How to manage a product end to end using JIRA
Product and Program Management balances the responsibilities of WHAT are we building and HOW will we manage the implementation.
In order to be successful, it is imperative to have a framework that allows everyone to clearly see what we are building, why we’re building it, and the status of any given item.
Below is a framework summary I have developed for an enterprise level program with multiple products and +100 engineers. It enables anyone, at any time, the capability to point to any requirement and know the status, accountability and direction using JIRA.
Why is this important? Strategic decisions and trade-offs need to be made with the entire scope in mind. This helps partners see the forest through the trees, reduce risk, reduce conflicts, and empower decision individuals.
There are additional scalable processes I may cover in future posts such as, in-take of requirements, JIRA fields and definitions, managing new client engagements, allowing clients to contribute to our code, dependencies, defects, definition of ready/done, deployment standards, and testing. Most of those tasks would flow through the framework below.
- Roadmap board: High-Level of all initiatives and features in backlog
- Discovery board: Management of collaborations over new features & disposition to scrum teams
- Tech Incubator Board: Management of design/architecture items
- Gherkin Gathering: Finalizing features as business cases before prioritization
- Prioritization: Features that are on the agenda and ready for prioritization
- Priorities Board: management of features across scrum teams and risk management by priority
- Scum Boards/Implementation: Management of stories within features per scrum team (not shown)
- Hygiene Board: Management of JIRA cards that are missing mandatory attributes (not shown)
- Dependencies: Standards for linking features (not shown)
- Key Metrics: Metrics for tracking success of product (not shown)
- Costs: Management depends on firm practices (not shown)
