By default, the team drops the product if it's no good or incomplete at 6 weeks. Key aspects of the method are: high autonomy teams, 6 weeks intervals. Notably, their first product, the eponymous Basecamp, took just 10 hours per week of DHH's time over a July through February time frame. It was formalized as the team grew to 50 people and more. The Shape Up process came about organically through successes with Basecamp and other products. We don't know if we're going to build the right thing (the author recommends Clayton Christiansen's "Competing Against Luck") but, discovery will improve when we equip teams with Shape Up. The book itself is relatively short, and easily navigable. Being a summary, these notes are of course not comprehensive. What follows are some of my notes on their book describing these practices.
To this collection of insights, Ryan Singer adds an exposition of their product-management practices, called "Shape Up". They've written extensively on some of their work practices, and on effective methods for small teams, both in books and blogs. Some of these are their smallness, their independence, their success, and their occasional contrarian opinions. Basecamp is a company known for a few things.
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