Done Increment

By Miranda Dulin

Published in Glossary

January 10, 2024

2 min read

Definition of Done Increment

The Done Increment is an increment that meets the team’s predefined Definition of Done (DoD).

Back of a vocabulary card for the term Done Increment

Example Sentence

They aimed for a potentially shippable product by delivering a done Increment at the end of each Sprint.

Agile practitioners should understand “Done Increment” as it signifies the completion of work with all necessary aspects adhering to the team’s Definition of Done. It’s about aligning the team’s understanding of completion with what the customer perceives as ‘done.’ It establishes a ubiquitous language ensuring that the team delivers valuable and high-quality increments, meeting the customer’s expectations and reducing the risk of misunderstandings or dissatisfaction.

Done Means Potentially Releasable

“Done” means a feature is technically complete and potentially releasable, but this doesn’t guarantee immediate release. The decision to release often hinges on factors beyond the development team’s control, like marketing strategies.

Frequently Asked Questions (FAQs)

A Done Increment Considered Valuable Under What Circumstances?

A “Done Increment” is valuable if it aligns with the overarching product goals, which typically focus on enhancing user experience, securing or boosting revenue, and cutting down or avoiding costs. While meeting the specifications set by business analysts, incorporating all features requested by the Product Owner in a Sprint, and sticking to delivery schedules are significant, these factors alone do not encapsulate the true essence of an increment’s value. The real measure of value is in the increment’s resonance with customer needs and its contribution to the financial and operational success of the product in the long term.

There’s a common inclination in project management to prioritize delivering on time and within budget. Traditional development approaches often emphasize strict adherence to predefined plans, aiming to complete projects on schedule and within allocated financial resources. However, this perspective needs a paradigm shift to truly understand what constitutes a valuable increment. Executing a plan flawlessly, staying on budget, and meeting deadlines does not necessarily mean delivering something that customers want or need. The crux of measuring the value of an increment lies in assessing whether the output genuinely achieves something meaningful from the customer’s perspective, beyond just fulfilling the planned objectives.