![]() ![]() It can be a simple Google Docs, Confluence page or even a flip chart entry. The DoR will be defined and owned by the whole team/squad and should be regularly refined, for example, during or after a retrospective. Nowadays, I initiate/drive the definition of a DoR if no one else does. Back then I worked with teams that didn’t have a DoR or a Scrum Master who educated us on defining one. This leads me onto our next topic who defines the DoR? This is something that you should do together as a team. What’s most important, is what you agree on internally. I believe, if all tickets are regularly groomed and set to “ready,” the sprint should be ready by itself. Some Scrum Teams define separate DoR for sprints. The DoR can be applied to a Scrum or Kanban team. It defines clear actions and criteria that need to be fulfilled to call a story ready or immediately actionable. ![]() ![]() The definition of “ready” (short: DoR) is a working agreement within a development team/squad. It helps in holding each other accountable for our own responsibilities. The definition of “ready” can be a good and effective tool to reduce this kind of risk. If someone gets sick, who can answer a question or deliver a design, you won’t be able to finish the work. When things aren’t clear, people can be tempted to make “faster” decisions because of pressure and deadlines rather than spending the time needed to gain clarity on the topic or situation. The past has shown me that these kind of ad-hoc actions are very risky and dangerous. Not breaking down bigger chunks of work because “it takes no longer than 1-2 days…” Pulling un-estimating tickets because “everyone knows what to do” This also happens from the Engineering side with examples like:Ĭreating and pulling tech-stories without a clear explanation and acceptance criteria Promising to get unblocked by other teams without having their commitment Thinking big technical open questions will be answered during a sprintĪssuming the design for tickets will be finished in XYZ days On multiple occasions, I made the mistake of skipping parts of the planning process to “be faster” by: Product Managers and their teams must decide on priorities, scope/size, design, and many more things. In order to be able to start developing new features, tickets, bugs, etc. In this article, I’d like to focus on the importance of getting things ready in order to be able to get them done by having a look at the definition of “ready & done.” Common mistakes we make under pressure Having a good plan and clear working agreements within a team between Product and Engineering is fundamental for alignment and acceleration purposes. That being said, what does it take to get things done fast while learning from them?Īs a Product Manager, I’ve learned that execution isn’t the only thing to consider. That doesn’t only apply to building the right things, it also applies to building “wrong” things and learning from them. Getting things done is crucial, especially in today's ever increasing fast paced offices. ![]()
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