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to deliver within constraints I m building Rails while I m building Basecamp rather, I m building Basecamp, and every step of the way, I m extracting Rails So I m doing what I need to do for Basecamp, then figuring, Hey, this looks generic, I could pull this piece out and put it into the toolbox Rails And as time goes by, this toolbox gets larger and larger and somewhere in the process I realized that this generic toolbox that I had was actually a very useful toolbox and perhaps other people could use that too to do the same thing we were doing at 37signals, use less resources and build less software When we launched Basecamp, it was 4,000 lines of code so not very much.

One guy who s now involved with Rails told me that they had a single configuration file in XML that was 5,000 lines! We released Basecamp in February 2005, and by then I knew that I wanted to release Rails We went through the hectic time after releasing Basecamp where we would keep on pushing a whole bunch of new features We always give a major update within 30 days after we launch a new product Because that s really something that reinforces people s feelings about the project If they buy in on day one and then they see a major new update after 2 weeks, they re really pleased So for us, one of the secrets about how we market the product is to make sure that launch is not the end We don t say, Whew, we re done now, and then go on vacation.

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It s then when you keep on pushing to show this product is alive So that happened in February and then we had pretty much a finished framework for Rails, but I didn t want to release it yet, because I wanted to document it I d been using open source software for so long that I was really annoyed that a lot of it had terrible documentation I didn t want that to happen to Rails, so I kept it back about 2 months, and then pushed it out about 3 or 4 months after Basecamp..

Livingston: Was there ever a time when you felt you couldn t do all this Heinemeier Hansson: Sometimes, but whenever we had those feelings we viewed them as clues that we were trying to do too much, so we d think, How could we make this feature require less engineering and programming And we got into a pretty good mode that, whenever we wanted to do something new, we would brainstorm some ideas and try to look for the idea that required the least amount of work. And I had this same thing in the development of Rails. When you try to do 100 percent of what somebody wants, you need a perfect match, and it s pretty rare that you have a perfect match between what you thought people needed and what they actually need. If you just try instead to do 80 percent of what they need, there s a pretty good chance that you ll hit a sweet spot. So Rails is really about trying to get that 80 percent all the time and not really caring about those last 20 percent that are really specific to the situation that you re in. When Rails launched, it was just 1,000 lines of code. So even though we ve done all these things, there s no superhuman strength involved. We aren t producing more lines of software than everybody else; we re just making each line count for so much more.

So here you see three buttons that allow the user to go directly to three other input forms in the E-Z-MRP system without having to go up the tree to the main menu and then drill down again to the desired form. In the first release of E-Z-MRP, those lateral movement buttons were not on the form. But enough users called with the suggestion (or complaint) that the program was changed to allow lateral movement.

sense that you should know what s going on, but you can t let your customers drive your product development. You need to be able to innovate on behalf of your customers, but they often don t know what they want. And it s the same thing for programmers. If you went around and asked them what they wanted in a framework, you wouldn t get a good product out of that. You need to be able to source input from a lot of sources, and then have your vision of what it s going to be and then drive that. You need to drive both framework development and product development with a strong vision, where you re not afraid to turn somebody off. We re not afraid to say to a customer, Maybe Basecamp is not for you. If you want those five things, maybe you should go look for something else.

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