Although Agile writers and thinkers agree that “there is no sign-off” in Agile methodology, the practice of requiring product owners and business customers to sign off on requirements and delivered work products persists in Agile settings. I’ve seen it most when an agile team faces delivery challenges and leaders perceive the problem is scope creep or failure of the UAT process before delivery. In those situations, adding a formal sign-off provides an illusion of a stronger process but does nothing to resolve the underlying issue.
Sure, sometimes sign-off is necessary, especially when two or more separate organizations work together on a project. For example, consulting contracts often require sign-off on interim and final work products. However, addition of a sign-off step is common within organizations in hopes of a remedy for delivery or quality challenges.
The commenter David on this post says that “the purpose of a sign-off (or whatever you wanna call it) is a confirmation from a product owner that artifact A is fine for the time being, and can be used as basis for work on artifact B.” That’s all well and good, but in a well-run Agile context sign-off is a meaningless formality that’s dispensed with because it’s unnecessary.
How could that be? Others have written, often emphatically, on why sign-off is unnecessary in an agile context, including here and here. This quick video explains how “definition of done” and a fully committed, reliable team work together together make sign-off irrelevant. Continue reading