When is ‘Done’, truly 100% ‘Done’?
5 Dec 2017
When working through any Product Backlog, it’s essential that the whole Scrum Team have a clearly defined and mutually agreed understanding of when each backlog item can be deemed as complete. Without this collective and transparent agreement, teams may struggle to get product backlog items 100% truly ‘Done’ within a Sprint. This is explained further by the Scrum Guide; “When a Product Backlog item or an Increment is described as “Done”, everyone must understand what “Done” means. Although this varies significantly per Scrum Team, members must have a shared understanding of what it means for work to be complete, to ensure transparency. This is the definition of “Done” for the Scrum Team and is used to assess when work is complete on the product Increment.” The Scrum Guide (p.16) The below example of ‘Done’ is fairly typical for a team early on in its adoption of Scrum within a corporate environment. Activity (Example) Criteria (Example) Detailed Analysis Acceptance Tests approved by Product Owner. Wiki updated. Detailed Design Consistent with approved design patterns and UI standards. Design approved by Architect. Overall Design Doc updated. Build & Unit Test Consistent with coding standards. Peer Reviewed. 90% automated unit test coverage. All unit tests […]
Agile Project Management
Agile Project Management (AgilePM) is an Agile stablemate to PRINCE2 based upon a subset of the Dynamic Systems Development Method (DSDM) Atern Agile approach, the longest established Agile method based on managing projects. AgilePM focuses on those elements of Agile that are specific to the Agile Project Manager whilst DSDM Atern also includes guidance on delivery techniques and solution development.
AgilePM can be used easily with the entire DSDM Atern approach, or as a project management wrapper for Scrum and other Agile methods. AgilePM is popular with organisations who are are using Scrum but feel that it doesn’t fully meet their needs for project management and governance – particularly if they are already using PRINCE2 or a similar gateway-based approach.
Agile Project Lifecycle Phases
The Feasibility and Foundations phases of the AgilePM lifecycle cover the initial up-front high-level analysis, design and planning required to initiate an Agile project. Guidance is provided for the deliverables of these phases including a MoSCoW Prioritised Requirements List (Must have, Should have, Could have and Won’t have).
In Scrum these initial activities are often referred to as Sprint Zero, but in the AgilePM framework they do not have to be organised as iterative cycles at all. Completion of these phases forms an important governance checkpoint before development commences through detailed Exploration and Engineering of requirements within iterative Timebox cycles. Again, guidance is provided for recommended documentation.
Agile Project Roles
The full set of Management, Technical and Business/Customer focused roles are defined. With a few exceptions, roles can be shared between people and several roles can be performed by the same person.
Project Level Roles
- Business Sponsor: Owns the Business Case, commits funds and resources (equivalent to the highest level aspects of the Product Owner role from Scrum)
- Business Visionary: Defines, owns and communicates the business Vision (equivalent to the higher level aspects of the Product Owner role from Scrum)
- Project Manager: From either business / user / customer or supplier side as appropriate (equivalent to the higher level aspects of the ScrumMaster role)
- Technical Co-ordinator(s): Ensures the solution is technically fit for purpose
Solutions Development Team Roles
- Team Leader: One for each small team (equivalent to the team level aspects of the ScrumMaster role)
- Business Ambassador: Defines detail of requirements, oversees acceptance testing of solution
- Business Analyst: Ensures the business need is properly thought through
- Solution Developer: Creates the solution
- Solution Tester: Plans, defines and performs all non-business user/customer side testing
- Workshop facilitator: Facilitates workshops for the project
- Business Advisor: Inputs specialist business knowledge, perhaps from other areas and/or provides another viewpoint for the Business Ambassador role.
- Agile Coach: Coaches the Project Team on the Agile approach