10 articles in Continuous Delivery
The feature shipped. Tests passed. Ticket closed. Three months later someone needs to change it — and the original author is the only person who understands it. That is not done. That is a liability with a time delay.
Your lead time is not slow because of code review or approvals or sprint ceremonies. It is slow because three files do everything, four modules depend on each other in a circle, and every meaningful change has to pass through the same engineer who understands the wiring. Process is the symptom. The architecture is the disease.
Cutting software delivery lead time in half does not require a rewrite, a new platform, or a green-field project. Here is the four-step sequence that takes teams from around twelve days to under eight days on the system they already have.
The demo works. The prototype impresses. Then it hits production and quietly fails — wrong answers at scale, cascading LLM timeouts, no way to know when the prompt regressed. This is not an AI problem. It is an engineering problem with a known solution.
Best practices documents fail because compliance requires humans to consistently remember and apply them. Quality gates work because they remove humans from the enforcement loop entirely.
In most teams, every architecture decision, every risky PR, and every onboarding conversation routes through three or four senior engineers. That is not seniority — it is a single point of failure. Here is how to move that judgment out of their heads and into the workflow.
Most teams say they "do CI/CD" because they have a pipeline that builds, tests, and deploys. That pipeline is automation — Continuous Delivery is a discipline. Here are the practices that turn one into the other.
Median time from PR opened to first review is 22 hours. That is not review effort — it is system latency. Here is what it costs, why it happens, and what elite teams do differently.
The cost arbitrage that made outsourcing attractive has flipped. Three disciplined engineers with AI agents now outship 15-person outsourced teams — at a fraction of the cost, with measurably higher quality.