Difference between revisions of "Ready to build"

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m (validate)
(wireframes, design comics, UI sketches)
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|valign="top"|'''immediately actionable'''
|valign="top"|'''immediately actionable'''
|valign="top"|The {{dt}}s have no no known questions regarding the what, why and for whom of the item and  can immediately start implementing the item, working on it until it is done, completing it until it meets all criteria that allow it to be pulled into the next station;
|valign="top"|The {{dt}}s have no no known questions regarding the what, why and for whom of the item and  can immediately start implementing the item, working on it until it is done, completing it until it meets all criteria that allow it to be pulled into the next station.
 
To improve actionability, consider providing:
*UI sketches and wireframes;
*scenarios;
*design ‘comic’
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|valign="top"|'''independent'''
|valign="top"|'''independent'''

Revision as of 05:48, 27 October 2011

scrum, about to pull in product backlog items into the sprint.

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{{{wish full}}}

Downstream Definition of Ready equals the upstream Definition of Done.

Definition of Ready means that any item pulled into the sprint:

See below for a detailed explanation.

Therefore:

{{{therefore full}}}

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Check Proof
immediately actionable The development teams have no no known questions regarding the what, why and for whom of the item and can immediately start implementing the item, working on it until it is done, completing it until it meets all criteria that allow it to be pulled into the next station.

To improve actionability, consider providing:

  • UI sketches and wireframes;
  • scenarios;
  • design ‘comic’
independent The dependency count is less than three, meaning that the item is relatively independent and does not pull a lot of other items into the sprint.
understanding The development team explains the context, what, why (value creation) and for whom (persona) back to the product owner.
negotiable The item is clear on the what, yet still leaves room for:
  • how it will be implemented, meeting or exceeding the non-functional requirements and within the technological and architectural guidelines; and
  • nudging details—functional, behavioral, technical, or otherwise that would benefit its use or implementation
valuable The relative (business) value is clear and written on the item.
estimatable The item's relative implementation effort expressed in story points is written on the item by the development team, using techniques like planning poker.
sized appropriately The item's estimated implementation effort is 8 story points or less.
testable Crystal clear acceptance criteria for both the product owner and operations are associated with the item, probably written on the back of the item or documented in an automated test harness.

Acceptance criteria help to:

Popular tools like Cucumber can be used to express these criteria and facilitate automated testing practices.

demonstrable Either the development team or product owner or both can demonstrate the item when implemented.

Defining and scripting the demonstration helps to:

  • set scope;
  • think through the many aspects of its use;
  • find both happy and exceptional paths through the item's use; and
  • validate earlier defined scenarios and their outcomes.