JIRA Scrum Board is a tool to help teams to achieve their goals and deliver the product in the scheduled/committed timelines. It is used to manage the sprint releases effectively. The word scrum is a very popular framework for the implementation of the agile software framework. Scrum supports projects that want to manage their issues
WSJF is a Prioritization method that helps calculate and understand what is the level of the financial impact of not finishing the task or implementing the solution sooner than later. a prioritization model used to sequence jobs (eg., Features, Capabilities, and Epics) to produce maximum economic benefit. At the end of the calculation of the
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Agile Estimation is the process of finding an approximation level of effort, which is a value that is usable for few purpose even if input data may be incomplete, uncertain, or unstable. Traditional waterfall method uses bottom up approach with the smallest tasks at the bottom. But agile uses two estimation techniques,Top-Down Estimation and Relative
EPIC JQL (Jira Query Language) lets you formulate search queries that exactly match your Jira configuration. If you want a Jira filter that shows everything inside an Epic, the main challenge is that subtasks do not belong directly to the Epic. They belong to parent issues such as Stories or Tasks, which is why a
JIRA doesn’t have a direct “Sprint ID” field exposed in JQL (JIRA Query Language). In JIRA, the Sprint ID serves as a custom field utilized to associate all the issues encompassed within a Sprint. It proves valuable in mass-modifying issues, such as when setting a filter to isolate issues within a specific sprint in Jira.
JQL full form is Jira Query Language is used to search your issues in Jira. A JQL query is a set of words and operators that define how JIRA will narrow your search. A function in JQL appears as a word followed by parentheses, which may contain one or more explicit values or JIRA fields. Field – Fields are different types of
This feature helps “Add a flag and comment” at the same time to the tasks of Scrum Board. The comment section is also automatically updated with the comment provided in the flag. You can also remove the flag and comment. To make it more obvious, flagged issues are displayed in yellow in the backlog and
Burnup chart is used to show how many story points are in the product backlog versus how many we’ve completed till date, as well as how much work remaining in the project (Not on Sprint level but at project level). In other words it displays the scope of a project and the work completed. Burnup
A Burndown chart is a graphical representation of work left to do versus time. Each point on the chart shows how much work was left to do at the end of that day (or week, month or other time period). In the Daily Scrum the Development Team updates the Sprint Burndown and plots the remaining work of the day. It is a chart
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A Product Owner’s most important word: “No” & Saying No to a stakeholder is very difficult. Stakeholder management is the process of engaging with these people, and maintaining good relationships with them. You’ll likely be working with people in many different roles, with varying levels of influence over your project. Make Stakeholders feel heard and understood
Velocity is used for measuring the rate at which scrum development teams consistently deliver business value in other words quantity of work a team can accomplish within a sprint. In simple terms, velocity is the sum of the story points that a team can deliver in an iteration. It can be measured in terms of
Sprint Review is to inspect the outcome of the Sprint and determine future adaptations. It is a platform for feedback and a cornerstone in the foundation of iterative excellence. Sprint Review is held at the end of the Sprint before the Sprint Retrospective. It is critical that both the Scrum Team and the stakeholders attending understand
Sprint Review: How to be effective Tips and Tricks Read More »
A Program Increment (PI) starts with a time-boxed PI Planning event in which the Agile Release Train is responsible for planning & delivering incremental value in the form of working, tested software and systems. This is a two-day event where all stakeholders (including Agile/Scrum Teams) on the Agile Release Train (ART) participate in a collocated event.
4Ls stands for Liked Learned Lacked Longed and it is a brainstorming technique for collecting feedback on a recently completed project or piece of work. This retrospective highlights the positive (liked & learned) as well as the negative (lacked & longed for). The team has to think mostly from a factual (what happened) perspective, rather
Sailboat Retrospective is a fun and creative way for teams to reflect on the sprint and identify areas for improvement. It’s called “Sailboat” because the metaphor of a sailboat helps the team visualize their journey, the obstacles they faced, and the direction they want to sail towards in the future. The Sailboat or Speedboat Method
The Starfish Retrospective is a highly practical sprint retrospective format that helps teams move beyond “what went well” and “what didn’t” into specific, actionable improvements. It is especially useful when you want the team to think in terms of keep, stop, start, more of, and less of so the discussion turns directly into behavior change. The Starfish Retrospective
A Mad Sad Glad retrospective is a simple and effective way for teams to reflect on their previous sprint. It involves identifying things that made the team feel happy, things that made them feel sad, and things that made them feel angry or frustrated. By focusing on these three areas, the team can identify what
The Start Stop and Continue format is a simple, action‑oriented sprint retrospective technique that helps Scrum teams reflect on what is working, what is not, and what they want to change in the next iteration. It structures the conversation around three categories—things to start doing, stop doing, and continue doing—so teams leave the meeting with a concrete, prioritized improvement plan rather than a
Product Backlog Refinement consists of Creating & Refining User Stories, Estimating User Stories & Product Backlog Prioritization. It is the act of adding detail, estimates, and orders to items in the Product Backlog. This is an ongoing process in which the Product Owner and the Scrum Team collaborate on the details of the Product Backlog,
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Many teams use the Definition of Done (DoD) to check if a user story is finished and the product is ready to be delivered. But what about the user stories that a team receives from their product owner? Teams can check the quality of the user stories using a Definition of Ready. While the value
DoD (Definition of Done) Vs DoR (Definition of Ready) Read More »
Definition of Ready is a set of agreements that let you know when a user story is really done, the team makes explicit and visible the criteria (generally based on the INVEST matrix) that a user story must meet prior to being accepted into the upcoming iteration. The Definition of Ready is a different concept. It is a set of
Definition of Done is an agreement between Development Team and the Product Owner on what needs to be completed for each user story so that it can be satisfactorily verified and validated – usually in the form of a clear and concise list of acceptance criteria that a software Increment must adhere to for the
3C’s is an Effective User Story technique. 3Cs: Card, Conversation, and Confirmation. The Card is the index card that the User Story is written on. The index card format serves two purposes: To write requirements on index cards, each requirement has to be small and self-contained; this helps us focus on what we need to do for
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INVEST, DEEP , SMART & Three C’s are Effective User Story Techniques. INVEST is a useful mnemonic established by Bill Wake in Extreme Programming Explored. It can be used to inspect the quality of your user story by validating it against each of the following (in Bill Wake’s words): Effective User Story Techniques – INVEST Independent – Each User
Effective User Story Techniques INVEST DEEP SMART 3Cs Read More »
Daily Scrum Anti Patterns are habits that are frequently exhibited but overall ineffective counterproductive in practice or maybe even harmful. Scrum stakeholder anti-patterns result from a training and coaching void accompanied by not changing individual career objectives. “Scrum is like your mother-in-law. It’s constantly pointing out your shortcomings.” — Ken Schwaber Daily Scrum Anti Patterns
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