How to define DONE when the UAT of a sprint are realised after it is closed
As a Scrum master, I have a big concern: user acceptance tests (UAT) are not realised along the sprint but after. The UAT of a sprint n are done during the sprint n+1 because of the organization of the Scrum team: due to technical constraints the dev team cannot released its work in test environment along the sprint, there are not enough testers.
With this situation, I have 2 main questions :
1) how to define the DONE of an user story
2) how to manage the product backlog in JIRA for the testers:
- in the workflow the queue for UAT don't existe, we have only To do, Work in Progress, Done
- to track the work on the burndown chart, the dev team is obliged to put in "Done" the item when it finishes to work on it.
Thank you in advance for your response.
Are you sure this is the appropriate way to address this?
You seem to be having a rather grave impediment. To wit, your Development Team is not able to conduct all the work necessary to create a potentially shippable increment. Wouldn't it be more prudent to address the impediment instead of trying to work around it? The beauty of Scrum is that it makes your impediments painfully visible - but then you need to address them.
As for your questions about JIRA, I have this to say: Don't let the tool define the process.
The UAT of a sprint n are done during the sprint n+1 because of the organization of the Scrum team: due to technical constraints the dev team cannot released its work in test environment along the sprint, there are not enough testers.
Think about how you can make this problem sufficiently transparent for people to recognize it. Once it is acknowledged, is there sufficient appetite for change, so issues such as this can be resolved and not just worked around?
Hello,
my answer will not help you but I would discuss this situation with other scrum masters in your organisation. How they do handle this?
Best regards,
Marcel
Hi to all,
Thank you for your inputs.
I've escalated this impediment and the project director told me that the organization of the Scrum teamcan't be changed, so the tests can't be done along the sprint.
Suppose the organization could be changed. How will it impact your system ?
the project director told me that the organization of the Scrum teamcan't be changed, so the tests can't be done along the sprint.
Why is that? Is the "project director" coached regarding the implementation of Scrum?
Hi Olivier,
When I started my mission, the project director told me that they decided to use Scrum to deliver quickly a software in MVP but they didn't plan an Agile transformation.
In fact nobody is at 100% in the project and the organization remains in silo.
Hi Nicholas,
The project director is responsible of the organization of the teams.
"The project director is responsible of the organization of the teams."
Not for how to work but for who is in each team.
"to deliver quickly a software"
How far are they ready to go to deliver quickly a software ?
How far are they ready to go to deliver quickly a software ?
This, really, is what it boils down to.
What is more important to the organisation? Delivering quickly or preserving the status quo? Why can't the Scrum Team change if it's beneficial to the goals of the organisation?
Hi Olivier, Julian,
The most important for the firm is to deliver quickly, so agility is used to reach this goal not to transform deeply the organization.
The most important for the firm is to deliver quickly, so agility is used to reach this goal not to transform deeply the organization.
Therein may lie the problem. Where is the desire to inspect and adapt? Agility is about delivering the right thing at the right time, and not just “quickly”. Deep change is typically needed for this to be achieved with even one team and their product.
Nice paradox :-)
Someone expects to have different output by using the same system.
Close to Einstein definition of insanity...
I would openly question the Project Director's understanding of Scrum.
To me, this resembles many other situations where an organization embraces the benefits of Scrum without fully understanding the change needed to make such benefits a reality. Think S-I-N-O (Scrum In Name Only).
Marie-Hortense Ntobana - Did you find a solution for this?
I was hoping to see how you did this, before my org starting the agile journey, UAT was a completely seperate org. We have trying to push UAT into the same sprint, but we decided to focus on some other things first. we plan to work on this again this year!
I have changed the product I support and we are working to put UAT in the sprint (no separate UAT team so it helps). WE will be including UAT in DOD.
My two scents on your issue was getting that Director person in line.. Maybe you need to spend time on why that are so against the change.