Collaboration between engineering teams and product stakeholders is crucial for success. One common challenge that often arises is the interpretation of the "definition of done." This term, often abbreviated as DoD, represents the criteria that must be met for a task or project to be considered complete. However, misalignments between the engineering team and product stakeholders can lead to misunderstandings and additional work. It can be possible that an engineering team delivers work that they think is complete only to find out that there is additional work outstanding and now the specter of missing a delivery deadline approaches.
The Engineering Perspective:
From the engineering standpoint, completing a project or initiative may mean different things to different team members. For developers, it often centers around the successful execution of code, unit tests, and basic functionality. However, this narrow focus may not align with the broader product goals and user expectations.
The Product Perspective:
Product stakeholders, on the other hand, view the completion of a task from a more holistic standpoint. While functional code is essential, they consider factors such as user experience, integration with existing features, and overall product coherence. Consequently, what the engineering team perceives as "done" may fall short of the product team's expectations.
The Misalignment Challenge:
The misalignment between the engineering and product perspectives on the definition of done can lead to a range of issues. These may include delayed product releases, increased rework, and potential conflicts between teams. Bridging this gap is essential for fostering a collaborative and efficient development process and for being able to delivery whole, complete solutions to stakeholders, customers and the business.
So, what can be done to help ensure that alignment is more likely to be achieved?
Collaborative Definition of Done:
Encourage open communication between engineering and product teams to collaboratively define the criteria for task completion. Establish a shared understanding of what constitutes a fully completed feature, encompassing both technical and product-related aspects. Ask questions like: “When we’re done coding this, what do you expect to do with this? How do you expect the customer, user, stakeholder to validate that his works as expected?”
Incorporate User Stories:
During project initiation, focus on creating user stories that outline the end-to-end user experience. This not only guides the engineering team in their development efforts but also provides product stakeholders with a clear picture of what to expect. Well defined user stories, that are really “user” stories can help to paint the bigger picture for collaborators.
Iterative Prototyping:
Implement an iterative prototyping approach that involves both engineering and product teams. This allows for early feedback and adjustments, reducing the likelihood of misalignments as the project progresses. This is helpful because at times, neither engineering or product has a complete vision of what the customer needs, wants or may appeal to them. Getting a prototype out early and iterating on it often will help to provide that clarity.
Regular Cross-Functional Meetings:
Schedule regular cross-functional meetings where engineering and product teams can discuss ongoing tasks, challenges, and expectations. This fosters a collaborative environment and ensures that both parties remain informed and aligned throughout the development process. There may likely be milestones that are defined over the course of the effort. Having conversation about progress, opportunities, and status is helpful and doing so early and often in the delivery cycle.
Continuous Refinement of DoD:
Recognize that the definition of done is not static. It should evolve based on feedback, changes in project requirements, and lessons learned from previous iterations. Regularly revisit and refine the DoD to adapt to the evolving needs of the project.
In the intricate dance of software development, a shared understanding of the definition of done is vital for project success. By proactively addressing potential misalignments at the project's initiation, teams can streamline their processes, reduce rework, and deliver products that not only meet technical standards but also align with the overarching goals of the product stakeholders. Clear communication, collaboration, and a commitment to continuous improvement are key ingredients in achieving this harmonious balance between engineering and product perspectives.