Velocity Is More Than Story Points Burned
Velocity measures how quickly teams turn ideas into value, using build, test, deploy, and feedback times—not just story points—to track real delivery …
Time to Market is one of the four key value areas of Evidence‑Based Management that focuses on organizational capability. It is not a single measure but a group of metrics that evaluate the speed at which ideas are transformed into deliverable products or features. This collection of measures may include lead time, cycle time, and overall development duration—providing a comprehensive view of how quickly value reaches the customer.
Time to Market refers to the collective metrics that assess how swiftly an organisation can convert ideas into market-ready products or features. This concept encompasses various measures, including lead time and cycle time, providing a holistic view of the efficiency of product development processes. It is crucial for organisations aiming to deliver value predictably and sustainably, as a reduced Time to Market enables teams to respond swiftly to customer needs and market changes.
By focusing on Time to Market, organisations can enhance their competitive edge, ensuring that innovations reach customers before competitors can react. This agility fosters a culture of continuous improvement, where teams are encouraged to refine their processes and eliminate bottlenecks. The systemic nature of Time to Market means that it influences not just individual projects but the overall organisational capability to innovate and adapt. It aligns closely with principles of Lean and Agile methodologies, promoting a mindset that values speed without compromising quality. Ultimately, a strong emphasis on Time to Market cultivates an environment where value delivery is not just a goal but a fundamental aspect of the organisational ethos, driving long-term success and resilience in a dynamic marketplace.
Velocity measures how quickly teams turn ideas into value, using build, test, deploy, and feedback times—not just story points—to track real delivery …
Delaying software releases increases failure risk. Frequent, small releases improve success rates, adaptability, and recovery, as shown by CHAOS …
Value in software is only realised through delivery. Frequent releases validate assumptions, reduce risk, and enable rapid feedback, adaptation, and …
Explains how slow product release cycles delay feature delivery, risk losing relevance, and create competitive disadvantages, highlighting the …
Explains how Agile teams can measure and improve Time to Market using key metrics like lead time, cycle time, and time to fix to deliver value to …
Tracking the time taken to complete a unit of work from start to finish.
Measuring the time from work initiation to customer delivery, helping teams monitor workflow efficiency and improve value delivery.
Explores how increasing deployment frequency, stable environments, and fast feedback loops improve software delivery, reduce time to market, and align …
Explains Scrum’s four key value areas—current value, unrealised value, ability to innovate, and time to market—for data-driven product and …
Undelivered software provides no value. Frequent, iterative releases reduce risk, cost, and failure, enabling faster learning and real user impact in …
Learn how to quickly turn user feedback into actionable work items in Agile teams, improving product value through fast feedback loops, …
Ensuring continuous delivery of incremental improvements to users and stakeholders.
Microsoft’s switch to 3-week Sprints increased team anxiety due to greater transparency, exposing inefficiencies but enabling faster, more frequent …
Explains how to gather key metrics for evidence-based management in software organisations, focusing on value delivery, time to market, and ability to …
Optimising how often software is deployed to enhance feedback loops and value delivery.
Unreleased features create hidden costs and risks. Regular software delivery reduces failure rates, rework, and missed opportunities, ensuring real …
Explores how committees can delay decision-making, reduce agility, and increase time to market, highlighting the benefits of empowering teams and …
Continuous Delivery is the practice of frequently delivering small increments of valuable product directly to real users, enabling rapid feedback, …
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Flowmaster (a Mentor Graphics Company)
Philips
Akaditi
Teleplan
Graham & Brown
Alignment Healthcare
Deliotte
Healthgrades
Genus Breeding Ltd
New Signature
CR2
Ericson
Milliman
Brandes Investment Partners L.P.
ProgramUtvikling
Boeing
MacDonald Humfrey (Automation) Ltd.
Schlumberger
Ghana Police Service
Washington Department of Enterprise Services
Department of Work and Pensions (UK)
Royal Air Force
New Hampshire Supreme Court
Nottingham County Council
CR2
Deliotte
Sage
Emerson Process Management
Cognizant Microsoft Business Group (MBG)
DFDS