The Moving Target of 'Done'
Teams frequently deliver work that doesn't meet expectations because there's no shared understanding of what 'done' truly means.
Immediate Actions (During the Meeting)
Acknowledge the Issue
Say something like, "Okay, I'm sensing some frustration and misalignment regarding whether this task/project is truly 'done'. It seems we have different expectations, and it's important to address this directly so we can move forward effectively."
Pause and Clarify
"Let's pause for a moment. Before we proceed further, I want to ensure we are all on the same page. Could each of you briefly describe what 'done' looks like to you for this specific task/project? Let's start with [Team Member A]."
Active Listening and Note Taking
As each person shares their perspective, actively listen without interrupting (unless the speaker is becoming overly verbose). Take concise notes, capturing the key elements of each person's definition of 'done'.
Identify Discrepancies
Once everyone has shared, say: "Thank you. I've noted several different perspectives on what constitutes 'done'. I see [Point A] and [Point B] are similar, but there's a notable difference regarding [Point C]. Let's focus on these discrepancies."
• 5. Establish Shared Understanding: Now, facilitate a discussion to reconcile the differences. Ask clarifying questions like:
• "Can you elaborate on why [Point C] is important to you?"
• "What would the impact be if we didn't include [Point C]?"
• "How can we measure or verify that [Point C] has been achieved?"
• "What would be the negative outcome of *not* including it?"
• "Is there a minimum viable option here?"
Create a Concise Definition of Done
After the discussion, synthesize the shared understanding into a clear, concise definition of 'done'. Say something like: "Based on our conversation, it sounds like we agree that 'done' for this task/project means [Summarize the key elements in a bulleted or numbered list]. Is this an accurate representation of our agreement?" Get verbal confirmation from everyone.
Document and Communicate
Immediately document the agreed-upon definition of 'done' in a readily accessible location (e.g., project management tool, shared document). Then state, "I will document this definition of done right after this meeting and share it with everyone. Please review it and let me know if I missed anything."
Formalize the 'Definition of Done'
Create or update the team's 'Definition of Done' document to reflect the agreed-upon criteria. Ensure it's easily accessible and understood by all team members.
Communicate the Definition
Share the documented 'Definition of Done' with all relevant stakeholders, including project managers, developers, testers, and business users.
Incorporate into Workflow
Integrate the 'Definition of Done' into the team's workflow. This might involve updating task templates, checklist, or project management tools.
Regular Review and Refinement
Schedule regular reviews of the 'Definition of Done' to ensure it remains relevant and effective. Adjustments may be necessary as the team evolves and project requirements change.
Proactive Clarification
Encourage team members to proactively clarify any ambiguities or uncertainties related to the 'Definition of Done' before starting work on a task.
Lead by Example
As a manager, consistently refer to the 'Definition of Done' when discussing tasks and projects. Hold team members accountable for meeting the agreed-upon criteria.
Retrospective Discussion
In the next retrospective, include a discussion point about how well the 'Definition of Done' is working and any suggestions for improvement. Consider asking: What can we do to make sure the definition of done is always clear and understood before work begins?
- Tasks are repeatedly sent back for revisions and rework.
- Team members express frustration that requirements are constantly changing.
- Deadlines are missed due to unclear expectations.
- Stakeholders are surprised or dissatisfied with the final product.
- There's a lack of clear acceptance criteria for tasks.
- Team members have different interpretations of task completion.
- Scope creep occurs frequently.
- Documentation is incomplete or missing important details.
- Lack of clearly defined acceptance criteria for tasks and projects.
- Assumptions are made about what's 'obvious' without explicit communication.
- Insufficient communication between stakeholders and the development team.
- Poorly defined or missing 'Definition of Done' at the team or project level.
- Changing priorities and scope without adjusting the 'done' criteria.
- Failure to document assumptions and decisions made during planning.
- Inadequate testing and quality assurance processes.
- Individual team members having different standards of quality.