The underlying concept is to track schedule trends and use the movement to predict future events and/or to generate energy today to influence the future. Challenge Targets are the most aggressive form of a schedule goal. Many times, Target Dates are confused with the “real” schedule. The Target Date is when something is “wanted,” but this is not always when it will be delivered. Knowing the gap between when it is wanted and when it can be delivered is one of the key factors that differentiated fast teams from the norm.

There’s usually a gap between when something is wanted and when something can be delivered. Sometimes it is known, often times it is “felt” — yet teams lack data to prove it. Sometimes when its known, attempts are made to ignore the gap for fear that the gap will become a self-fulfilling prophecy. Yet “knowing the gap” can be a powerful tool to create a sense of urgency, well before-the-fact.

Converge in 1/3 of the time, get to market, generate revenue and then iterate further technology generations. Knowing when to converge is the trick. Converge too soon and you may end up with the wrong product, wait too long to converge and you run the risk of delivering too late.