Agile development teams are best set cross-functional. 
If not, they mostly lack a professional tester or, even with a tester onboard, they often struggle with integrating test into a normal sprint.
This results in poorer quality of the sprint product on the one hand, but on the other hand also in the team loosing confident in the whole process and getting unsure about their doings at all. 
The problem is especially about when testing should take place - and what kind of testing - and with that, by whom it will be done.

This is where the „definition of done“ becomes most important for the team.

In this session I want to talk about my experiences from various projects with those stated problems.
And about how the Definition of Done helps in those situations. The reasons that lead to a Definition of Done in the first place and the continuous re-evaluation of a DoD especially from the testing view.
Testing can have an immense impact on the Definition of Done itself and with that on the complete agile team. 

A well shaped DefinitionOfDone will help the team to find clarity in their daily work.
It makes the agile process deliver a really potentially shippable product at the end of the sprint. 
It will indeed help each member of the team to develop trust in the agile process.

With this, it will also build confidence from the product owner, customers and other stakeholders into the agile process.
And because the DoD is that of the team itself, it will build confidence in this teams work.

When carefully designed, it will help spreading test across the whole team - and boosts responsibility and ownership of quality to each team member.

As there is for sure no „one size fits all“ Definition of Done, I would like to discuss the key obstacles, that proofed to be difficult in my projects and how we solved them as a team and greatly improved the quality and most of all, the whole team spirit.

Discussing the insights and experiences of the participants will add a great deal of variety to the outcomes of the session as well.