Definition of Ready (DoR) – Detail Explanation

Definition of Ready (DoR) is an agreement within the team which outlines the criteria a product backlog item must meet before the team stars working on it. The DoR makes sure that the backlog items are well-prepared, clearly understood, and free of ambiguities. Basically DoR checklist should be fine before team commits the item to a sprint.

For instance, items should have clear acceptance criteria, necessary dependencies identified, and proper estimates agreed upon by the team. This minimizes disruptions during the sprint and helps the team maintain focus on delivering value, rather than going with a communication trail which leads lack of focus to complete the item.

This article contains a detail practical explanation of Definition of Ready (DoR) with good examples to deepen your knowledge.

What is Definition of Ready (DoR)

The Definition of Ready (DoR) is a critical concept in Agile methodologies that outlines the criteria a product backlog item must meet before it can be considered ready for development. It ensures that the user stories or tasks are well-defined, properly refined, and actionable, wjocj increases the likelihood of successful completion within the sprint. Agile teams can minimize waste, avoid rework, and enhance the flow of work, aligning closely with lean principles by establishing a DoR. Key elements often included in the DoR are a clear description of the item, acceptance criteria, dependencies identified and addressed, and a size estimate agreed upon by the team.

In Agile, the DoR is particularly valuable during backlog refinement and sprint planning. It is serving as a shared agreement between the Product Owner and the development team. It helps maintain transparency, ensuring that the team is only pulling work that meets a standard of readiness, which ultimately promotes a sustainable pace of delivery. DoR is not a rigid checklist, but it should evolve based on the team’s maturity and feedback to support continuous improvement.

Importance of DoR in a User Story

The Definition of Ready (DoR) is important to ensure that user stories are actionable, clear, and well-prepared before they are committed to a sprint. It acts as a quality gate that prevents incomplete or ambiguous user stories from being added to the development process. Otherwise it could lead to delays, misunderstandings, or rework. Here are some points why it really matters,

• A user story is validated to have all the necessary information, such as a clear description, acceptance criteria, dependencies, and size estimation by meeting the DoR. This allows the development team to focus solely on implementation rather than interpretation or clarification.
• Directly supports Agile principles of delivering valuable and potentially shippable increments and also improve the transparency.
• DoR fosters collaboration between the product owner and the development team during backlog refinement. It encourages critical questions to be addressed upfront, aligning everyone on the expectations and reducing the risk of surprises during the sprint.
• When a user story adheres to the DoR, it empowers the team with confidence, clarity, and alignment, ensuring smoother sprint planning and execution. This process improves productivity and also contributes to delivering higher-quality outcomes.

Definition of Ready (DoR) for an Epic

Epics are large, high-level pieces of work that are often too broad to be actionable by a development team within a single sprint. The DoR for an Epic ensures it is well-scoped, aligned with business objectives, and has sufficient detail to begin breaking it down into smaller, more manageable user stories or tasks. This helps the scrum master, product owner and the team to prioritize effectively and plan refinement sessions for the Epic to be decomposed into set of items.

For Epics, the DoR typically includes criteria such as a clear objective, defined business value, high-level acceptance criteria, identified stakeholders, and initial technical feasibility analysis. Team ensure that large-scale initiatives are not vague or misaligned with strategic goals by applying the DoR to Epics. Additionally, having a clear DoR for Epics facilitates smoother communication and collaboration during backlog refinement and enables the team to focus on creating actionable, ready user stories that directly contribute to the Epic’s completion.

Following are some examples of Definition of Ready (DoR) for an Epic,

• The Epic is aligned with business goals and strategic objectives.
• The value or benefits to the customer or business are clearly articulated.
• The Epic includes a clear and concise description of the problem to be solved or the feature to be developed.
• It has well-defined success metrics or goals.
• Relevant stakeholders have reviewed and agreed upon the Epic’s scope and objectives.
• Dependencies and cross-team impacts are identified and documented.
• High-level acceptance criteria are defined to outline what constitutes successful delivery of the Epic.
• Non-functional requirements (e.g., performance, security) are identified if applicable.
• The Epic is sized appropriately to be broken down into smaller, actionable user stories.
• The Epic is prioritized in the product backlog based on its importance and urgency.
• The Epic has been approved or signed off by key stakeholders to ensure alignment.

Examples of Definition of Ready for User Story

• The User Story is written in a standard format (As a [user], I want [functionality], so that [benefit]).
• Acceptance criteria are clear, comprehensive, and testable.
• Dependencies are identified and resolved, or a resolution plan is given.
• The story has sufficient details, including business rules and constraints.
• Relevant documentation, mock-ups, or designs are attached.
• The story is estimated and sized appropriately for completion within a sprint.
• The story priority set by the product owner.
• Stakeholders have reviewed and approved the story.
• There are no unresolved questions or ambiguities.
• Technical feasibility has been confirmed, and no blockers exist.
• The story is small enough to adhere to the INVEST principle (Independent, Negotiable, Valuable, Estimable, Small, Testable).
• Test scenarios or conditions are identified.
• The development team has a shared understanding of the story.

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.

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.

DoR should be treated as a living artifact. The Scrum Team should regularly review and improve the DoR, ideally during the sprint retrospectives. Scrum team should change the DoR accordingly to reflect lessons learned, changes in project dynamics, and team’s evolving maturity.

Steps to Create Definition of Ready

1. 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.
   
2. 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.
   
3. 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.
   
4. 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.
   
5. 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.
   
6. 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

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.

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.

What is the difference between the Definition of Ready and 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.

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.

Frequently Asked Questions

1. 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.
   
2. 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.
   
3. 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.
   
4. 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.
   
5. 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.
   
6. 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.
   
7. 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.
   
8. 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.
   
9. 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.
   
10. 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.
    
11. 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.
    
12. 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.
    
13. 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.
    
14. 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.