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Business Implementation AFTER delivering the Increment

Last post 11:21 am March 7, 2019 by Jörg Häcker
2 replies
08:51 am March 7, 2019


Our scrum-teams deliver Done Increments each sprint.

But after deploying there also is a "business implementation"; 

- Business inscructions on how to use the new features to users

- Classes on how to use new features to users

- New/Changed "Standard Operating Procedures" within business.

- Setting up / configuring of Change Management modules.

These tasks can not always be done by the development team or during the sprint.

How would you handle these "business implementation" tasks? Should they be in the Definition of Done? Which role is responsible for the Business Implementation?

Should the Product Owner add  "Support"-userstories for the Dev-Team?


Would love to see some insights from you guys.



10:15 am March 7, 2019

Given that the work you describe is necessary to effect a release, why wouldn’t it be in the Definition of Done? If the Development Team don’t have the associated skills and authorizations, how can they commit to delivering a working increment that meets a Sprint Goal?

Releasing work is necessary to establish empirical process control, and for that to happen, work must be completed every Sprint to release quality.

11:21 am March 7, 2019

These tasks can not always be done by the development team or during the sprint.

Why can these tasks not be done during sprint? From my own experience tasks for this type of work can be quite "heavyweighted".  Maybe there is room for improvement.

I think it is up to the team to find out which approach("Support" User-Stories, DoD, finding responsibilty ...) fits best.  The base is that the team is willing to deliver an increment of release quality every Sprint.

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