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Path to Agility®
05/09Deliver When You Say You Will iconPredictability

Deliver When You Say You Will

The business needs to make commitments, to customers, to investors, to partners. They can only do that if they can count on engineering to deliver predictably. Predictability enables planning; unpredictability creates chaos.

Path to Agility® Definition

Teams maintain a predictable cadence of delivery enabling the organization to make informed business decisions.

3x
longer than estimated, how long projects actually take
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Why This Matters

66%of software projects miss their deadline or budget

Two-thirds of software projects fail to deliver on time or on budget. That's not bad luck. It's a systemic problem with how organizations plan and execute work.

Source: PMI Pulse of the Profession
3xlonger than estimated, how long projects actually take

A project estimated at 3 months typically takes 9 months. Teams routinely take 2-3x longer than planned because estimates are systematically optimistic, making business planning nearly impossible.

Source: Project management research
45%budget overrun on large IT projects (average)

Large IT projects run 45% over budget on average. A $10M project typically costs $14.5M. The bigger the project, the worse the prediction, large initiatives are especially prone to missing targets.

Source: McKinsey Study

Unpredictability destroys trust. When engineering consistently misses dates, leadership stops believing any timeline. They either pad everything with buffers or make commitments without consulting engineering at all. Neither approach works.

The root causes are usually: unclear scope that keeps expanding, no measurement of actual velocity, optimistic estimates based on hope rather than data, and dependencies that create unexpected delays. Predictability requires addressing all of these.

Sound Familiar?

If you're experiencing these symptoms, you're not alone, and we can help.

Major releases routinely slip, and no one is surprised anymore

Scope creep is constant, "just one more thing" every sprint

Estimates are based on gut feel, not historical data

Teams pad estimates because they know scope will change

Leadership has stopped trusting engineering timelines

Hitting dates requires heroics, late nights, weekends, burnout

How We Fix It

Predictability comes from measuring reality, managing scope, and delivering in consistent increments.

01

Establish Real Baselines

We measure how work actually flows through your system. Not how fast you wish you were, how fast you actually are. You can't predict what you don't measure. Data replaces hope.

You get: Metrics that show actual team velocity and cycle time
02

Create Delivery Cadence

We help establish a regular rhythm of delivery. Consistent sprints with consistent output. The business learns they can count on this cadence for planning.

You get: Reliable delivery rhythm the business can depend on
03

Manage Scope Explicitly

Scope changes are fine, but they must be visible and have consequences. We implement practices that make tradeoffs explicit. When scope grows, either dates move or something gets cut.

You get: Clear scope management with explicit tradeoffs

What Changes

When delivery becomes predictable:

Business planning becomes possible

Leadership can make commitments to customers, investors, and partners because they know engineering will deliver. Confidence enables strategy.

"Agile Velocity helped us move from siloed, perfection-first delivery to a predictable, value-driven approach." - Anis Zribi, VP of R&D, Qualitrol

Trust rebuilds

When you hit your commitments consistently, credibility returns. Engineering becomes a trusted partner, not a source of uncertainty.

Heroics disappear

Sustainable pace replaces last-minute crunches. Predictable delivery without burnout.

Planning improves

With historical data, forecasting becomes more accurate. You know what you can commit to, and what you can't.

Ready to Become Predictable?

Let's talk about building a delivery cadence the business can count on. 30 minutes, no pitch.

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