Delivery
5 min read
What a good delivery cadence looks like in practice
By Demkhogin Haokip
Two-week sprints are not a delivery strategy. Here is the cadence we run on client engagements, and why each piece exists.
Cadence is the part of a delivery process people copy first and understand least. The ceremonies are visible; the reasons they exist are not.
We run a fortnightly cycle with a demo at the end of it. The demo is not a status update — it is working software in a staging environment, and the client drives it. Anything that cannot be demoed is not done.
Behind that, there is a weekly planning touchpoint that is deliberately short. Its only job is to confirm that the next increment still targets the highest-value work, and to surface blockers while they are still cheap.
Daily asynchronous updates replace stand-ups for distributed teams. Written status catches nuance that a fifteen-minute call tends to lose, and it leaves a trail you can audit six months later.
None of this is novel. What matters is running it consistently enough that the team stops performing the process and starts trusting it.