Definition of Ready (DoR) – Detail Explanation
Definition of Ready (DoR) is a shared agreement within an Agile team that defines the criteria a Product Backlog Item (PBI) must meet before the team starts working on it. The DoR ensures that backlog items are well prepared, clearly understood, and free from ambiguity. In simple terms, the DoR checklist must be satisfied before the team commits an item to a sprint.
For example, backlog items should have clear acceptance criteria, identified dependencies, and agreed estimates. This minimizes disruptions during the sprint and helps the team stay focused on delivering value instead of spending time on clarification and rework.
This article provides a practical and detailed explanation of the Definition of Ready (DoR) with real-world examples to deepen your understanding.
What is Definition of Ready (DoR)
The Definition of Ready (DoR) is a key Agile concept that defines the minimum criteria a backlog item must meet before it is considered ready for development. It ensures that user stories or tasks are well defined, properly refined, and actionable, that increases the likelihood of successful completion within a sprint.
By establishing a DoR, Agile teams can minimize waste, avoid rework, and improve workflow efficiency, which closely aligning with Lean principles. Typical DoR elements include following,
- Clear and concise description
- Defined acceptance criteria
- Identified dependencies
- Agreed effort estimation
In Agile practices, the DoR is especially valuable during backlog refinement and sprint planning. It serves as a shared agreement between the Product Owner and the Development Team, ensuring only ready and actionable items are pulled into a sprint.
The DoR is not a rigid checklist. It should evolve based on team maturity, feedback, and continuous improvement.
Importance of DoR in a User Story
The Definition of Ready plays a crucial role in ensuring that user stories are clear, actionable, and fully prepared before sprint commitment. It acts as a quality gate that prevents incomplete or ambiguous stories from entering development, which could otherwise cause delays, misunderstandings, or rework.
Why DoR matters for user stories:
- Ensures all required information is available, including acceptance criteria, dependencies, and estimates
- Allows the team to focus on implementation instead of interpretation
- Supports Agile principles such as transparency and delivering valuable increments
- Encourages early collaboration between the Product Owner and Development Team
- Reduces surprises and risks during sprint execution
When a user story meets the DoR, the team gains confidence, alignment, and clarity—leading to smoother sprint planning and higher-quality outcomes.
Examples of Definition of Ready for User Story
A user story is considered “ready” when:
- Written in a standard format (As a user, I want…, so that…)
- Acceptance criteria are clear, complete, and testable
- Dependencies are identified and resolved or planned
- Business rules and constraints are documented
- Relevant designs, mockups, or documentation are attached
- Estimated and small enough to fit within a sprint
- Priority is set by the Product Owner
- Reviewed and understood by stakeholders
- No open questions or ambiguities remain
- Technically feasible with no known blockers
- Meets INVEST principles
- Test scenarios are identified
- Shared understanding exists within the team
Role of DoR in Agile
The Definition of Ready (DoR) plays a vital role in Agile by serving as a critical alignment tool that ensures product backlog items, such as user stories or epics, are fully prepared before the development work started. It acts as a shared agreement between the Product Owner, Scrum Team, and Team Members by providing a structured set of criteria that must be met for work to begin. By defining what “ready” means, the DoR reduces ambiguity, fosters a shared understanding, and minimizes risks of rework, miscommunication, or scope creep during development.
In Agile, the DoR directly supports the principles of iterative delivery by ensuring that only actionable, clear, and well-defined items are pulled into sprints. It enhances sprint planning by enabling the team to focus on execution rather than back and forth clarification. It ensures a steady flow of valuable, high-quality increments.
By enforcing the DoR,
- Sprint planning becomes more efficient
- Teams maintain a steady and predictable delivery flow
- Collaboration during backlog refinement improves
- Focus shifts from clarification to execution
Moreover, the DoR encourages collaboration and refinement in backlog grooming sessions, where the team and product owner work together to achieve clarity and alignment. Scrum teams can maintain efficiency, predictability, and agility, all while fostering continuous improvement in the product development lifecycle by enforcing the DoR.
When should Scrum Team create the DoR?
It is recommended to create the Definition of Ready (DoR) as early in team’s collaboration, ideally during the team formation stage or the initial sprint planning (sprint 0) of a new project. Establishing the DoR at the beginning sets a clear definition of “ready” backlog item, helping to align expectations among the product owner and developers. This proactive approach ensures that the team starts with a strong foundation for backlog refinement and sprint execution.
The DoR should be treated as a living artifact and reviewed regularly, specially during sprint retrospectives to reflect lessons learned and evolving team maturity.
Steps to Create Definition of Ready
- Understand the Purpose of DoR
The scrum team should understand the purpose of the DoR as the first step. The intention of a DoR is to ensure that backlog items are clear, actionable, and ready for implementation. This helps the team minimize ambiguity, reduce rework, and enhance the efficiency of the sprint. - Involve the Entire Scrum Team
The next step is to involve the entire Scrum team in the creation process. It is important that to have a great collaboration of the product owner, scrum master, and developers because each role brings a unique perspective to the table. The product owner can ensure that business requirements are clear, while developers can provide insight into the technical feasibility of tasks. The scrum master facilitates the discussion and ensures that the DoR is agreed upon and supports the team’s flow. - Review Past Challenges
Reviewing challenges faced during previous sprints is another important step. The team should reflect on issues like vague user stories, lack of acceptance criteria, or unresolved dependencies. These past challenges provide valuable insights into what needs to be addressed in the DoR to prevent similar problems from arising. - Define Key Readiness Criteria (Start Simply)
The team can begin to define the specific readiness criteria for backlog items. The criteria should ensure that the items are well-prepared for the sprint. Team should start with a very basic and simple DoR, and improve it with the time when team matures in scrum processes. - Document the DoR
DoR should be documented in a central, accessible location. This could be an agile tool such as Jira or Confluence, or even a shared document, where all team members can refer to it easily. - Iterate and Improve
Finally, the DoR should not be considered a static document. It is important to iterate and refine the DoR as the team gains experience and encounters new challenges. Regular reviews during sprint retrospectives sessions allow the team to adapt the criteria based on their evolving needs
Common Mistakes Teams Make with Definition of Ready
Although the Definition of Ready (DoR) is designed to improve clarity and flow, many teams unintentionally misuse it. When applied incorrectly, the DoR can create friction, slow delivery, and work against Agile values. Understanding these common mistakes helps teams apply the DoR as an enabler rather than a constraint.
1. Treating the DoR as a Rigid Gate or Approval Process
One of the most common mistakes is using the DoR as a hard approval gate instead of a collaborative readiness guideline. In this scenario, backlog items are either “accepted” or “rejected” based on a checklist, often without meaningful discussion.
How This Shows Up in Real Teams
- Stories are blocked from sprint planning due to minor missing details
- Product Owners feel they are being “policed” by the DoR
- Developers refuse to pick up work until everything is fully specified
- Backlog refinement turns into a compliance exercise rather than a conversation
Why This Is a Problem
Agile is built on learning, collaboration, and adaptation. Treating the DoR as a rigid gate creates:
- Artificial delays in starting valuable work
- Reduced collaboration between Product Owner and Developers
- Fear of imperfection, leading to over-analysis
- Loss of flexibility when learning is required during development
This approach often pushes teams toward mini–waterfall behavior within sprints.
Correct Approach
The DoR should be used as a conversation starter, not a blocker.
- Use the DoR to highlight risks and gaps, not to stop work mechanically
- Allow exceptions when learning value is high and risks are understood
- Encourage discussion rather than checklist enforcement
- Focus on “Are we ready enough to start?” instead of “Is every box ticked?”
A healthy DoR supports decision-making rather than replacing it.
2. Making the DoR Too Detailed, Heavy, or Over-Engineered
Another common mistake is overloading the DoR with too many requirements. Teams sometimes attempt to eliminate all uncertainty upfront by demanding extensive documentation, detailed designs, and full technical solutions before development begins.
Common Signs of an Overloaded DoR
- Mandatory detailed UI designs for every story
- Technical architecture decisions required upfront
- Excessive documentation before estimation
- Long refinement sessions with diminishing returns
- Stories take weeks to become “ready”
Why This Happens
- Past failures due to unclear requirements
- Desire to reduce risk by predicting everything early
- Influence of traditional project management practices
- Pressure from stakeholders to “lock scope”
Negative Impact on Agility
- Slows down backlog refinement
- Reduces experimentation and learning
- Encourages analysis paralysis
- Delays feedback from real users
- Makes teams resistant to change
Instead of enabling flow, a heavy DoR becomes a bottleneck.
Correct Approach
The DoR should define the minimum information needed to start, not everything needed to finish.
- Capture just enough detail to begin work safely
- Accept that some learning happens during the sprint
- Defer detailed design decisions when appropriate
- Regularly remove criteria that no longer add value
A good rule of thumb:
If a DoR item does not directly reduce uncertainty or risk, question its necessity.
3. Using the DoR to Shift Responsibility to the Product Owner
In some teams, the DoR becomes a tool to offload responsibility onto the Product Owner. Developers may expect the Product Owner to deliver perfectly refined stories, while they disengage from refinement discussions.
How This Anti-Pattern Appears
- Developers attend refinement sessions passively
- “Bring us ready stories” becomes the expectation
- Technical risks are discovered late in the sprint
- Product Owners feel overwhelmed and isolated
Why This Is Dangerous
Scrum is built on cross-functional collaboration. When readiness becomes the Product Owner’s responsibility alone:
- Technical feasibility is not validated early
- Dependencies and risks surface too late
- Shared understanding across the team is lost
- Accountability becomes unclear
This often leads to frustration on both sides and reduced sprint success.
Correct Approach
Readiness is a shared Scrum Team responsibility.
- Product Owner provides business context and priorities
- Developers contribute technical insights and risk assessment
- Scrum Master facilitates alignment and collaboration
Backlog refinement should be a working session, not a handoff. A story is only “ready” when everyone understands it well enough to start work.
4. Copying a Definition of Ready from Other Teams Without Context
Many teams adopt DoR templates from blogs, frameworks, or other organizations without adapting them to their own environment. While templates can be helpful, blindly copying them often causes misalignment.
Common Scenarios
- New teams adopt enterprise-level DoRs
- Small teams use overly complex readiness criteria
- Teams inherit DoRs created years ago without review
- Distributed teams use DoRs designed for co-located teams
Why This Fails
Every team differs in,
- Product complexity
- Technical maturity
- Domain knowledge
- Team size and experience
- Organizational constraints
A DoR that works well for one team may be completely inappropriate for another.
Negative Consequences
- Frustration with “unrealistic” readiness expectations
- Frequent DoR violations or ignored rules
- Reduced trust in Agile practices
- DoR becoming shelfware
Correct Approach
A Definition of Ready must be context-driven and evolving.
- Start simple and grow the DoR gradually
- Adapt it based on retrospective insights
- Remove rules that no longer serve the team
- Regularly ask: “Is this criterion still helping us?”
The best DoR is not the most detailed one, it is the one that fits the team’s reality today.
Definition of Ready in Backlog Refinement Sessions
Backlog refinement is where the Definition of Ready is actively applied, not just documented.
During refinement sessions, the Scrum Team reviews upcoming backlog items and evaluates whether they meet the DoR criteria. This process ensures that stories entering sprint planning are actionable and well understood.
How DoR Is Used in Refinement
- Clarifying the user story and its intent
- Refining and validating acceptance criteria
- Identifying dependencies and risks
- Discussing technical feasibility and constraints
- Estimating effort and sizing the work
Outcome of Applying DoR in Refinement
- Stories that meet the DoR move closer to the top of the backlog
- Stories that don’t meet the DoR remain in refinement
- Fewer unknowns during sprint execution
- More effective and focused sprint planning
A practical rule of thumb,
If a story cannot be confidently estimated, it is usually not ready.
Best Practices of DoR in Agile
- Involve the entire Scrum Team (Product Owner, Developers, Scrum Master) in creating and reviewing the DoR.
- Define specific, measurable, and actionable criteria that make it clear when a backlog item is ready.
- Keep the DoR documented and accessible to the team in a central location (e.g., Agile tools like Jira or shared documents).
- Regularly review and adjust the DoR based on lessons learned or evolving team needs.
- Keep the DoR concise and focused on the essentials to avoid unnecessary complexity and maintain clarity.
Can the DoR change Over Time?
Yes, the Definition of Ready (DoR) should change over time. As the scrum team gains experience, learns from past sprints, and adapts to new challenges or project needs, the DoR should evolve to better align with the workflow and goals of the team. Regular reviews during retrospective sessions allow the team to update the DoR, to ensure it remains relevant and effective.
Definition of Ready (DoR) for an Epic
Epics are large, high-level work items that span multiple sprints and are not immediately actionable. The DoR for an Epic ensures it is sufficiently defined and aligned with business goals before being broken down into smaller user stories.
A strong Epic-level DoR helps the Product Owner, Scrum Master, and team prioritize effectively and plan refinement activities.
Example DoR Criteria for an Epic
- Aligned with business goals and strategic objectives
- Clear business value or customer benefit defined
- Concise description of the problem or opportunity
- Success metrics or outcomes identified
- Stakeholders identified and aligned
- Dependencies and cross-team impacts documented
- High-level acceptance criteria defined
- Non-functional requirements identified (if applicable)
- Sized appropriately for decomposition
- Prioritized in the product backlog
- Reviewed and approved by relevant stakeholders
How does the DoR differ for Epics, User Stories, and Tasks?
The Definition of Ready (DoR) differs for epics, user stories, and tasks, based on the scope and complexity of the work item. Following is how the DoR varies for each,
- Epics
Epics are large, overarching stories that span multiple sprints. The DoR for an Epic is broader and less detailed at the outset. It should focus on high-level goals, business value, and alignment with product objectives. The DoR for an Epic ensures that the team has enough information to start decomposing it into smaller, more manageable work items. - User Stories
The DoR for a User Story focuses on ensuring that it is clear, actionable, and testable. It includes a well-defined description, clear acceptance criteria, identified dependencies, and an estimate of effort. A User Story should be small enough to be completed within a sprint and should have enough detail to allow the team to start work immediately. - Tasks
Tasks are smaller, more granular units of work that break down User Stories. The DoR for a Task focuses on ensuring that it is clearly understood by the team, with defined objectives and dependencies. It often requires less formal documentation than a User Story but should still be clear enough to ensure the team can complete it within the sprint.
Who is Responsible for Creating the DoR?
The Scrum Team as a whole is responsible for creating the Definition of Ready (DoR).
- Product Owner ensures that the backlog items are aligned with business objectives and that the criteria reflect the needs of the stakeholders. The Product Owner provides the necessary context and helps define what “ready” means from a business perspective.
- Scrum Master facilitates the process of creating and refining the DoR. The Scrum Master ensures that the team remains aligned, the process is followed, and that the DoR supports the team’s workflow and Agile principles. They also guide the team in continuously improving the DoR.
- Development Team brings in technical expertise and ensures that the backlog items are feasible, clear, and detailed enough for implementation. The team helps define the technical aspects of the DoR, such as testability, dependencies, and design considerations.
Risks of Not Having a Definition of Ready
Teams that operate without a Definition of Ready often experience hidden inefficiencies that worsen over time.
Common Risks
- Unclear requirements entering sprints
- Increased interruptions and rework
- Poor sprint predictability and forecasting
- Developer frustration and context switching
- Higher risk of missed sprint goals
- Reduced stakeholder confidence
Without a DoR, teams may appear busy but struggle to deliver consistently. The absence of readiness standards often results in reactive work rather than deliberate execution.
Signs Your Definition of Ready Is Too Heavy or Too Weak
An effective DoR strikes a balance. When it is too strict or too loose, it creates problems.
Signs the DoR Is Too Heavy
- Refinement sessions take excessive time
- Stories require unnecessary documentation
- Teams delay learning until “everything is known”
- Sprint planning feels blocked rather than enabled
Signs the DoR Is Too Weak
- Frequent clarifications during the sprint
- Stories spill over into the next sprint
- Increased rework and mid-sprint changes
- Developers feel uncertain about requirements
Finding the Right Balance
- Ensure clarity, not perfection
- Allow learning during the sprint
- Adjust the DoR based on retrospective feedback
- Keep the focus on starting well, not knowing everything
Definition of Ready (DOR) vs Acceptance Criteria
The Definition of Ready (DoR) and Acceptance Criteria are two crucial concepts in Agile, but they serve distinct purposes and are applied at different stages of the work process.
- Definition of Ready: Applied before development begins to confirm readiness
- Acceptance Criteria: Applied after development to confirm completion
The DoR ensures that a backlog item (such as a user story or task) is sufficiently defined, understood, and prepared for the team to begin working on it in a sprint. It sets the criteria for when a backlog item is considered “ready” to be picked up in the sprint. This includes ensuring that the item has a clear and complete description, well-defined acceptance criteria, identified and resolved dependencies, is small enough to be completed within the sprint, and has the necessary resources (such as access to systems or environments). Essentially, the DoR ensures that the work is ready to be done before development starts.
On the other hand, Acceptance Criteria define the specific conditions and requirements that must be met for a backlog item (usually a user story) to be considered complete. These criteria provide clear, testable conditions that describe the expected outcomes and functionality for the work to be deemed successful. Acceptance criteria are used to validate whether the completed work meets the desired functionality from the business and user perspective. They specify exactly what needs to be achieved for the item to be considered finished, and these conditions are typically tested after development to confirm the item’s completeness.
The primary difference between the DoR and Acceptance Criteria lies in their timing and purpose. The DoR is applied before the work begins, ensuring that the backlog item is sufficiently prepared and that the team can start working on it immediately. In contrast, Acceptance Criteria are used during and after the work is completed to verify that the outcome meets the desired standards. Also the DoR addresses the readiness of the item for development (covering aspects such as dependencies and available resources), but the Acceptance Criteria focus on the conditions for completing the work successfully and ensuring that it meets the functional requirements.
Definition of Ready vs Definition of Done (DoD)
The Definition of Ready (DoR) and the Definition of Done (DoD) are two complementary Agile concepts that often get confused, yet they serve very different purposes at different stages of the workflow.
The Definition of Ready focuses on input quality. It defines when a backlog item is sufficiently refined, understood, and prepared so that the team can confidently start working on it. The DoR acts as an entry gate into a sprint.
The Definition of Done, on the other hand, focuses on output quality. It defines when a backlog item is complete, potentially releasable, and meets the team’s quality standards. The DoD acts as an exit gate from a sprint.
Key Differences
- Timing
- DoR is applied before development begins
- DoD is applied after development is completed
- Purpose
- DoR ensures work is ready to start
- DoD ensures work is truly finished
- Focus
- DoR focuses on clarity, feasibility, and readiness
- DoD focuses on quality, validation, and completeness
- Ownership
- DoR is shaped mainly during backlog refinement
- DoD is enforced during development, testing, and review
How They Work Together
A strong DoR ensures the team starts with well-prepared work, while a strong DoD ensures the team finishes with high-quality outcomes. When both are applied effectively, teams experience fewer disruptions during sprints and deliver more predictable, valuable increments.
Frequently Asked Questions
- How is the DoR validated during a sprint?
The DoR is validated during the sprint by ensuring that the backlog items selected for the sprint meet the criteria outlined in the DoR. The Scrum team reviews the items during backlog refinement or sprint planning to ensure they are well-defined, testable, and ready for development. - What happens if work doesn’t meet the DoR?
If work doesn’t meet the DoR, it cannot be picked up in the sprint. The team will need to address the missing elements, such as clarifying requirements, resolving dependencies, or refining acceptance criteria, before the work is considered ready for development. - How does the DoR contribute to Agile values and principles?
The DoR supports Agile values by promoting transparency, ensuring that work is clearly understood before development begins, and collaboration, as it encourages the scrum team to work together to define what is required for readiness. It aligns with the principle of delivering working software by ensuring that items are actionable and testable before they are worked on, contributing to a smooth and efficient sprint. - What is Agile?
Agile is a flexible approach to project management and software development that focuses on delivering small, incremental improvements through short cycles called sprints. It emphasizes collaboration, adaptability, and customer-focused delivery. Agile allows teams to adjust to changes quickly and ensures continuous value delivery. - What is Scrum?
Scrum is a specific framework within Agile used to manage complex projects. It involves structured roles, ceremonies, and artifacts to help teams work together, deliver high-quality results, and continuously improve. Scrum organizes work into short, time-boxed iterations called sprints, typically lasting 2-4 weeks. - What are the key roles in Scrum?
Scrum defines three key roles: The Product Owner, who manages the product backlog and ensures the team works on the highest priority tasks; the Scrum Master, who helps the team follow Scrum practices and removes obstacles; and the Development Team, a group of professionals who work together to complete the tasks during a sprint. - What is a Product Backlog?
The Product Backlog is a list of all the features, enhancements, bug fixes, and tasks that need to be completed in the project. It is constantly updated and prioritized by the Product Owner, so the team always knows the most important tasks to work on next. - What is a Sprint Backlog?
The Sprint Backlog is a list of user stories or tasks that the Scrum team commits to complete in the current sprint. These tasks are selected from the product backlog based on priority and team capacity, and the team focuses on them throughout the sprint. - What are Scrum ceremonies?
Scrum ceremonies are key meetings that help the team stay aligned. They include Sprint Planning, where the team decides what to work on during the sprint; Daily Standups, where team members update each other on progress; Sprint Review, where the completed work is demonstrated to stakeholders; and Sprint Retrospective, where the team discusses how to improve. - What is the role of a Scrum Master?
The Scrum Master helps the team follow Scrum practices, facilitates Scrum ceremonies, and removes any obstacles that might slow down progress. They act as a coach, ensuring the team works efficiently and continuously improves their processes. - What is the role of a Product Owner?
The Product Owner is responsible for managing the product backlog, prioritizing tasks, and ensuring that the team works on the most valuable features. They collaborate with stakeholders to understand their needs and communicate those to the team. - What is an Increment in Scrum?
An Increment is the completed work delivered at the end of a sprint. It’s a potentially shippable product that includes everything done during the sprint and is available for review or release. Each increment builds upon the previous one, adding more functionality to the product. - How do Scrum and Agile differ?
Agile is a set of principles for software development, while Scrum is a specific methodology that applies those principles through structured roles, ceremonies, and artifacts. Scrum is just one way to implement Agile, providing a more detailed framework for working in short iterations. - What are common challenges in Scrum?
Some common challenges in Scrum include resistance to adopting Scrum practices, unclear roles or responsibilities, issues with prioritization, and difficulties in managing dependencies. Teams may also struggle to maintain consistent commitment to Scrum ceremonies or to deliver potentially shippable increments at the end of each sprint.