[{"data":1,"prerenderedAt":706},["ShallowReactive",2],{"/en-us/blog/strategies-to-reduce-cycle-times/":3,"navigation-en-us":35,"banner-en-us":452,"footer-en-us":467,"Suri Patel":678,"next-steps-en-us":691},{"_path":4,"_dir":5,"_draft":6,"_partial":6,"_locale":7,"seo":8,"content":16,"config":25,"_id":28,"_type":29,"title":30,"_source":31,"_file":32,"_stem":33,"_extension":34},"/en-us/blog/strategies-to-reduce-cycle-times","blog",false,"",{"title":9,"description":10,"ogTitle":9,"ogDescription":10,"noIndex":6,"ogImage":11,"ogUrl":12,"ogSiteName":13,"ogType":14,"canonicalUrls":12,"schema":15},"10 strategies for cycle time reduction","Engineering leads share strategies on how to speed up cycle times.","https://res.cloudinary.com/about-gitlab-com/image/upload/v1749668437/Blog/Hero%20Images/faster-cycle-times.jpg","https://about.gitlab.com/blog/strategies-to-reduce-cycle-times","https://about.gitlab.com","article","\n                        {\n        \"@context\": \"https://schema.org\",\n        \"@type\": \"Article\",\n        \"headline\": \"10 strategies for cycle time reduction\",\n        \"author\": [{\"@type\":\"Person\",\"name\":\"Suri Patel\"}],\n        \"datePublished\": \"2018-10-12\",\n      }",{"title":9,"description":10,"authors":17,"heroImage":11,"date":19,"body":20,"category":21,"tags":22},[18],"Suri Patel","2018-10-12","\n\nEvery product manager appreciates shorter cycle times. One way to reduce cycle\ntimes is to learn from others, so five of our engineering leads share the greatest\nchallenges their teams have experienced and offer the strategies they developed\nto speed up iteration.\n\n>“The impact of shorter cycle times is that users can see the result of their\ninput quickly. Instead of contributing to the planning process and then waiting\nfor weeks to see the feature start to take shape, they can regularly see changes,\nmaking them happy and keeping them engaged with a team. This also helps reduce\nthe scope creep that happens when a project has been in progress for a while.” – Rachel Nienaber\n\n## What's the average cycle time for development teams?\n\nAccording to the [Accelerate State of DevOps Report](https://www.hatica.io/blog/cycle-time/#:~:text=The%20Accelerate%20State%20of%20DevOps,cycle%20time%20of%206.2%20days), the average cycle time for top-performing teams is about 2 days, with the median for most teams being about 3.5 days. However, some development teams [report their average cycle times](https://linearb.io/blog/how-to-reduce-cycle-time-in-software-delivery/) as being as much as 7 days. Teams can calculate this by evaluating how long several types of fixes take from start to finish.\n\n## What are some cycle time challenges?\n\nEvery team has processes and steps that increase cycle delivery time. A shorter and faster time to market empowers teams to fulfill customer demands and exceed their expectations. Here are a few of\nthe ones we’ve dealt with in recent past.\n\n### Getting it right the first time\n\nWhen developing new features, we want to ensure that things don’t break when it\ngets to a user. Because of our monthly release cycle, users could be stuck with\na broken feature until the following month, causing frustration and decreasing\nthe value that GitLab brings to its users. So, it’s important that we test and\nship with certainty. [Marin Jankovski](/company/team/#maxlazio), Engineering Manager of\nthe Distribution & Release Management teams, and [Sean McGivern](/company/team/#mcgivernsa),\nEngineering Manager of the Plan team, note the importance of testing and shipping features.\n\n\n>“Finding a way to test changes faster can be challenging. With the Distribution\nteam, we have the responsibility of ensuring that the release we ship still\nfunctions after we make our changes and that users can still install and use GitLab.”\n– Marin Jankovski\n\n>“Our release process is a big challenge, if you consider that the cycle ends\nonce customers have the feature available to use. We don’t have CD for\nGitLab.com, but even if we did, for self-managed customers, we only have one\nfeature release a month. So, that’s a hard limit.” – Sean McGivern\n\n### Differentiating the helpful from the unhelpful\n\nEvery workflow has components that can decrease release cycles, including code\nreviews, manual configuration and testing, and hand-offs. Some of these elements\nare necessary, like product manager meetings, but other aspects can unintentionally\ncause problems. [Tommy Morgan](/company/team/#itstommymorgan), Director of Engineering of\nDev Backend, highlights the essential measures that teams need to take to promote\ncollaboration and alignment but may increase cycle times.\n\n\n>“Teams have all these things that are slowing down cycle times, and there could\nbe extra steps or extra involvement that aren’t necessary or beneficial and that\ncould unintentionally add pressure to the team to slow down. One of the biggest\nchallenges is identifying which ones are legitimate and helpful and which ones\nare us giving into the natural urge to add process. Identifying across that fine\nline is where the real challenge comes into play for most teams.”\n\n### Working across teams\n\nCross-collaboration fosters innovative thinking and allows each team to specialize\nin a specific area to maximize contributions. While the benefits of working with\nmultiple teams are abundant, depending on another team’s feedback or assistance\nslows down development, especially when there’s a blocker that can only be resolved\nwith the help of one team. [Rachel Nienaber](/company/team/#rachel-nienaber), Engineering\nManager of the Geo team, and Marin agree that working across teams can have\nsignificant impact on cycle times.\n\n\n>“When other teams implement a new feature that needs some additional work from\nthe Distribution side, getting informed in time is extremely important. We need\nto affect the decision as early as possible, because we have certain limitations\nwhen it comes to distributing GitLab.” – Marin Jankovski\n\n>“One challenge that I see is that there are a lot of dependencies on people\nexternal to the team to ship features. Ordinarily, a quick way to shorten cycle\ntime is to reduce those dependencies, but here at GitLab, that may reduce the\namount of collaboration that happens with each feature. Collaboration is such an\nimportant [value](https://handbook.gitlab.com/handbook/values/#collaboration) that this may have to take\nprecedence in some cases and be more important than the gain in speed.” – Rachel Nienaber\n\n### Asynchronous communication\n\nAt GitLab, we practice [asynchronous communication](https://handbook.gitlab.com/handbook/communication/),\nso we “don’t expect an instantaneous response,” allowing us to focus on our\nindividual workflows. The problem with working asynchronously is that projects\ncan become delayed when working with team members in different time zones and\nresponses don’t trickle in until the following day. Rapid movement might not be\nmade on projects because of time zone differences. [Mek Stittri](/company/team/#mekdev),\nEngineering Manager of the Quality team, and Rachel acknowledge the difficulties\nthat can come with asynchronous communication.\n\n>“My team is spread across so many projects and has someone in almost every time\nzone, meaning communication can be challenging.” – Mek Stittri\n\n>“This is my first role with an asynchronous method of working. I am finding that\nmany practices that work in a synchronous team need some adjustment to be useful here.” – Rachel Nienaber\n\n## What are some solutionsb to reducing cycle times?\n\nAt GitLab, we’re fortunate to have the freedom to experiment and\n[iterate](https://handbook.gitlab.com/handbook/values/#iteration), so we’ve been able to develop a few\nstrategies to help us alleviate the challenges we face when meeting customer demands by reducing cycle times.\n\n### How to get it right the first time\n\n\u003Col start=\"1\">\n    \u003Cli>\n    \u003Cp>\n        \u003Cb>Automate work as much as possible.\u003C/b> Using CI to automatically do releases and investing time in automating\n        other manual tasks is crucial for delivery. Manual tasks are both a huge\n        drain on morale and prone to errors. It’s much easier to give engineers\n        a bug to fix in an automated tool than to ask them to do the same thing\n        multiple times.\n    \u003C/p>\n    \u003C/li>\n    \u003Cli>\n    \u003Cp>\n        \u003Cb>Work with smaller, iterative pieces.\u003C/b> Breaking work into smaller chunks,\n        \u003Ca href=\"/handbook/values/#iteration\">iterating\u003C/a> frequently, and\n        \u003Ca href=\"https://gitlab.com/gl-retrospectives/plan/issues/10\">indicating priority more clearly\u003C/a>\n        within a milestone enables better predictability for what’s going to ship.\n        Planning becomes easier, because individual issues are smaller, so it’s\n        easy to shuffle issues around if something unexpected interrupts other\n        work.\n    \u003C/p>\n    \u003C/li>\n    \u003Cli>\n    \u003Cp>\n        \u003Cb>Use feature flags.\u003C/b> Rather than using a giant merge request to make\n        every change for a feature at once, which is harder to review, update,\n        and keep up-to-date with the master branch, consider developing\n        more features behind short-lived \u003Ca href=\"https://docs.gitlab.com/ee/development/feature_flags/index.html\">feature flags\u003C/a>.\n    \u003C/p>\n    \u003C/li>\n\u003C/ol>\n\n### How to differentiate the helpful from the unhelpful\n\n\u003Col start=\"4\">\n    \u003Cli>\n    \u003Cp>\n        \u003Cb>Measure the impact of components.\u003C/b> Measuring impact can help determine\n        whether a process either doesn’t help out that much in the end or helps\n        out infrequently. In either case, the net benefit can be small, but the\n        pain it adds (in terms of how much extra time you spend trying to ship)\n        makes the overall impact negative. If you can’t measure impact directly,\n        you have to be willing to experiment. Try things, see how they work, and\n        decide if you should keep them or not. It’s important to remember that\n        experimentation doesn’t mean process creep - the default end state for\n        an experiment should be “let’s never do that again,” unless there’s a\n        strong sense of value in it.\n    \u003C/p>\n    \u003C/li>\n\u003C/ol>\n\n\n### How to successfully work across teams\n\n\u003Col start=\"5\">\n    \u003Cli>\n    \u003Cp>\n        \u003Cb>Communicate and automate where possible.\u003C/b> Automating how others get a\n        finished product before releasing it (e.g. create a package on click)\n        and \u003Ca href=\"/handbook/engineering/development/enablement/systems/distribution/#how-to-work-with-distribution\">broadly communicating\u003C/a>\n        how to work with a team can result in better decisions and faster discussions.\n    \u003C/p>\n    \u003C/li>\n\n    \u003Cli>\n    \u003Cp>\n        \u003Cb>Develop a training program.\u003C/b> Creating a training program to help engineers\n        from other teams perform reviews can reduce cycle time for those teams\n        that regularly depend on the Database team. This strategy has the added\n        benefit of giving the Database team more time to focus on their own work.\n    \u003C/p>\n    \u003C/li>\n\n    \u003Cli>\n    \u003Cp>\n        \u003Cb>Use project management tooling.\u003C/b> Consistent \u003Ca href=\"/handbook/engineering/quality/project-management/\">project management tooling\u003C/a>\n        ensures consistent board configuration that behaves the same at every level,\n        meaning that data rolls up to one top level board which contains a\n        snapshot of an entire team, ensuring that prioritization is clear and\n        workload is transparent.\n\n    \u003C/p>\n    \u003C/li>\n\n    \u003Cli>\n    \u003Cp>\n        \u003Cb>Spread triaging.\u003C/b> To spread the load of triaging across teams, use \u003Ca href=\"https://gitlab.com/gitlab-org/gitlab-ce/issues?scope=all&utf8=%E2%9C%93&state=closed&label_name[]=triage-package\">triage-package\u003C/a>.\n        Here is a \u003Ca href=\"https://gitlab.com/gitlab-org/gitlab-ce/issues/52024\">recent example\u003C/a>\n        of how we used triage-package to lessen the burden on one team.\n\n    \u003C/p>\n    \u003C/li>\n\n    \u003Cli>\n    \u003Cp>\n        \u003Cb>Have more focused milestones.\u003C/b> Creating focused milestones can reduce\n        context switching, since team members can concentrate on specific aspects\n        of a feature.\n    \u003C/p>\n    \u003C/li>\n\u003C/ol>\n\n### How to make asynchronous communication work\n\n\u003Col start=\"10\">\n    \u003Cli>\n    \u003Cp>\n        \u003Cb>Work on multiple items.\u003C/b> Having a list of multiple items to work on\n        during each release cycle helps team members easily transition to another\n        task rather than remaining blocked when waiting for feedback.\n    \u003C/p>\n    \u003C/li>\n\u003C/ol>\n\n## Advice\n\nReducing cycle times to meet internal cycle time goals can be a difficult undertaking, requiring the input from\nproduct managers, engineering leads, and developers. It’s a hard task to\nchallenge long-practiced behaviors, especially when the worst case scenario could\nmean features don’t make a release. Here is some advice to help your team's cycle time reduction effort.\n\n### Be thoughtful and considerate\n\n“At GitLab, we want to iterate quickly, but we also want to keep GitLab.com fast\nand stable. That means that we can’t just decide to ship things faster, we need\nto come up with strategies to mitigate any risks to performance and availability,\nbuild tooling and processes around those strategies. This is often work that can\ngo underappreciated, and it can be hard at times, but it’s vital to ensuring\nthat you can safely shorten cycle times.” – Sean McGivern\n\n### Retrospectives for learning\n\n“A successful team is a happy team. Bringing down production cycle time can help a team be\nmore successful because they are shipping value more often, but your team might\nhave more important things that must be addressed first. Using retrospectives\nwill help you to figure out what success means to your team, and what needs to\nbe done to achieve that success.” – Rachel Nienaber\n\n### Experiment\n\n“Make yourself uncomfortable. It’s unnatural to push for shorter cycle time.\nIt’s natural to add steps - it’s not natural to remove them. Try drastic cuts\nand be willing to learn from an experiment.” – Tommy Morgan\n\n### Spotlight your team\n\n“You can’t make product managers happy, so try to make your team happy instead\nby giving them a chance to shine. :P” – Marin Jankovski\n\n","engineering",[23,24],"workflow","collaboration",{"slug":26,"featured":6,"template":27},"strategies-to-reduce-cycle-times","BlogPost","content:en-us:blog:strategies-to-reduce-cycle-times.yml","yaml","Strategies To Reduce Cycle Times","content","en-us/blog/strategies-to-reduce-cycle-times.yml","en-us/blog/strategies-to-reduce-cycle-times","yml",{"_path":36,"_dir":37,"_draft":6,"_partial":6,"_locale":7,"data":38,"_id":448,"_type":29,"title":449,"_source":31,"_file":450,"_stem":451,"_extension":34},"/shared/en-us/main-navigation","en-us",{"logo":39,"freeTrial":44,"sales":49,"login":54,"items":59,"search":389,"minimal":420,"duo":439},{"config":40},{"href":41,"dataGaName":42,"dataGaLocation":43},"/","gitlab 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