Skip to main content

Embracing Frequent Delivery: The Key to Success with modern product development

 One of my favorite story is about how Google Chrome surpassed Microsoft's Internet Explorer by leveraging its rapid release strategy. Without fail I repeat this in almost every training I give to my team. 

In today's rapidly evolving digital landscape, the traditional approach of infrequent software releases is being replaced by a more agile and dynamic methodology: frequent delivery. Embracing frequent delivery not only enhances user experience but also enables organizations to stay ahead of the competition. 

User Experience

Frequent delivery empowers organizations to continuously improve their software products based on user feedback and evolving market demands. By rapidly addressing bugs, implementing enhancements, and introducing new features, organizations can provide an exceptional user experience. Many years ago, Internet Explorer(IE) was the most popular browser. There were many other small browsers but none had the reach of IE. Then google entered the market trying to change the status quo. I remember the first versions of chrome was buggy and I hated it. Chrome had frequent updates which irritated me initially but gradually I started using Chrome more than IE. Chrome's frequent releases allowed google to use the latest functionalities, improved performance, and enhanced security, positioning it far ahead of Internet Explorer, which suffered from longer release cycles. Eventually Microsoft dropped their browser and adopted the technology used by their competitor.

Adaptability

Frequent delivery enables organizations to respond swiftly to changing requirements and market trends. By breaking down development into smaller, manageable iterations, teams can gather real-time feedback, iterate, and adapt accordingly. Chrome's iterative approach allowed it to quickly adapt to user needs, introduce groundbreaking features, and outshine Internet Explorer's more rigid development process.

Bug Fix and Security updates

With frequent delivery, organizations can promptly identify and rectify bugs and security vulnerabilities. Regular updates ensure that software remains robust and secure, safeguarding user trust.

Continuous Innovation

Frequent delivery serves as a catalyst for continuous innovation. By regularly releasing updates, organizations can experiment with new technologies, gather valuable user insights, and drive product evolution. Chrome's relentless pursuit of frequent releases enabled Google to push the boundaries of browser capabilities, refine existing features, and maintain a competitive edge. In contrast, Internet Explorer's slower release schedule hindered its ability to innovate and meet evolving user expectations.

Competitive Advantage

The benefits of frequent delivery translate into a significant competitive advantage. By embracing a rapid release strategy, organizations can attract and retain users who value continuous improvements, innovation, and a commitment to staying at the forefront of technology.

Life or Death

I have seen many companies still talking about how they did something wonderful many years back. Congratulation you did a great Job but the world is changing very fast, now there are many disruptive technologies which is forcing companies to reinvent their approach to delivery of content and disruptive products. Companies without a rapid feedback cycle will become dinosaurs and will perish, a well deserving death.

Comments

Popular posts from this blog

PDCA & SCRUM (or Agile); Why is it important?

The PDCA (Plan DO Check Act) cycle was made popular by Dr. W. Edwards Deming. This is a scientific cyclic process which can be used to improve the process (or product). This is cyclic in nature and usually time boxed. Plan  This is the first stage of the process. During this step the team discusses the objectives, the process and the clear conditions of exit (conditions of acceptance). This stage sets the measurable and achievable goals for the team. DO Team works together to achieve the objective set in the planning phase. Team works with the set of agreed process. Check Once the implantation is done team regroups and verifies the output and compares it to the agreed conditions of acceptance decided during the planning phase. The deviation, if any, is noted down. ACT If any deviation in planned tasks is observed during the Check stage, a root cause analysis is conducted. Team brainstorms and identifies the changes required to prevent such deviations in future. Team also

Why is potentially shippable product quality important

Agile teams work in iterations. During this period, they are supposed to work on product increments which can be “delivered” at the end of iteration. But how you know that the correct product was delivered? Many teams have different kinds of acceptance criteria and Definition of Done (DoD). But in many cases, this “done” is not the real “done” there might be some testing pending, some integration or review pending or anything else which prevents the actual use of the product increment. Many of these teams will need additional iterations to finish hardening their products. Many teams will implement different types of “gates” or approval steps to move to next stage. The free flow of product will be interrupted. They might end up doing mini waterfall within their agile process. Many don’t even realize this. This results in poor quality and requires additional effort to “harden” the product. Potentially Shippable Product increment The acceptance criteria and DoD should be modified

Product Backlog: Should you write everything in user story format?

I like user stories a lot. They help everyone talk the same language and results in a better product. User story alone does not constitute product requirement. User story is supposed to be a place holder for discussion which should happen between the team, Product Owner and the customer. This discussion result in a common understanding which along with the user story content is the product requirement. This format captures the essence of requirement without confusing the readers User Story is only one of the many different ways in which requirements can be represented. This is not mandatory in any Agile “process”. But many have made this mandatory. I have seen many spending countless hours trying to write the requirements in user story format when they could have easily written that in simple one-line sentence in few minutes.   I have seen team members refusing to even discuss the requirement until product owner rewrote the requirement in user story format. Once I