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I have seen attempt to make project roadmap for next 6 months in JIRA, that was terrible. It is confusing for developers, it is confusing for business people, y
by ozim 8y ago
I have seen attempt to make project roadmap for next 6 months in JIRA, that was terrible. It is confusing for developers, it is confusing for business people, you cannot show it to the customer because they don't care about your tickets. It was too much of work to go through it so stuff that was not built because prio changed had to be closed and all clicking around taking too much time.
I think you should have next 2 sprints of work max in there, probably better if you only make stories for next sprint.
- TheGRS 8y agoI think the odd thing about this thread is that ticketing systems really only provide me a value-add for stuff that isn't being worked on actively. Oh its time to pick up this ticket, its marked as high priority, here's a conversation about it in the ticket, here's the acceptance criteria, etc. If I know what I'm working on all the time I can just write it down in my notebook. Its the stuff where I needed to step away to another task for a week or something and I've lost my mental model for the last task, that's where JIRA can be a helpful tool IMO. For the meta project/product management I'm just not sure. I'm endlessly frustrated by estimations and burndown charts that never seem to look good. The estimates are always too high, and the burndown charts often look like horizontal lines (sometimes they even go UP). And you can't figure out the cause of that shit by looking at a chart, or even at the board of tickets. You would need to talk to the team to figure that out.