发布周期和企业敏捷性

D. Greening
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引用次数: 9

摘要

短的发布持续时间——从开始开发到交付可度量的价值(例如,付费客户采用升级)的时间——是敏捷方法隐含的目标。发布持续时间包含了价值链中昂贵的部分:构建、测试、部署和销售(但不包括探索性设计)。发布持续时间与技术债务相关。尝试减少发布持续时间可能有助于推动整个公司的敏捷行为。财务部门经常收集发布持续时间,帮助公司评估其敏捷性。Citrix Online演示了过程方法学、开发团队规模和发布持续时间之间的关系。它采用了Scrum和Enterprise Scrum,使得发布周期从峰值的41个月下降到不到4个月,比它作为一家小型初创公司时要短。在同一时期,它的市场份额有所上升。另一家公司Patient Keeper的数据似乎也表明,较短的释放时间与更有利可图的结果相关。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Release Duration and Enterprise Agility
Short release duration -- the time from starting development until it delivers measurable value (i.e., paying customers adopt an upgrade) -- is an implied goal of agile methods. Release duration incorporates the expensive parts of the value chain: build, test, deploy and sell (but not exploratory design, for example). Release duration correlates with technical debt. Attempting to reduce release duration may help drive agile behavior through a company. Finance departments often collect release duration, helping a company assess its agility. Citrix Online illustrates how process methodology, development group size and release duration relate. Its adoption of Scrum and Enterprise Scrum drove release duration down from a peak of 41 months to less than 4, shorter than it had as a small startup. Its market share rose during the same period. Data from another company, Patient Keeper, also seems to indicate that short release durations correlate with more profitable outcomes.
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