What are the most effective ways to speed up product delivery?

In my experience aligning on the product vision and goals is the most important step in gtting your product delivery right. Two elements critical to building the product vision and goals, is what is the overall vision and business objective that the organisation wants to achieve, secondly what problem does your product seek to solve and how does it align with your intended users. Once the above is, proceed and align the rest of the product organisation which includes engineering, design, customer service and operations on the vision early on as we walk the journey in building the product. This ensures everyone understands the why or motivation for building the product and enables faster product delivery.

Speeding up product delivery is a pillar of business agility: time to market. I'll focus on the efficiency aspect of it only. You must know the weaknesses of your productive system. How? lean workflow management. 1. Map your value flow by stages. 2. Define what work items flows through it. 3. Define policies and agreements for each stage of it: goal is robustness and shared comprehension. 5. Active manage items on the workflow through your development cycle. Observe where work gets stucked or waits to be processed the most. 6. Improve the stage where work mostly gets stucked. 7. Experiment WIP limits per stage. Average cycle time = average WIP / average throughput. 8. Inspect, adapt and improve it. Effects: cycle time decrease; better T2M.

To accelerate product delivery, it's crucial to align everyone involved on a shared vision and well-defined goals. This alignment provides a strong foundation for the entire product development process. Clear and shared objectives help in streamlining the scope, prioritizing features, and ensuring that the product's value proposition is consistently communicated. With a unified vision and goals, teams can make quicker and more informed decisions, reducing the likelihood of unnecessary rework and addressing conflicts efficiently.

Include the delivery team or their representatives early on also in the discovery phase to make them familiar with the context, collect their opinions and let them feel included. Further on, have refinement sessions post-discovery to elaborate more on reasons, logic, requirements and goals with the wider group and document conclusions.

It's important to have clarity and understand the key goals that team needs to meet in order to build product that aligns with the organisations' vision. I think it's important to question *what problem are we solving* and *what efficiencies does this change bring* only then we can build a product plan that will truly provide a perfect solution.

Many teams struggle to continuously generate user feedback to validate their assumptions. Here are a few tips that I have implemented with teams in recent years. - Conduct a "Product Discovery Weekly" to continuously talk about customer feedback - Connect various data sources (surveys, recordings, etc.) that are discussed in the Weekly - Make customer wishes and problems visible for everyone - Each team member takes part in a user test at least once a month - Each team member knows the 3 biggest customer problems that need to be solved at all times

Validating assumptions and feedback in the early stages of product development is instrumental for expediting product delivery. By doing so, you can avoid the common pitfall of building a product that doesn't align with user needs, saving valuable time and resources. Utilizing a range of methods, including user research, prototyping, testing, analytics, and surveys, allows you to fine-tune the product based on real user preferences and requirements. This iterative process not only accelerates delivery but also leads to a product that is more likely to meet customer expectations.

Validating assumptions early also avoids a u-turn later on in the delivery which can be very disruptive and demotivating for your developers.

No des nada por sentado. Valida constantemente tus suposiciones a través de pruebas, investigación de mercado y recopilación de comentarios de los usuarios. Aprovecha las técnicas ágiles como los ciclos de retroalimentación rápida para iterar y mejorar continuamente el producto.

For me this is a very important part of a product release. I advocate for feature flagging a product/release. It will be great if you can release to a smaller group and gradually increase your sample size. Luckily, commercial feature flags are available like LaunchDarkly. The beauty of such delivery methods is you can quickly make a U-Turn if it’s not meeting expectations. Feature flagging also allows you to get into A/B testing to validate several ideas immediately before deciding which to release to the general public. Feature flagging also means code checked in to repository is already in production so releases don’t involve developers and QA having a short window to validate it. Turning it back off is easy too.

Build less stuff. Ruthlessly prioritise the bare minimum that will deliver value, using the Pareto principle and a User Story Map.

My go to solution is to deliver the product in stages ensures that each segment provides immediate value to the users while facilitating continuous feedback for continuous improvement. This approach is supported by Agile methodologies, which emphasize adaptive planning, evolutionary development, and early delivery of the product features

Be very intentional about how you break apart work and ensure you have clear measurement of success at each phase. You can easily end up taking a really valuable user feature that’s big and breaking it apart into a series of incremental changes that don’t actually deliver any user value until a much later iteration. Even though the team is working hard, this isn’t helping you deliver product value any faster.

Three popular frameworks to speed up product delivery: Scrum: Break down complex requirements into smaller, achievable, testable items & deliver the same in timeboxed increments, gathering user/stakeholder feedback for value in an iterative manner Kanban: Limit work in progress items in order to focus on lesser items, to deliver high quality product increments quickly & continuously OKRs: Objectives & Key Results-Can be best explained with the example: Objective: Increase speed of new feature delivery Key result 1: Increase the sprint velocity from x to y points Key result 2: Decrease lead time from new requirement definition to feature delivery to 6 weeks

Product Managers are always haunted with this question of 'how soon can this be related' OR 'when will this be available' from their stakeholders. However, what differentiates a good product manager with a great product manager is that they should always ADD the IMPACT to the end user in addition to the timelines/delivery Align the product release with the actual impact by breaking the requirements/work into sizeable incremental release. Ship quickly --> measure early --> fix and combine with the next iteration. The release train will then always be more impactful, consistent and regular by providing the actual value both to the user and the business!

I think it's better to do this manually. Export your product onto an Iomega Zip drive, hop in your car and drive it over to the data centre. That'll ensure things work smoothly.

There are many items to consider for increasing product delivery speed, but the question raised here is that why do we want to speed it up at all? Is this increased speed intended to create value for us or just to appear agile? One of the best methods is to prepare a value stream so that we can connect our processes to our desired values. Making processes automated and Creating regular releases to obtain feedback can ultimately lead us to faster and more efficient product development.

Automating and streamlining processes is a crucial strategy to expedite product delivery. By reducing manual and repetitive tasks and minimizing the likelihood of errors, you can enhance the overall efficiency, reliability, and consistency of the product delivery. Utilizing tools like Continuous Integration/Continuous Delivery (CI/CD), code reviews, testing frameworks, and project management software can help streamline and automate various aspects of the development process. This not only saves time but also enhances the quality of the product and ultimately reduces costs, making it an essential component of accelerated product delivery.

Look to your DORA metrics: Focus on measuring and improving your Deployment frequency and Lead time for changes to deliver value more rapidly and increase your rate of learning

Identifica tareas repetitivas o manuales que puedan ser automatizadas para aumentar la eficiencia. Utiliza herramientas y tecnologías que ayuden a agilizar el desarrollo, la prueba y la implementación del producto.

One thing I’ve seen in my experience is that highly functioning teams improve delivery through effective collaboration. When you can start the project and the roadmap off with a clear delineation of who has what major areas of control and their spheres of influence allows members to see where they are also able to help when needed. Standups are a great place to ensure that teams have what they need to accomplish today’s (or tomorrow’s) goals, however, they require honest leadership and trust to be the catalyst they can be.

In my experience tools and skills plays a vital role to communicate and collaborate . While communication is key to project success and plats a pivotal role, to communicate effectively we need to have a common communication guidelines setup as in todays world of Cross geo teams we make a significant timezone lap against our colleagues. Secondly every team member should cultivate an idea to collaborate and learn or share any new ideas or strategies. In past few weeks I have been able to create a ground for my team to explore new skills and cross/upsell our services with effective communication and weekly collaborations.

To expedite product delivery, prioritize essential features aligned with core objectives. Embrace Agile methodology for iterative development, cross-functional teams for quicker decision-making, and automate tasks through CI/CD pipelines. Release a Minimum Viable Product (MVP) for rapid market entry and adjust the scope based on evolving needs. Foster effective communication, utilize frameworks for efficiency, and conduct regular retrospectives to identify and address bottlenecks. Implement risk management and resource allocation strategies to ensure a streamlined and efficient development process, reducing time-to-market and enhancing project success.

The common goals of teams should be clear for all, and the dependence between groups need be monitored constantly. It's important for prioritization of dev-backlog. For each stage of delivery set the metrics and to track customers feedback.

Effective collaboration and communication are key drivers in expediting product delivery. These practices help establish a culture of trust, transparency, and accountability among team members, stakeholders, and customers. Employing methods such as daily stand-up meetings, retrospectives, demos, and user feedback sessions facilitates productive collaboration and communication. By doing so, you align expectations, share knowledge, identify and address issues, and collectively celebrate successes. This approach is instrumental in achieving faster product delivery while maintaining a high level of quality and cohesion within the team.

Continuous learning and improvement are integral to expediting product delivery. Adapting to evolving requirements and seizing new opportunities while effectively addressing challenges are essential aspects of the product development process. Implementing practices like self-reflection, seeking feedback, pursuing coaching, and engaging in training enhances your product management skills and capabilities. By consistently learning and improving, you can deliver superior products at an accelerated pace, ensuring that you remain adaptable and competitive in your approach to product management.

Fomenta un enfoque de mejora continua en todo el equipo. Después de cada entrega, revisa lo que funcionó bien y lo que no, y busca formas de optimizar y mejorar el proceso para la próxima entrega.

I have the following tips for establishing continuous learning: - Establish "learning" as an essential value for your organisation and communicate it frequently - Let individuals or the team define learning goals to create commitment and make all goals transparent so that people can support each other in achieving the goals in a timely manner - Allow your team a specific time for learning, e.g. 4 hours every week on Friday - Give the team space to share what they have learnt with others, e.g. by establishing an "academy" - Involve people in the process and change it continuously

The way products teams are set up and the legacy in technology are the biggest bottlenecks I have seen hindering teams to improve their velocity. Sometimes we have to slow down, in order to gain a sustainable velocity. - Reorganize your product teams to work on value streams and not features - Review your architecture to enable automation, independent releases and scalability - Enable your teams to do discovery beyond writing requirements. A continuous discovery flow of testing opportunities will fuel the delivery process with the most likely to win bets.

A great way to speed up product delivery is to stop working on the 90% of other features that are being developed that won't ever get used by your customers.

Reduce the number of handoffs between teams by organising around value, rather than function. Conways Law states that the products/software you develop will reflect your organisational structure, make sure the way you organise your people makes it easy for them to delivery complete features without complex co-ordination with lots of other teams.

One creative approach that I have personally adopted to help accelerate Product Delivery, is by adopting Crowdsourcing. Crowdsourcing can be adopted for Design (UX screen design), Coding and Testing (like user feedback). It does take a little bit of effort to master how the Tasks can be carefully chuncked as independent units while ensuring we don't give away too much information about the product or the company its been done for, but once the task is complete, you need a team to assemble the finished units together to make it a complete functional product. It does work pretty well once you get a hang of it and it can be a bit addictive because it sort of feels like Agile on steroids since it changes the pace of the project to a new level.

Setting up the phases for the roadmap, breaking down the vision for each quarter rather than keeping it set for the whole year.