Real-world definition of done examples

Coming up with a definition of done gives your Scrum team a shared vision of what quality work looks like. Making this transparent makes it much easier to deliver high quality work, sprint after sprint.

To help with this, we’ve just created a new definition of done resource. It expands on our guide to the definition of done by sharing 11 examples from real-world projects. Seeing what other teams have come up with is a great way to get ideas for your own definition of done.

Common vision and values the key to successful teams

Research shows that having a clear vision of what matters to your team is a key driver of success.

At Boost we’ve certainly found this to be true. Over the past few years, we’ve focussed on clarifying our purpose and shared values, and embedding them in the way we work. This focus has seen us:

• win the Team Gold award
• grow the business by 16% in the past year
• hit our highest ever Team Happiness rating
• maintain full productivity during NZ’s COVID-19 lockdown.

To share what we’ve learnt, we’ve put together a case study on the work.

Cuddly toys and death metal — meet the team at Boost

One of us sings in a death metal band, another has a side hustle knitting toys for kids. We thought it would be nice to share some fun facts about the team at Boost so we’ve updated our team page. Find out who does what, how we got here and awards we’ve won along the way.

State of Agile report: Shared vision vital

The 2020 State of Agile report is out now. In it’s 14th year, the report gives you a global snapshot of Agile practice, helping you benchmark and plan your Agile journey.

The report shows that the lack of a shared vision created the biggest barriers to getting the benefits that Agile brings. Here are the top obstacles identified in the survey:

• General organization resistance to change: 48%
• Not enough leadership participation: 46%
• Inconsistent processes and practices across teams: 45%
• Organizational culture at odds with Agile values: 44%
• Inadequate management support and sponsorship: 43%
• Lack of skills/experience with Agile methods: 41%