In Agile and Scrum, teams often hear about the Definition of Done (DoD), the criteria that show when a story is complete. But many teams also use something called a Definition of Ready (DoR). While it can look like a helpful practice at first, if not used carefully, it can actually create problems for the team’s agility. Let’s break this down in simple words and understand when a Definition of Ready helps, and when it can hurt.
What is the Definition of Ready?
The Definition of Ready is a checklist or set of conditions that a Product Backlog Item (PBI) or user story must meet before it can be accepted into a sprint. Think of it as a gatekeeper. For example, a team might say: A story should be small enough to fit within a sprint. It must have clear acceptance criteria. Dependencies should be resolved. Designs or mockups should be available if needed. In short, DoR is like a bouncer at a club. Just as a bouncer only lets certain people inside, the DoR only lets stories into the sprint that meet certain rules.
Example of a Definition of Ready
A team might create rules like: Acceptance criteria are clearly defined. The story is estimated and within a reasonable size (often less than half of the team’s velocity). UI designs are available if screens are impacted. External dependencies are resolved (like approvals from another team or vendor). These conditions look good because they reduce uncertainty before starting the sprint. But here’s where the risk comes in.
How the Definition of Ready Helps?
The main benefit of DoR is that it can prevent common problems. Avoiding oversized stories: By ensuring a story is small enough, the team doesn’t risk failing the sprint due to an unfinishable task. Managing dependencies: If your team often waits on another group, a DoR rule that says “no unresolved dependencies” can save the sprint from being blocked. Clarity for the team: DoR ensures that the team has enough information before starting, reducing confusion mid-sprint. So yes, DoR can help reduce risks. But if misused, it can become dangerous.
Why the Definition of Ready Can Be Risky?
The problem comes when teams use the Definition of Ready too strictly. If the rules demand that everything must be 100% complete before starting work, then Agile turns into Waterfall. This leads to what is called a stage-gate approach. In such a process, work is divided into stages, and you can’t move to the next stage without completing the previous one fully. For example: Design must be 100% complete before coding starts. Coding must be 100% complete before testing starts. This sequential way of working reduces agility. Instead of overlapping tasks (analysis, design, coding, and testing happening together), everything becomes locked in order. And that is the opposite of what Agile aims for.
Agile Encourages Concurrent Engineering
In real Agile teams, work overlaps. While developers are coding one part of the story, designers might still be finalizing other parts. Testers can prepare test cases while coding is still in progress. This concurrent engineering makes the process faster, flexible, and adaptive. But if DoR is too rigid, it kills this flexibility. Instead of agility, the team slips back into a Waterfall mindset.
How to Use the Definition of Ready Correctly?
So should teams never use DoR? Not exactly. It can still be helpful if used wisely. Here’s how to make it effective: Turn rules into guidelines, instead of saying “The mockup must be 100% complete,” say “The mockup should be clear enough for the team to start work. Focus on value, not perfection, Ask, “Do we have enough to begin delivering value?” instead of waiting for every detail. Make exceptions when needed, Don’t let the DoR block valuable stories just because they don’t tick all boxes.
Example rewrite: Instead of saying “A detailed design must be completed before coding,” use “A rough design or mockup should exist, but it can be refined during the sprint.” This way, the team gets clarity without losing agility.
The Definition of Ready can be a useful tool for Scrum teams but only if applied with balance. Used lightly, it prevents common issues like oversized stories or unresolved dependencies. Used too strictly, it creates stage-gates and slows down agility. Agile is about collaboration, flexibility, and delivering value quickly. So instead of making DoR a rigid rulebook, treat it as a guideline that helps your team prepare, without blocking progress.
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Frequently Asked Questions
Is the Definition of Ready mandatory in Scrum?
No. The official Scrum Guide does not mention DoR. It’s an optional practice that teams may use if it helps them.
What’s the main risk of using a Definition of Ready?
If applied too rigidly, it can create stage-gates and make the team less agile, resembling a Waterfall process.
How can teams use DoR effectively?
Keep it lightweight. Use guidelines instead of strict rules, allow overlapping work, and ensure the goal is clarity, not bureaucracy.