![]() The Scrum Guide tells us that there can be multiple levels of “Done”. This will give stakeholders an improved picture of how much work genuinely remains to be completed, and of the gaps which lie between the current operating model and robust agile practice. Any technical debt incurred as a result of that deficit may then be tracked, so the nature and extent of it can be understood. A team which runs with a deficit for release cannot be said to be operating in an agile manner, since no increment will be released and inspected and adapted, and this must be recognized. A Definition of Done is instrumental to achieving transparency, and of course any “deficit for release” should be made equally plain. Only then can shortcomings in the standard for release be acknowledged and remedied. Hence a Definition of Done must be articulated clearly, no matter how shoddy it might be. ![]() In other words, an increment is not truly complete if it is not of immediate release quality, since more work must be done before the value invested in it can be leveraged. Any such technical debt will need to be tracked, managed, and “paid off” by completing the outstanding work so the increment is finally brought up to snuff. Perhaps there might be further tweaks to be done, or optimizations, or tests, or integration work with the wider product. ![]() Additional work will need to be carried out before the increment under development is truly usable. This debt reflects the fact that certain things still need doing, no matter how small or trivial they might be held to be. Can a team’s output actually be deployed into production and used immediately, or is any work still outstanding? We saw that a team’s Definition of Done will often fall short of this essential standard, and “technical debt” will be incurred as a result. That’s the acid test of what “Done” ought to mean. “The secret of success is to be ready when your opportunity comes” - Benjamin DisraeliĪ few weeks ago we looked at the Definition of Done, which describes the conditions which must be satisfied before a team’s deliverables can be considered fit for release.
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