I just started at a new company and I'm in the process of figuring out how things are configured in JIRA. The dev team here is fairly small and all of the tickets they need to work on get lumped into 1 master "Tech" project. However, the tickets themselves span several about a dozen different products and initiatives. To signify which ticket relates to which initiative they use epics within the master "Tech" project.
Thoughts on this approach? Since each of these initiatives is a project unto its own, my instinct is to create standalone projects for each one, then create a MASTER agile board that spans every project we are working. This would give the product managers better control over their individual backlogs (since they'd now have their own JIRA projects), and when it's time to plan a sprint, we could pull tickets from all the various projects at the portfolio level.
I guess the root of my question is this: If you are PMing a team that is responsible for multiple initiatives (ie. each sprint will have a mishmash of tickets), is it better to house EVERYTHING inside 1 project and plan/start/close sprints from there (using epics to denote what the items relate to), or create a standalone project for each initiatives and manage a master board at a higher level?
Thanks for the help!!
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I'll give you my opinion based on my experiences with multiple projects and Jira for what it is worth.
Rule 1: 1 product == 1 project
Why? Because your products will develop in different speeds, with different features and over time probably/hopefully with more developers on them.
Some of the benefits of this rule are:
Disadvantages of the rule:
If you are going to use Agile Scrum (and I will highly recommend that you do) use Epics per large feature and spin off Stories from that. Use Stories for features you can complete (for release) within a timebox of max. 4 weeks. Break down Stories to Task or Subtask for individual work planning.
I hope you can use this input.
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