1. Time to market refers to the time from when an idea is conceived to when it generates revenue. Most of this time is actually spent before development begins, such as planning and defining requirements.
2. Reducing buffers, rework, and technical debt are the biggest drivers of improving time to market. Working in parallel on features often increases time to market compared to serial development since features reach customers later.
3. Frequent releases that are measured and have a short planning cycle allow for continuous learning and improvement of time to market. Quality, flow, and removing bottlenecks are also important to optimize the development process.
LKNL12: Kanban for the whole value streamVasco Duarte
You’ve been there before. You know better, you have a good idea to support your agile transition. Work starts, things work well at first, but then you bump against organizational barriers. Sales, Marketing, Support all have a different language and a different view into the value stream. How can we start an organizational change without a shared model of how the company should be organized?
Those are all symptoms of a gap in our Agile community: we lack a organizational model for company-wide Agile adoption and company-wide continuous improvement. Examples of this include: no company-wide flow-model (kanban) from idea to sales to idea and so on; we have no way to evaluate where the bottlenecks are the moment they are not in “our silo”. We lack a theoretical model for designing software organizations.
A theory is something that informs day-to-day decisions and experiments (e.g. PDCA). In this talk we will explain an
organizational design concept developed over several years, and use concrete examples to describe a model that you can use in support of - not only your agile adoption - but your company improvement process and your new organizational design.
LKNL12: Kanban for the whole value streamVasco Duarte
You’ve been there before. You know better, you have a good idea to support your agile transition. Work starts, things work well at first, but then you bump against organizational barriers. Sales, Marketing, Support all have a different language and a different view into the value stream. How can we start an organizational change without a shared model of how the company should be organized?
Those are all symptoms of a gap in our Agile community: we lack a organizational model for company-wide Agile adoption and company-wide continuous improvement. Examples of this include: no company-wide flow-model (kanban) from idea to sales to idea and so on; we have no way to evaluate where the bottlenecks are the moment they are not in “our silo”. We lack a theoretical model for designing software organizations.
A theory is something that informs day-to-day decisions and experiments (e.g. PDCA). In this talk we will explain an
organizational design concept developed over several years, and use concrete examples to describe a model that you can use in support of - not only your agile adoption - but your company improvement process and your new organizational design.
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37. 1. Measure, measure, measure
2. Increase quality
3. Reduce rework
4. Frequent releases
5. Stop working in parallel
6. Shorter stories
7. Visualize and manage flow
8. Rigorously cancel meetings
9. Continuous deployment
10. Shorten product management
11. No single point of failure or bottleneck
12. Leveling work
38.
39. Time to Market Cheat Sheet 5
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Working in parallel reduces your time to market and your income. When If you release twice a year, developing one feature a This gets even better. When you reduce your release
5 developers work on 5 features in parallel, each feature taking 5 month then after 6 months you have released 6 cycle to 1 month, releasing 12 times a year, you will
months, it will take 5 months for the first one to reach the market. If features. They earn you money for 6 months, the make $66,000 with the same features and mostly the 6. >50% of time is spent before
you work feature after feature, assuming the developers can work on second half of the year. Suppose every released feature same costs. The optimum you can achieve are
one feature in parallel, it takes one month for the first feature to reach makes you $1000 per month, that's $36,000 a year. continuous releases. But as you can see from the
development.
market Released features earn you money. While when working in When you reduce your release cycle to 3 months, numbers: 36,54,66 doe converge. You cannot optimize
parallel you do not earn money for 5 months, whereas you have earned releasing 4 times a year, this will result in more money, forever and need to find the sweet spot for your
10 units of money otherwise. $54,000 per year. Just changing realeases made you environment.
7. Time to market in development is a
nearly twice the money. solved problem.
How low-value features block high value features Time to market over time
Time
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Developed
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Processes
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More people
Released
Released
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Developing features that don't earn you money, will really cost you. If In the beginning of a company, as a startup, time to market is short.
50% of your features do not earn money, then depending on release Founders are either developing themselves or are sitting right next to
cycles and order you can lose 50% of new earnings. Developing developers. Founders are product managers themselves. Over time this
features that do not earn money, will not only cost you money for changes. Time to market grows larger when founders no longer focus on
development, but will also block features that earn you money. In this product, when processes are introduced, more people are hired and code
example a feature is pushed 3 months later, from 6 months to 9 gets unmaintainable. It's easy to not not see the challenge, because in the
months.
2 beginning everthing looks fine.