Definition of Done

The definition of done might be one of the most difficult elements for people to understand and there are several reasons for this.

#one we think transactional once a problem is described to us, we feel we need to solve it all at once whether we are capable or whether it's meaningful is immaterial. We have been trained to think this way and we can't shake the conditioning off. What does this mean for us.

Within this context we are not done until the problem is completely solved and we continue to plan and plan and plan until we have the ultimate plan. That will solve that problem.

Never mind that we neglect to validate that our plan is solid. Don't see the necessity of adding learning into the overall experience.

#two complicated means value.

We have this funny idea that the more complicated our ideas are the more valuable they appear. Value includes understanding an action ability if you can't understand something or can't do something with it. What value does it have for you.

#three we think too big.

This is partially related to the transactional part, but the issue is different. The real issue here is that we struggle breaking elements down into smaller parts which allow us to understand in action just like point number two tied to the complication.

We believe bigger is better. Let's be honest more is not better.

Better is better now that we have covered done from an individual perspective. Let's see how the definition of done is applied at the enterprise level because each department has a different definition of done.

The composite results lacked value. Part of the problem lies in the fact that there are no common goals. Well maybe on paper but not in reality what this implies is that each department has a different definition and it is the lack of alignment that leads us to this predicament. Is there a solution.

It's not commands and control which seems to be the knee jerk reaction of several individuals when forced to show their hand.

Here are some steps you can follow to help overcome this predicament.

The first one is there should be a common goal. If not, we shouldn't be surprised that our results are dysfunctional.

This is the true definition of done.

The second one would be, can you align your actions with this definition.? If not, why not.

Very often the problem lies with the lack of understanding of what the others are doing and why. Maybe the real problem is that we don't talk to each other.

And the third one, do we have matrices that allow us to measure how close to done we are?

What's required in a way is to measure progress on four levels the individual level.

How is each individual doing and getting things done.

The team level when you aggregate the individual progress doesn't match the team's expectations department level.

Here different objectives will be set, and the activities will depict different definitions of done.

And lastly the enterprise level does the aggregation matchup.

Agility means adjusting if they don't.

Are there proper rewards within the enterprise to ensure that the employees strive and delivering better fits quicker.

If not, we should not be surprised that the desired results are not to be found.