FogBugz's evidence-based scheduling always resonated with me too. Back in grad school I remember writing a paper arguing how it was a fundamentally better way to manage project estimates and schedules. Curiously, even at Fog Creek, something happened over time where we kind of migrated away from using it and instead favored more kanban-style project management systems.
I think a few forces came together to diminish the relative importance of EBS in project management:
- Rapid shipping got easier; rather than uploading executables (or minting CDs!) we shifted to the SaaS model and with that, continuous delivery, etc. In this world, coordinating a "big release" became more of a marketing/communication topic than an engineering one. In the FogBugz customer base, it was the game development companies that held on to EBS the longest.
- Developer tools in general got easier and faster to use, and along with that all of our tolerance for managing timers and estimates went down. Estimation and work tracking I think are still hugely valuable, but there's an ever-higher UX bar to hit to actually have people use the software, and we want the computer to be smart enough to figure it out on its own. EBS never achieved that fluency of UX and it really needs diligent users for it to perform well.
For the last ~10 years of Fog Creek, we were largely structured so that we had core groups of developers focused on our mainstay products, like FogBugz, which were happily profitable revenue sources and could fund all of our assorted bits of inventiveness. After pushing on FogBugz and Kiln in an innovative way for a few years, we came up against an adoption wall of sorts--- changing those products to increase their user base was harder than inventing entirely new products. Trello, in many ways, represented our next stab at productivity and software development tools, and making FogBugz more Trello-like was never going to be as compelling as Trello already was. This pattern kept repeating, and so we did our best to stabilize FogBugz while inventing other sorts of things that would show us a more compelling path to growth.
Glitch was the biggest next invention and its interest and adoption so greatly outpaced what growth we could achieve in FogBugz that it make sense to reorient around it. But of course FogBugz paid the bills and Glitch wasn't doing so yet, so that lead to a VC raise for Glitch and, ultimately, a sell-off of FogBugz and Kiln.
I still love FogBugz, and all of the users of FogBugz were ultimately the seed funders of inventions like Kiln, Stack Overflow, Trello, Glitch, HASH, CoPilot, and a dozen others that we never let past internal testing. Thanks, FogBugz :-)
I think a few forces came together to diminish the relative importance of EBS in project management:
- Rapid shipping got easier; rather than uploading executables (or minting CDs!) we shifted to the SaaS model and with that, continuous delivery, etc. In this world, coordinating a "big release" became more of a marketing/communication topic than an engineering one. In the FogBugz customer base, it was the game development companies that held on to EBS the longest.
- Developer tools in general got easier and faster to use, and along with that all of our tolerance for managing timers and estimates went down. Estimation and work tracking I think are still hugely valuable, but there's an ever-higher UX bar to hit to actually have people use the software, and we want the computer to be smart enough to figure it out on its own. EBS never achieved that fluency of UX and it really needs diligent users for it to perform well.
For the last ~10 years of Fog Creek, we were largely structured so that we had core groups of developers focused on our mainstay products, like FogBugz, which were happily profitable revenue sources and could fund all of our assorted bits of inventiveness. After pushing on FogBugz and Kiln in an innovative way for a few years, we came up against an adoption wall of sorts--- changing those products to increase their user base was harder than inventing entirely new products. Trello, in many ways, represented our next stab at productivity and software development tools, and making FogBugz more Trello-like was never going to be as compelling as Trello already was. This pattern kept repeating, and so we did our best to stabilize FogBugz while inventing other sorts of things that would show us a more compelling path to growth.
Glitch was the biggest next invention and its interest and adoption so greatly outpaced what growth we could achieve in FogBugz that it make sense to reorient around it. But of course FogBugz paid the bills and Glitch wasn't doing so yet, so that lead to a VC raise for Glitch and, ultimately, a sell-off of FogBugz and Kiln.
I still love FogBugz, and all of the users of FogBugz were ultimately the seed funders of inventions like Kiln, Stack Overflow, Trello, Glitch, HASH, CoPilot, and a dozen others that we never let past internal testing. Thanks, FogBugz :-)