How do you adapt agile cycle time and velocity to different types of projects and contexts?

There are several ways people in agile software development define cycle time because we don't use the phrase in the same way as its Lean Manufacturing origin. So, I'm not saying the above definition is wrong, but I have never seen anyone use it that way in any context. Cycle time is the elapsed time of a single work item between workflow stages, most commonly referring to the time between when an item was started and when it was finished (although other "cycle times" may be relevant to measure). WIP is not part of the calculation as the above paragraph recommends. WIP has an impact on cycle time but it's simply the amount of time for a single work item. It doesn't matter how many other work items were completed over some time span.

Agile leaders define agile cycle time as the time it takes for a team to complete a single iteration or sprint, from planning to delivery. This includes all the steps in the process, such as design, development, testing, and deployment. The goal is to reduce cycle time by improving the efficiency of each step in the process and minimizing delays and bottlenecks. In addition to measuring cycle time for individual work items, teams can also track cycle time for specific stages in the workflow. For example, they might measure the time it takes to complete development, testing, or deployment tasks. This can help identify areas for improvement and optimize the overall process.

I'm with @Philip Ledgerwood on this one. I was puzzled by seeing "agile cycle time" and it's altered definition compared to just "cycle time" as defined in Lean. I'm not a fan of this altered definition. Additionally, the final example assumes all tasks are the same size, which in knowledge work, simply isn't true. That's why story pointing using Fibonacci numbers has become ubiquitous in the industry.

Esto es relativo a; todo dependerá de las capacidades/complejidad/experiencia/claridad, y una métrica básica dará un simple número más no una eficiencia relativa a la ejecución.

Once again, @Philip Ledgerwood hits the nail on the head as opposed to the author of this piece. First of all, simply adding "agile" in front of velocity doesn't make it sound or work "better". And velocity has NOTHING to do with the NUMBER of items; it has to do with their relative size compared to one another, or better yet, a baseline item. This portion of the article is turning the concept of velocity into a performance metric, which it most clearly is NOT. Velocity is a planning metric.

Velocity is mere planning metrics to predict the possible output but not the outcome that is the real value given by the features. Velocity can be high even though team is busy in producing negative work but definitely it tells you how team is relatively able to do the work.

Agile leaders define agile velocity as a metric that helps teams measure their productivity and progress in delivering value to customers. Velocity is not just about completing more work, but about completing work in a sustainable and predictable way. Agile velocity is also a tool for planning and forecasting. By knowing their average velocity, teams can estimate how much work they can complete in future sprints or iterations, & adjust their plans accordingly. Overall, agile velocity is a key metric for agile teams to measure their performance and plan their work. By understanding their velocity & how it can be improved, teams can deliver value to customers more efficiently & effectively.

It should be noted that "velocity" is a completely arbitrary number as it is highly dependent on the aggregation of arbitrary numbers that are -ordinal- rather than cardinal, thus making any math done on them meaningless. If teams look at "velocity," they should keep in mind its highly arbitrary nature and, if it is used for anything at all, kept within the realm of observing broad trends and not used for anything more specific.

La velocidad será relativa al tiempo dedicado, no significa que por completar 10 tareas con 50 puntos en un sprint la velocidad del equipo ya será de 50 puntos así como no significar que el entregar menos puntos somos menos ágiles, es necesario medir las eficiencias subjetivamente para determinar si realmente hay mejoras en la velocidad.

Agile cycle time and velocity differ in several ways: Focus: Agile cycle time measures the time it takes for a work item to move through the workflow, while velocity measures the amount of work completed in a given period. Units of measurement: Agile cycle time is measured in time units, such as hours or days, while velocity is measured in units of work, such as story points or completed tasks. Scope: Agile cycle time focuses on individual work items, while velocity focuses on the team's performance. Purpose: Agile cycle time is used to ID bottlenecks & improve workflow efficiency, velocity is used to plan & forecast future work & measure team productivity. Impact: Agile cycle time improvements may not always lead to increased velocity

Velocity is completely useless for forecasting and planning future work and says nothing about the value of the work, contra the paragraph above. Cycle time measures how long it took to complete an item. Velocity "measures" a relative sizing of the effort to complete a work item, which is functionally the same thing although far less precise. The above paragraph is full of misinformation. Cycle times are often used to plan and forecast work.

El tiempo será el periodo de entregas constantes de valor vs la cantidad de HU's que el equipo pueda concluir y hacer la entrega de valor y esto puede ser calculado por el PO como el ROI que entrega el equipo tras cada sprint

Agile leaders can effectively employ agile cycle time and velocity by following these guidelines: Set realistic goals: Teams should set realistic goals for cycle time and velocity based on their capabilities and the complexity of the work. Track and measure regularly: Identify and eliminate bottlenecks: Teams should identify and eliminate bottlenecks and waste in their process to reduce cycle time and increase efficiency. Focus on value: Continuously improve: Use metrics in context: Communicate and collaborate: By employing these guidelines, agile leaders can use cycle time and velocity effectively to monitor and improve their team's performance, and to deliver value to customers and the business.

Velocity time can be measured after observation of two to three sprints or iteration that how much team is capable of doing work in a particular period of time. Velocity time is duration in which particular items can be done.Mostly measures in terms of team Agile cycle time is the item time time from backlog to done column.

La manera efectiva de usarlos es relacionado el tiempo/velocidad/entrega más las métricas correspondientes a Entregas exitosas/Distracciones/Eficiencias relativas. El entregar algún número determinado de puntos/HU's no significa que el equipo tenga una madurez y evolución como equipo y en la ejecución del proyecto/cumplir la meta

Agile leaders can adapt agile cycle time and velocity to different types of projects and contexts by considering the following factors: Work complexity: The complexity of the work can affect the cycle time and velocity metrics. Agile leaders should adjust the metrics according to the level of complexity and uncertainty of the work. Team size and composition: Stakeholder expectations: Development methodology: Business value: Tools and technology: External factors: By adapting agile cycle time and velocity to different types of projects and contexts, agile leaders can better measure and improve their team's performance, and deliver value to customers and the business.

they are both indicators to inspect and adapt. so does not matter which types or contexts. Just use them, and see the results then adjust process if need. Cycle Time should be longer or shorter or fixed, will be depends on project types and contexts.

Agile leaders can measure and track agile cycle time and velocity in their initiatives by using the following methods: Kanban boards: Kanban boards can be used to visualize the workflow and track the progress of work items through the different stages. Cycle time can be measured by tracking the time it takes for a work item to move from one stage to the next. Burn-down charts: Cumulative flow diagrams: Sprint reviews: Retrospectives: Continuous monitoring and feedback: By using these methods, agile leaders can effectively measure and track agile cycle time and velocity in their initiatives, and use the insights gained to improve team performance and deliver value to customers and the business.