What is Definition of Done (DoD) in Agile? A Complete Guide

The Definition of Done (DoD) is one of the most important yet often misunderstood aspects of agile software development. In simple terms, the Definition of Done refers to a set of criteria that must be met before a product increment can be considered complete. Having a clear, concise DoD is crucial for developing high-quality products and maintaining transparency within agile teams. In this comprehensive guide, we will cover everything you need to know about the Definition of Done in agile methodologies like Scrum.

What Exactly is the Definition of Done?

The Definition of Done outlines the minimum set of requirements that must be fulfilled before a piece of work can be considered complete The DoD applies to product increments developed during agile sprints and iterations

According to the Scrum Guide, the Definition of Done is “a formal description of the state of the increment when it meets the quality measures required for the product.”

In other words, the DoD specifies the standards and checkpoints that all product backlog items must pass before being marked as “done” during a sprint. This provides transparency on the work completed and prevents the team from artificially inflating velocity by marking incomplete items as finished.

The Definition of Done is agreed upon by the entire Scrum Team and serves as a checklist that all product increments must satisfy before release. Having a clear, objective DoD prevents misalignment within the team and ambiguity around whether an increment meets quality standards.

Why is the Definition of Done Important?

Here are some key reasons why having a solid Definition of Done is crucial in agile software development:

• Ensures high quality – The DoD establishes a quality baseline that all work items must meet, This prevents poor quality work from being considered valid increments

• Promotes transparency – A shared Definition of Done provides complete visibility into the state of each increment for the whole team.

• Avoids misinterpretations – An unambiguous, objective DoD removes any confusion over whether an item is truly “done”.

• Enables planning – Teams can more accurately estimate and plan sprints knowing the precise criteria required for completion.

• Optimizes value – Prevents incomplete work from accumulating, allowing each increment to provide maximum value.

• Facilitates releases – Increment meets all necessary specifications for release, making deployment smooth.

What are the Elements of a Good Definition of Done?

While the specifics of a Definition of Done will vary by team and project, some common elements make up a strong DoD:

• Specifies “done” clearly – The criteria should be objective, testable, and binary. Subjective or ambiguous requirements lead to misinterpretations.

• Applies “INVEST” principles – The DoD should be Independent, Negotiable, Valuable, Estimable, Small, and Testable.

• Includes quality criteria – This ensures code standards, testing, compliance, security, and other quality measures are satisfied.

• Considers integration – The increment must integrate smoothly with the existing product as per specifications.

• Mandates documentation – Up-to-date documentation is required according to team standards.

• Requires stakeholder approval – The appropriate stakeholders must validate the increment meets needs.

• Checks non-functional requirements – NFRs like performance, scalability, and reliability must be confirmed.

• Is achievable within a sprint – All DoD items should be possible to complete within the bounds of a single sprint.

Keeping these elements in mind when defining “done” will ensure your DoD catalyzes transparency, alignment, quality, and value.

Who Defines the Definition of Done?

The entire Scrum Team collectively defines the Definition of Done appropriate for their product and organization. However, input from different roles is incorporated:

• The Product Owner provides the voice of the customer and specifies value and quality expectations.

• The Scrum Master facilitates the process of defining “done” and reconciles differing perspectives.

• The Development Team specifies the engineering practices and technical requirements for “done”.

While multiple perspectives are integrated, the Development Team is ultimately responsible for meeting the DoD for each increment. If multiple teams work on the same product, they must agree on a consistent, shared Definition of Done.

In some organizations, a baseline DoD is mandated for all teams. Teams can then build upon this baseline with additional requirements, provided they don’t contradict organizational standards.

How to Create a Good Definition of Done?

Here are some tips to create a strong, valuable Definition of Done:

• Involve the entire Scrum Team in drafting the initial version, not just leadership.

• Leverage past experience – Draw upon lessons learned from previous projects about useful DoD criteria.

• Keep it simple – Focus only on the minimum requirements for releasable increments. Avoid extensive checklists.

• Use objective criteria – Requirements should be clear, testable and pass/fail. Subjective assessments introduce uncertainty.

• Make it visible – Print the DoD and post it prominently in the team space for reference.

• Align with roadmap – Ensure the DoD requirements map to the current state and roadmap of the product.

• Refine regularly – Revisit and update the DoD frequently, at least each sprint.

Defining done collaboratively and iteratively results in a DoD that works for all stakeholders and evolves with the product.

When Should the Definition of Done be Updated?

The Scrum Team must reassess the Definition of Done at the end of each sprint during the sprint retrospective meeting. The DoD should be treated as a living document, not a static checklist.

During sprint retrospectives, the team inspects their process and identifies opportunities for improvement. This inspection may reveal needed changes to the Definition of Done, such as:

• Adding missing criteria that would have prevented certain defects
• Removing outdated or unnecessary requirements
• Modifying criteria to better fit the current development environment
• Clarifying vague requirements that caused misalignment

The Development Team is empowered to update their DoD as they feel needed to improve product quality and development flow. However, any major changes that affect capacity or the Sprint Goal should be discussed with the Product Owner.

The sprint retrospective offers a regular cadence to evaluate and refine the Definition of Done. This ensures the DoD remains relevant, helpful, and evolving over time.

Example of a Good Definition of Done

Here is an example of a strong Definition of Done that incorporates clear, objective criteria spanning multiple dimensions:

Code

• Code reviewed by second set of eyes
• Coding standards followed
• Unit tests pass
• Approved by code maintainer

Testing

• All tests automated
• Passed system integration testing
• Passed UAT testing
• Performance meets benchmarks
• Security validated

Documentation

• README updated
• Code commented
• Test cases updated
• User docs updated

Deployment

• Peer review of deployment steps completed
• Deployed successfully on staging environment

Product

• Meets all acceptance criteria
• Scrum Team approves work as done
• Stakeholder approval received

Process

• All DoD criteria marked complete
• Added to release notes
• Sprint burndown updated

This DoD establishes clear, specific standards spanning code quality, testing, documentation, integration, and more that increments must meet before being declared done.

Common Misconceptions About Definition of Done

Some common misconceptions about the Definition of Done that agile teams should avoid:

• Applying DoD to PBIs/user stories rather than increments – The DoD determines when an entire increment meets specifications during a sprint, not individual PBIs.

• Having a subjective DoD – Using fuzzy terminology leads to disagreements about work completeness. The DoD must be unambiguous.

• Not updating frequently – The DoD should evolve regularly with the team and product, not remain static.

• Waterfall thinking – Expecting PBIs to individually and fully meet DoD enables waterfall work sequence rather than agile focus on working increments.

• Assuming “done”/ – Done must be predefined. Teams can’t make assumptions about what constitutes complete.

Avoiding these pitfalls will maximize the value derived from your Definition of Done.

Key Takeaways

The Definition of Done is a formal set of criteria that increments must achieve to be considered complete during agile sprints. A clear, objective, measurable DoD prevents misalignment within teams and promotes transparency, quality, and shared understanding of progress.

To maximize its effectiveness, the entire Scrum Team should collaborate on defining “done” using specific, testable requirements that apply INVEST principles. The DoD should be revisited and updated each sprint to ensure it evolves appropriately with the maturing product. With a strong Definition of Done, teams can optimize planning, increase productivity, and deliver high-value increments reliably.