Monday, October 7, 2019

Definition of Ready

While not part of the official Scrum Book, the Definition of ready can be a valuable asset for Agile Teams.
Over the years, we've seen stories being cancelled, deferred, incorrectly estimated and deemed incomplete causing a big frustration on development teams. Why? Excluding technical impediments or poor architectural decisions, a big problem could be on how the requirements were collected and transformed into a story. Other reasons could also be: incomplete or missing requirements and external unmet dependencies.
Given that all of the above contributes to wrong estimates and growing insatisfaction on development teams we'd like to share a template that could potentially be helpful for teams suffering from the above issues: a template for Definition of Ready.

Definition of Ready

The definition of ready (DOR) specifies the entry-criteria for an feature that is currently in in the backlog so that it's possible to work on it.  A Definition of Ready enables the team to specify pre-conditions that must be fulfilled before a story is estimated. The goal is of this document should be to provide a template that:
  • Helps the development team to properly estimate stories without inferring or discussing what features would look like during the estimation session.
  • Helps story writer to identify minimum requirements that should be addressed by addressing gaps and unknowns on stories that lead to rework, change of scope or disruptive changes
  • Provides clear requirements so that stories are better and more commonly understood by the team
  • Helps identifying and prevents problems early enough so they don’t surface after development starts
  • Reduces the time spent discussing stories. With clear requirements and dependencies met, the development team shouldn’t ask questions that potentially modify the scope and the size of the work
  • Identifies dependencies and impacts reducing risk


We recommend the following requirements are satisfied to meet the definition of ready: 
  • The story provides a description, personas affected and clear acceptance criteria.
  • If the story requires front-end modifications, designs, mock ups, diagrams and explicit changes of any screens affected by the story are provided.
  • All external dependencies have been resolved and were documented.
  • If necessary, copies are written by the author. It helps decreasing external dependencies on stakeholders and helps building a shared knowledge by the team.
  • Necessary spikes were already addressed and no technical questions remain.
  • No business-related outstanding questions exist. They usually increase the scope of the story and invalidate the previous estimates.
  • We understand that for each story meeting the definition of ready, the development team can provide an estimate without neither going in too much detail nor skipping unmet dependencies/gaps in the contents of the story. With the estimate provided, the story can then be assigned to a sprint. We would also like to propose that the maximum size for stories is equivalent to half of the team’s velocity.

Checklist Template

The following table could also serve as a guideline to assert if the definition of ready is met.
The story has an objective description including who, what, why? Ex. Includes affected systems, objective screen names, urls, required data changes, etc?

The affected personas were listed?

The story has sufficient acceptance criteria?

If requiring front-end changes, were the copies provided?

If requiring front-end changes, were the wires provided?

Are there outstanding questions?

Were all the technical impediments (usually identified as Spikes or unknowns by the dev team) removed?

Are all the statements in alignment with each other (no conflicting statements)?

Is the vocabulary in use non-ambiguous?

Is the story potentially releasable?

Has the story dependencies on other stories? Which? Why?

Do you understand what business value the story provides?

The next sections will provide a better understanding on some of the above requirements.

Acceptance Criteria

While the purpose of this document is to help writing stories/requirements and acceptance criterias, the items below could also be relevant when writing acceptance criterias:
  1. What are the inputs and outputs?
  2. What changes are expected when the story is ready?
  3. Can you provide a list of high-level test cases related to the story that are understood by all team members?
  4. Not-expected: list of requirements, business rules, etc.
Expected format:
  • Be generic, in form of bullet points
  • Avoid duplicated, conflicting or ambiguous statements
  • Have at maximum, 6 requirements. We understand that more than that, potentially the story is too big.


Wires are very important for understanding, estimating and developing the story. I propose that all stories that require front-end modifications provide wires and copies before they can be estimated by the development team.

But not every requirement requires wires. As an example, these requirements that don’t require mockups:
  • Changes on the business logic on the backend
  • New jobs or changes in them
  • Email Copy changes
  • Changes on the database (patches, new columns without front-end requirements, etc)


If your team usually gets stories with copies like “Please insert your title here”, “Placeholder for copy”, etc. We recommend that the author of the story writes the copy for front-end and emails so that we don't rely on the business to provide them because:
  • changing copies on that last-minute forces tests to be redone and requires last minute builds, deployments and regressions that could be avoided.
  • depending on the business for providing the copy usually delays the start of the story by the development team
Providing the copies ahead of time will help developers to better estimate the story. Sometimes copies describe features the developers didn’t think of were they not provided.


As previously discussed, the team should ensure that external dependencies are met (except for copies). That includes business logic, external dependencies and potentially technical requirements. Unknown requirements, complexities and technical dependencies should be excluded from the estimates thus simplifying the discussions about the actual requirements and not on what they should be. In case there are unknowns, the team should reject the story proposing spikes or follow-up discussions.


Be noted that the objective of the Definition of Ready is not to create hard dependencies and roadblocks for the stories to be estimated. That said, it's expect that stories accommodate slight changes as it’s normal and expected that some refinement happens during development and we are open to them.

For the Development Team

In order to accommodate potential disruptive changes (see section Changes for more details) during the development of a story, I like to propose that the development team adheres to the following practices:
  • all stories are developed on a separate branch. That would protect the team in case either disruptive changes are required for a given story or if the development team cannot finish the story on time.
  • any significant disruptive change is evaluated and if big enough, the team will request that the story is removed from the sprint
  • spikes are created for the complex technical dependencies identified when discussing the stories
  • the maximum size for stories is equivalent to half of the team’s velocity
  • each story is treated as a potentially releasable feature


Remember that the Definition of Ready is not present on the official Scrum Book and is not part of Scrum. But, given how frequently team miss the deadlines, get invalid/incomplete requirements and struggle to understand the values of the stories, a definition of ready could be worth helping the team and the business to build a more robust framework that results in more satisfaction on both ends.

Check our Definition of Ready

As always, our Definition of Ready is available in our GitHub repo.

See Also

About the Author

Bruno Hildenbrand      
Principal Architect, HildenCo Solutions.