22:01:53 湖南
详细记录了Basecamp的产品研发流程/方法论。适用性非常有限(低节奏迭代的toB产品,完全不适合2C快速增长;团队构成设计师+全栈工程师为主,和大部分团队构成不同),但价值在于提供了一系列概念(shape -> bet -> build), hill chart, cool down, appetite ... 拿来改进自身会很有用;而且也提供了很多完整的例子供参考;更可贵的是,作为全远程/少... 详细记录了Basecamp的产品研发流程/方法论。适用性非常有限(低节奏迭代的toB产品,完全不适合2C快速增长;团队构成设计师+全栈工程师为主,和大部分团队构成不同),但价值在于提供了一系列概念(shape -> bet -> build), hill chart, cool down, appetite ... 拿来改进自身会很有用;而且也提供了很多完整的例子供参考;更可贵的是,作为全远程/少开会的公司,这套流程是通的,对大部分远程团队会有所启发 (展开)
1 有用 我啃晴天 2020-02-16 15:35:20
Totally change my life.
0 有用 笨狗飞飞 2022-07-25 06:45:07
醍醐灌顶
1 有用 mzy11mzy 2021-03-08 13:10:47
初读本书给我的震撼不亚于第一次接触敏捷开发。不过要注意本书侧重于解决的是把产品做成的问题而不是把产品做好的问题。从团队初步实践后的经验来看,本书的方法更适合中小团队内部驱动的项目。time box, pitch, design not ahead 等思想对于面向客户或者追求品质的项目还是存在一定的局限性
0 有用 achowes 2024-04-19 07:39:05 上海
一本挺有意思的短文,讲的是项目经理视角如何规划项目的。 它把想法的产生到产品的交付划分为三阶段,shaping-betting-building。 shaping阶段主要做的是将抽象的念头落地为可行的方案。这里的可行不止指技术上,也是在规定的时间(六周)内。为了达成此目的,需要谨慎的划分边界,寻找其中的风险点,适时说不。 betting阶段需要在多个shaping产生的方案里进行选择,在有限的人力... 一本挺有意思的短文,讲的是项目经理视角如何规划项目的。 它把想法的产生到产品的交付划分为三阶段,shaping-betting-building。 shaping阶段主要做的是将抽象的念头落地为可行的方案。这里的可行不止指技术上,也是在规定的时间(六周)内。为了达成此目的,需要谨慎的划分边界,寻找其中的风险点,适时说不。 betting阶段需要在多个shaping产生的方案里进行选择,在有限的人力资源中押注高回报的项目。 building是执行,产品,设计,工程师真正开始着手了解项目上下文、调研上下文、具体设计。如何划分scope,按scope进行可视化的交互是避免延期的好方法。 本书的启发不仅限于软件项目,也解释了一些生活原则,比如做难的事情,有“等一下看看”的耐心,对于请求一般先说不。 (展开)
0 有用 Skyline 2024-04-18 21:47:48 新加坡
只适合慢节奏的相对简单的产品。但是很适合理解一些理念并应用。
0 有用 罗伊没挥发好 2024-03-19 19:10:05 北京
初级产品/项目管理读物。基本包含了从product idea到ship to production的所有环节,按照basecamp公司本身的习惯。无论是从appetite(6周vs sprint的2周)到hillchart(tackle the progress when in production)都是bc独有的开发模式“Shape-up”
0 有用 X 2023-12-06 10:02:47 安徽
Basecamp user manual
0 有用 掌星 2023-10-11 02:13:11 上海
补 2023.10.11