In which cases it is effective to assess project readiness
Teams that use the Scrum methodology emphasize project readiness as a separate step. This approach makes it easier to monitor progress and track which backlog elements should go into an iteration.
Readiness is assessed at the level of a user story or product backlog element. Each must meet predetermined criteria defined by the team. Progress then becomes a matter of readiness for inclusion in the sprint.
This approach is also relevant within the Agile methodology, where transparency, predictability, and flexibility are important. However, it bears repeating that there are no universal parameters. The assessment varies depending on the specific situation and project. Examples of readiness criteria include:
- Satisfaction conditions or acceptance criteria.
- Evaluation of user story size. If a point system is in place, the team can decide which elements are ready based on a set threshold. Typically, this is no more than half of the team’s average velocity.
- Availability of interface design. The designer has prepared mockups or fully designed all screens associated with the story.
- Resolution of external dependencies: All external dependencies have been resolved, regardless of which team resolved them..
Defining readiness is a vital tool for developers. It helps them set conditions in advance that must be met. Only then is the story allowed to iterate. A key goal is to minimize the risk of problems occurring. For instance, stories with a specific number of points can enter the iteration. This prevents stories that are too large from being completed, thus avoiding associated complexities.
This approach is particularly effective for agile teams that work in parallel. In this case, design, analysis, and testing can take place simultaneously. However, to successfully apply such a scheme, it is necessary to properly manage overlapping tasks.
To avoid conflicts between development stages, the “stage by stage” principle is used. This means that work on a task passes to the next specialist only after the previous stage is complete. Defining readiness supports this approach. It also provides transparency into task status and improves overall process control.
How to apply
The Readiness Determination strategy is not suitable for all teams. If used incorrectly, there is a risk of reverting to a cascading model, which can complicate workflows.
To successfully implement this approach, keep the following principles in mind:
- Avoid applying rules that assume 100% historical fulfillment for iteration access. Exceptions may include specific conditions and dependencies on vendors or teams.
- Focus on instructions rather than rules.
It is important to be able to deviate from established criteria if they begin to slow down development. The ability to adjust the conditions for allowing tasks to iterate should remain open. This is especially necessary in the face of dynamic requirements and shifting priorities.
