DOD in Scrum – Create an Effective Definition of Done

A clear Definition of Done is a central component of successful agile development processes. Without it, teams lack a shared understanding of when a task is truly completed. But how to create a Definition of Done so that it works in practice and provides real value for all stakeholders?

The Definition of Done in Scrum – A Brief Explanation

The Definition of Done describes the specific criteria that a work package or increment must meet before it can be considered “done.” It serves as a quality benchmark and helps teams develop a shared understanding of when a task is actually completed.

The Definition of Done includes various aspects, such as:

• Functional Requirements – All features must meet the specified requirements.
• Code Quality – The code is clean, documented, and complies with defined standards.
• Tests – Unit tests, integration tests, or other necessary checks have been successfully completed.
• Documentation – If required, all relevant documentation has been updated.
• Review and Approval – The team has reviewed the code and approved it for deployment.

Without a clearly formulated Definition of Done, teams risk incomplete or faulty work packages being considered done. This can lead to technical debt in the long term and negatively impact product quality. Therefore, the Definition of Done should not only be defined once but should be regularly reviewed and refined.

Difference Between Definition of Done and Acceptance Criteria

The terms Definition of Done and Acceptance Criteria are often confused, but they serve different purposes within an agile development process. While both aim to provide clarity about the quality and completion of work packages, they differ in their scope of application.

Definition of Done – The General Quality Standard

The Definition of Done applies team-wide and describes the overarching requirements that must be met for all user stories, features, or increments before they can be considered “done.” It ensures that all work results meet a uniform quality standard.

Acceptance Criteria – The Specific Requirements

In contrast, acceptance criteria are specific to individual user stories or features. They define the conditions that must be met for a feature to meet the expectations of the Product Owner or stakeholders.

Key Differences at a Glance

In summary, the Definition of Done ensures uniform quality assurance throughout the development process, while acceptance criteria help to precisely define the requirements of individual features. Both elements are essential for successful sprints and should be clearly distinguished from each other.

Why Create a Definition of Done in the First Place?

A clear Definition of Done is more than just a formal guideline. It is an essential foundation for successful sprints. Without a uniform definition, it remains unclear when a work package is actually completed. This not only leads to misunderstandings within the team but can also have significant impacts on product quality and project progress.

Avoiding Misunderstandings

Without a Definition of Done, different team members may have different ideas of what “done” means. While a developer might consider a user story with completed code as done, the tester might still see open bugs or missing documentation. A defined Definition of Done ensures a shared understanding and clear expectations.

Improving Product Quality

A Definition of Done typically includes requirements such as:

• Successful tests (unit tests, integration tests)
• Code reviews and adherence to coding standards
• Complete documentation
• Integration into the main repository

These quality criteria prevent incomplete or faulty code from entering the product and leading to technical debt later.

Increased Predictability and Better Sprint Planning

A shared understanding of “done” helps to realistically assess the progress of a sprint. When all team members know exactly which steps are necessary to complete a user story, they can better estimate the effort required. This leads to more reliable sprint commitments and fewer unexpected delays.

Continuous Improvement Through Regular Adjustments

The Definition of Done is not a static document but should be regularly questioned and refined. Teams that continuously optimize their DoD benefit in the long term from more efficient processes and better results.

A Scrum team without a clearly defined Definition of Done risks uncertainties, quality issues, and inefficient processes. On the other hand, those who rely on a precise and well-thought-out definition create the foundation for successful sprints and sustainable product development.

Typical Challenges with the Definition of Done

The Definition of Done should contain clear, realistic, and understandable criteria for the entire team. In practice, however, many teams face challenges that make effective implementation difficult. These problems can lead to the Definition of Done being either too vaguely formulated or not consistently applied in daily work.

Too General or Too Detailed Definition

One of the most common challenges is finding the right balance between clarity and flexibility:

• Too Vague Definition: If the criteria are not clear, each team member interprets them differently. This leads to misunderstandings and inconsistent results.
• Too Detailed Definition: An overly complex definition can unnecessarily slow down the development process. If every small task has to meet a long list of criteria, bureaucracy increases, and the team’s agility suffers.

Lack of Acceptance Within the Team

The Definition of Done should be supported by the entire team. Often, however, it is created by a few individuals, such as the Scrum Master or Product Owner, without involving the developers. In fact, the organization or the developers should create the Definition of Done. If the team does not understand or identify with the criteria, they will not be consistently applied in practice.

Unverified or Outdated Definition

Many teams will create a Definition of Done once and never question it again. However, as the product evolves and development processes improve, requirements can change. An outdated DoD can lead to quality standards no longer meeting current requirements.

Insufficient Integration into the Work Process

Even if the organization or developers create a Definition of Done, it is not always consistently applied. Typical reasons for this include:

• The team views the DoD as a theoretical concept but not as a practical guideline.
• Steps such as code reviews or tests are skipped during sprint chaos.
• Compliance with the definition is not actively monitored.

How Can These Challenges Be Overcome?

For the Scrum Definition of Done to work in practice, it should be regularly reviewed and adjusted by the team. Additionally, it helps to establish it as a fixed part of sprint planning, daily work, and retrospectives. By having a transparent, practical, and accepted definition, many typical challenges can be avoided.

Best Practices for an Effective Definition of Done

A well-thought-out Definition of Done not only improves the quality of work results but also the efficiency of the entire team. For the Definition of Done to work in practice, it should be clearly formulated, realistically achievable, and regularly reviewed. The following best practices can help you create a definition of done and successfully anchor it in the work process.

Ensuring Clarity and Understandability

The Definition of Done should be easy to understand and unambiguous for all team members. Abstract or ambiguous terms such as “well tested” or “sufficiently documented” lead to room for interpretation. Instead, measurable and verifiable criteria should be defined, for example:

• “All unit tests must be successfully completed.”
• “Code reviews must be conducted by at least two team members.”
• “Technical documentation is updated in the wiki.”

Collaborative Development in the Team

For the Definition of Done to be accepted and consistently implemented by all stakeholders, it should be developed collaboratively within the team. The best results are achieved when developers, the Product Owner, and the Scrum Master work together and consider all perspectives.

Balance Between Rigor and Flexibility

An overly strict definition can, as already mentioned, slow down the development process, while a too lenient definition jeopardizes product quality. A good approach could be to first list all meaningful criteria and then divide them as follows:

• Minimum Requirements – Must-have criteria that must not be neglected under any circumstances.
• Extended Criteria – Should-have criteria that are desirable but can be handled flexibly in exceptional cases.

Integration into the Work Process

The Definition of Done should not just be a theoretical document but actively integrated into the daily work process. This includes:

• Regular reminders and reviews during sprint planning.
• Clear commitment from the team to consistently adhere to the criteria.
• Automated tests and code reviews to facilitate compliance.

Regular Review and Adjustment

The requirements for software development are constantly changing. Therefore, the Definition of Done should be regularly questioned and refined. A good time for a review is the Sprint Retrospective, where the team collectively evaluates whether the current criteria are still meaningful or need to be adjusted.

By having a practical, clearly defined, and dynamic Definition of Done, the quality of work results can be sustainably improved. Teams that implement these best practices can create an effective Definition of Done, benefiting from more efficient workflows, fewer reworks, and higher satisfaction among all stakeholders.

Who Should Create the Definition of Done? The Role of Developers, Product Owner, and Scrum Master

The Definition of Done is a binding standard for all work results of a team. But who actually decides which criteria are included? The responsibility for the Definition of Done does not lie with a single person but is a collaborative task of the entire Scrum team. Each participant has a specific role.

The Development Team: Mainly Responsible for Implementation

The development team bears the main responsibility for the Definition of Done, as it must practically implement the requirements. Developers collectively decide which technical and quality criteria are necessary to ensure sustainable software development. This includes aspects such as:

• Code quality standards
• Testing requirements (unit tests, integration tests)
• Documentation guidelines

The team should ensure that the definition remains realistically achievable without unnecessarily slowing down the development process. According to the Scrum Guide, the Definition of Done is created either by the organization or by the developers of the Scrum team. If multiple Scrum teams are involved in a product, they must jointly create a Definition of Done.

The Product Owner: Focus on Business Value

The Product Owner ensures that the Definition of Done not only considers technical requirements but also ensures the business value of a feature. They bring the stakeholders’ perspective and ensure that:

• The Definition of Done aligns with the product goals.
• Important functional aspects are not overlooked.
• The implementation of the criteria remains economically sensible.

The Product Owner should work closely with the development team to ensure that quality and business requirements are aligned.

The Scrum Master: Mediator and Supporter

The Scrum Master has no direct decision-making authority over the Definition of Done but plays an important role as a moderator and coach. They support the team in:

• Regularly reviewing and improving the Definition of Done.
• Removing obstacles that make it difficult to adhere to the definition.
• Raising awareness of the importance of a clear definition.

Collaboration as the Key to Success

An effective Definition of Done only emerges through close collaboration among all stakeholders. The development team ensures technical feasibility, the Product Owner ensures business value, and the Scrum Master supports as a moderator. Through this collaborative process, it is ensured that the Definition of Done is realistic, achievable, and meaningful for the entire team.

How Detailed Should a Definition of Done Be?

The Definition of Done must strike a balance between precision and practicability. If it is too general, it creates room for interpretation, leading to misunderstandings and quality issues. If it is too detailed, it can unnecessarily slow down the development process and limit the team’s agility. The right level of granularity depends on various factors, including team size, project environment, and the maturity of development processes.

When Is a More Detailed Definition Required?

In some scenarios, it may make sense to create a more detailed Definition of Done, for example:

• In highly regulated industries where compliance requirements must be met.
• When a team works with many new members who need clear guidance.
• In teams with little experience in Scrum to create a shared understanding.

How Often Should the Definition of Done Be Reviewed and Adjusted?

The Definition of Done is not a static document but a living tool that should evolve with the team’s and project’s requirements. A once-defined definition is only effective if it is regularly reviewed and adjusted to new insights, technologies, or processes. But how often should such a review take place?

Regular Review in the Sprint Retrospective

An ideal time for evaluating the Definition of Done is the Sprint Retrospective. After each sprint, the team can reflect:

• Was the Definition of Done consistently followed?
• Were there misunderstandings or room for interpretation?
• Have new requirements emerged that should be included?

If problems are identified, adjustments can be made and tested in the next sprint.

Continuous Improvement as the Goal

A Definition of Done that is regularly reviewed and adjusted to new circumstances contributes significantly to quality assurance and process optimization. By maintaining a balanced mix of stability and flexibility, it can be ensured that the Definition of Done remains a valuable guide for the entire team in the long term.

Definition of Done and CI/CD: How Continuous Integration and Deployment Affect It

The Definition of Done ensures that work packages meet a uniform quality standard before they are considered done. In modern development environments that rely on Continuous Integration (CI) and Continuous Deployment (CD), it plays a particularly important role. Automated processes enable faster releases but require a clear Definition of Done to minimize errors and ensure stable deployments.

How Continuous Integration Affects the Definition of Done

Continuous Integration means that code changes are regularly integrated into a shared repository and automatically tested. For this process to run smoothly, the Definition of Done should consider the following points:

• Automated Tests: Every code commit must be validated by unit, integration, and, if necessary, end-to-end tests.
• Error-Free Builds: A code change is only considered “done” if it does not cause build errors.
• Code Review Process: Before integration, the code should have undergone at least one peer review.

If a work package is considered “done” but is not fully integrated into the CI process, it can lead to unexpected problems in the next development phase.

Continuous Deployment and Its Impact on the Definition of Done

Continuous Deployment means that changes are automatically rolled out to the production environment after successful testing or at least can be. Here, the responsibility of the Definition of Done increases, as each deployment can have immediate impacts on end users. Important criteria that a DoD in CI/CD environments should include:

• Feature Toggles: New features should be deactivatable if problems arise.
• Rollback Strategies: A DoD should specify that there are mechanisms to quickly roll back faulty releases.
• Monitoring and Logging: The Definition of Done should ensure that sufficient monitoring and logging mechanisms are implemented.

Practical Experiences: Mistakes and Learnings When Defining the Definition of Done

The Definition of Done is a central tool for ensuring the quality and efficiency of an agile development team. However, in practice, mistakes and challenges repeatedly arise that can impair the effectiveness of the Definition of Done. Based on real experiences, some typical pitfalls and valuable learnings can be identified.

Common Mistakes with the Definition of Done

Many teams underestimate the importance of a clear and achievable Definition of Done. Typical mistakes include:

• Too Vague or Unclear Formulations: If terms like “well tested” or “sufficiently documented” are not further defined, room for interpretation arises.
• Lack of Team Involvement: A Definition of Done that is dictated by the Product Owner or—worse—the Scrum Master often has little acceptance and is not consistently implemented.
• Excessive Complexity: Too many requirements can unnecessarily slow down the development process and limit the team’s agility.
• No Regular Review: A Definition of Done that remains unchanged for a long time can become outdated and no longer meet current requirements.
• Non-Verifiable Criteria: If a definition contains requirements that are difficult to measure or prove, it is often ignored or inconsistently applied.

Learnings from Practice: How to Create a Successful Definition of Done

Experienced Scrum teams have found ways to overcome these challenges. Important insights are:

• Develop the Definition of Done in the Team: The more developers are involved in the process, the more they feel responsible and adhere to the guidelines.
• Formulate Precise and Verifiable Criteria: Each criterion should be measurable, e.g., “All code changes must have at least 80% test coverage.”
• Find a Balance Between Rigor and Flexibility: The Definition of Done should ensure quality but not create unnecessary hurdles.
• Regular Review and Adjustment: At least once a month, it should be evaluated whether the Definition of Done is still up to date.
• Use Automation: Many requirements of the Definition of Done, such as tests or code reviews, can be supported by automation tools.

Checklist for a Practical Definition of Done

A clear Definition of Done ensures that all work packages meet uniform quality standards. To check whether the Definition of Done is practical and effective, a structured checklist helps. This ensures that no important aspects are overlooked and that the definition is uniformly understood and applied by all team members.

General Requirements

• Is the Definition of Done understandable for the entire team?
• Was it developed collaboratively within the team and accepted?
• Is it precisely formulated and avoids room for interpretation?
• Is it regularly reviewed and adjusted if necessary?

Technical Requirements

• Does the code meet the defined quality standards? (e.g., code reviews, adherence to coding guidelines)
• Have all unit and integration tests been successfully completed?
• Is the code integrated into the central repository and successfully built?

Functional Requirements

• Has the user story been fully implemented?
• Are all acceptance criteria met?
• Has the implementation been coordinated with the Product Owner or relevant stakeholders?

Documentation and Maintainability

• Is the code sufficiently documented?
• Has user or technical documentation been created if required?
• Are all relevant details available for future maintenance and development?

Quality Assurance and Release Readiness

• Have all required manual and automated tests been successfully completed?
• Is the feature fully integrated into the product and ready for deployment?
• Are monitoring and logging mechanisms in place for live operation?

FAQs – Frequently Asked Questions About How to Create a Definition of Done

What is the Definition of Done (DoD) in Scrum?

The Definition of Done (DoD) is a clear and verifiable checklist of requirements that a product increment must meet to be considered “done.”

Why is the Definition of Done important?

The DoD ensures a shared understanding within the team of what “done” means. It helps avoid inconsistencies and misunderstandings while maintaining the quality of deliverables.

Can the Definition of Done change during a project?

Yes, the DoD can and should evolve. It should be regularly reviewed and adjusted as needed, especially when new requirements or technologies arise.

What should be included in a Definition of Done?

A DoD should include clear criteria for code quality, test coverage, documentation, user acceptance tests, and other project-specific requirements.

What are the consequences of not adhering to the Definition of Done?

Failing to meet the DoD can lead to significant quality issues, causing extra work, delays, higher costs, and dissatisfied stakeholders.

How does the Definition of Done differ from Acceptance Criteria?

The DoD defines general requirements applicable to all increments, whereas acceptance criteria specify conditions that a particular feature or user story must meet.

How can the DoD improve teamwork and efficiency?

A clear DoD helps teams collaborate better by establishing a common understanding of quality standards. This enhances efficiency and results in more stable and high-quality product increments.