Understanding the term “DONE” in the realm of IT projects is pivotal, even for well-managed project teams.
Clarity on what constitutes completion is essential.
When a project is declared “Done,” it should yield tangible results that address key questions and align with the overarching goals of the department or organization.
However, challenges arise when the definition of “Done” becomes one-sided or opaque. Conflicting opinions among stakeholders can lead to discrepancies in the perception of project completion. Moreover, in the dynamic landscape of today’s business world, organizational changes, acquisitions, and mergers can shift key stakeholders, potentially altering the definition of “Done” mid-project execution.
Determining the appropriate juncture in the project process to declare “Done” is equally crucial. Before diving into tasks, a comprehensive understanding of what “Done” entails is imperative. Even experienced teams must revisit and clarify the meaning of “Done,” considering whose perspective truly matters — be it the Product Managers’, Business Owners’, end-users’, or the project sponsors’. Addressing contradictions among these varied perspectives is vital for alignment.
Asking this fundamental question provides the necessary insight that guides every delivery.
The art and science of product management come into play when balancing the need for quick, tangible results while staying aligned with the end goal. Just like a race is “done” when the runners cross the finish line, so too, does “done” indicate project completion.
Takeaways:
The importance of Understanding “Done”
The need for Defining “Done” early and regularly
The challenges in defining “Done” with a dynamic business landscape
Addressing misaligned stakeholders perspectives
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