Fast-moving agile teams face a common challenge: bugs reaching production despite having solid workflows. Even with code reviews, staging environments, and automated deployments, issues still slip through. We experienced this problem firsthand and developed a systematic 4-task approach to reduce production bugs without sacrificing velocity.
In software development, trust is not established at the moment a system is deployed. Even if a system passes all unit tests, integration tests, and manual QA processes, there remains a psychological barrier: the "Test of Time." This concept suggests that a system only becomes truly trusted after it has run in production for a period without issues.
Velocity is not just about moving fast—it's about achieving momentum that drives learning and adaptability. In product development, a team's ability to operate quickly can be a game-changer, allowing them to experiment, learn, and adjust before competitors even begin to react. By prioritizing velocity, we unlock two significant advantages: faster learning cycles and the ability to pivot with precision.
In tech startups, it is important to anticipate problems and measure success effectively. Leading and lagging indicators are key tools for this. Leading indicators are early signs that help predict future outcomes, allowing for quick actions to prevent issues. Lagging indicators, on the other hand, show past results, revealing the impact of previous actions. Both are necessary for a balanced and informed approach to growth.
One of the core objectives of ttoss (Terezinha Tech Operations) is to create a modular library system that enables product development teams to become agile, aligning with the Principle D12: The Second Agility Principle. In today's fast-moving development world, the ability to pivot and adapt rapidly is crucial. This principle emphasizes that it's not enough to merely decide to change direction—teams must be able to execute those changes quickly and efficiently.
In product development and process management, queues can silently become a significant source of economic waste. Queues delay progress, reduce efficiency, and create ripple effects that harm quality, motivation, and ultimately, business outcomes. This article explores seven critical forms of waste that queues generate: idle capacity, longer cycle times, increased risk, greater variability, more overhead, lower quality, and diminished motivation.
In our previous blog, Agility in Action: Embracing Change Through Decentralized Product Decisions, we explored how decentralized decision-making in product development can enhance agility and responsiveness while maintaining alignment with broader strategic goals. In this post, we’ll delve into how organizations can effectively lay the groundwork to support decentralized product decisions, fostering a culture of autonomy and accountability.
Efficient infrastructure is crucial for running multiple applications smoothly. In this guide, we’ll show how to set up Amazon EC2 with Docker and Traefik to containerize services and manage routing efficiently. This streamlined approach simplifies deployment, optimizes server use, and ensures agility for a dynamic work environment.
In product development, initial planning is essential. We create roadmaps, set goals, and allocate resources based on the best data available at the time. However, it's critical to recognize that no plan can anticipate every problem or opportunity that lies ahead.
In today's fast-paced business environment, product decisions are often driven by deadlines, resource constraints, and the pressure to innovate. E1. The Principle of Quantified Overall Economics: Select Actions Based on Quantified Overall Economic Impact offers a strategic framework, emphasizing that every decision should be grounded in a clear economic analysis rather than philosophical debates.