To maximize business potential and profitability, enterprise has normally turned to calculated ROI in anticipation of consumer interest and thereby sales. ROI is traditionally calculated assuming a somewhat static and stable environment of rationality in a world which can be modeled within established business formats. But variable and fluctuating outcomes in the current consumer market at times defy ROI calculations and reduce the validity of calculated properties. In a software economy anticipating the fluidity of today’s market it is essential to anticipate change occurring by the time the product is deployed into the market. Thus assessing profitability may require a pivot from calculating ROI to estimating time-to-market.
Time-to-market as a criterion for success leverages action over uncertainty and advances flexibility over stringency. While no system is perfect, adopting time-to-market will most likely formulate successes in deploying products and services ahead to market change. Time-to-market as an indicator of profitability can thereby significantly increase ROI, with some business interests maintaining that compared to ROI calculations, even if reducing time-to-market is over budget, profits are only minimally reduced. This is because reducing time-to-market:
Balancing the complexities of changing organizational and project management factors presents challenges to any market. Coordinating multiple products in relation to multiple customers presents varied challenges to anticipating ROI. In addition and more than within other industries, the accelerated complexity of application development and deployment within the software industry results from consistent exposure to market fluctuations.
Deploying to the market in time to engage customers better assures profit, supports pricing, and advances market goals. Concentration on time-to-market better allows deployment to stay abreast of market changes. ROI attempts to calculate returns using unknown time and market factors. Reduced time-to-market focuses on time management to better ensure that products will hit the market before changing fundamentals cause consumers to lose interest, sustaining customer consumption.
Reduced Time-To-Market Advances ROI
Continuous deployment is reduced time-to-market, while collaborative development is the key to continuous deployment. Coalescing the complementary factors of collaboration within deployment consolidates the coexistence of operative talent to substantiate timely release of quality software. Automation promotes and facilitates communication and validation within the continuous deployment pipeline to also ensure timely releases. Consolidated collaboration accelerates the deployment pipeline, advances development cycles, mitigates risk, and ultimately generates a quicker time-to-market.
The essence of continuous delivery promotes increased focus on the consumer, keeping the project and the enterprise abreast of fluctuating customer interests and demands. Focused attention to customer needs and interests is achieved through review of incremental development cycles. Collaborative analysis of incremental development assures a more stable development process which adheres to requirements that engage sustained consumer interest and interaction.
Collaborative concepts, sometimes termed DevOps, blend elasticity and flexibility into DevOps continuous deployment that align multiple talents in the quick release of quality software. These shared objectives channel into encompassing enterprise priorities to define the process and direct progression towards the reduced time-to-market that engages customer involvement.
The professional lifecycle of development is coding – writing, executing, testing, rewriting, and retesting code. QA teams stress testing within the quality assurance lifecycle – designing, qualifying, quantifying, measuring, verifying, and validating software products through testing. Operations is about system performance – interfaces, capacities, scaling, migrations, and software compatibilities within operating systems. These deployment components have tended to function separately, or at best in sequential order. The path of continuous deployment requires that they now continuously integrate within each cycle and phase of delivery.
Therefore reduced time-to-market relies on a transition in organizational culture from sequestered individual and departmental involvement to consolidated involvement across departments throughout the organization. All production components must integrate through concerted immersion into categorical phases of the deployment pipeline. Varied components of integrated efforts towards smooth deployment best ensure reduced, and therefore profitable, time-to-market.
Boosting Deployment with Time-To-Market
Managing deployment within organizational goals requires coherent cohesion of business priorities and product dependencies. Cohesion promotes and facilitates both automated and interdependent innovation and integration for quicker deployment of quality products and services. Adoption of time-to-market as a profit indicator, in lieu of ROI’s partial adherence to ‘wishful thinking’, emphasizes strategic and disciplined enforcement of lucrative product release. How can product development further promote reduced time-to-market?
Business Integration and Time-To-Market
Without integrated collaboration, enterprise and project teams tend to see priorities through distinct lenses. The two interests incline towards viewing the same system of deployment from different vantage points. The project team must realize that coding is not enough. Coding for the delivery of quality software that convincingly engages sustained customer interest within a fluctuating market transcends towards enterprise level priorities in delivering a product and service. Conversely enterprise must take a more in depth look at coding priorities as they relate to quality deployment.
The enterprise or business must therefore integrate the separate components of its makeup into a smooth interactive operation. Integration throughout the enterprise begins with quality and timely dissemination of information required for delivery, regardless of source. Simply integrating software development on the project level fails to leverage composite cooperation on an enterprise level. To accomplish the purpose of organization-wide integration, enterprise must pivot towards collaborative consolidation as the focal point for efficiency and effectiveness in smooth and timely deployment. Strategic enterprise level integration is an essential medium in reducing risk, costs, and time to market, as well as the expense of maintaining technological resources.
Integrating enterprise level functions and operations is characteristically a complex process. Distinct projects and processes require distinct integration strategies and technologies. Integration must also be flexible and elastically scalable to meet changing needs and requirements. While strategic plans of action may initially drive innovative integration, ongoing tracking of integration initiatives are the drivers of sustainable transformations. While the transition into strategic integration may require a higher initial investment, sustainable ROI is better assured through reduced project costs, long-term cost reduction, and significant reduction in time-to-market and associated cost-to-market.
Business integration enables the enterprise to engage in smarter production by providing a logical order and continuous approach to solid decision making as well as agility in development and delivery. Mapping the integration strategy allows the detailed processes of coding, testing, and operations to coherently adapt to the transition. As well, monitoring and consistently revising strategies across departments, according to need, and as supported by senior management, ensures the effective longevity of enterprise level integration.
Software design and mobility is on the rise. Online communication among users is steadily increasing. Cloud services are progressively expanding innovative capacity. The urgency to update functions, operations, and systems, which includes demands for cross-functionality, is quickly escalating. Whether or not your enterprise envisions an eminent need for integration, always:
Enterprise integration can be difficult to plan and implement, and accordingly requires business planning and technological expertise. But following guidelines to ‘cover your bases’ and drill down into functional details can minimize inefficiencies and promote overall transitional success.
Stakes are high when equating time-to-market. The enterprise may rely on TMM equations to either attain market advantage or to acquire a competitive position for survival. The rate at which product development must include process development to meet the demands of a consistently changing market continuously accelerates. Accordingly, organizations increasingly see the potential and need for formulated processes that speed up time-to-market to ensure sustained ROI. The enterprise goal is to prioritize, plan, and innovate quality products and services that are introduced and replicated within the market in time to engender sustained customer engagement.