We have an enterprise infrastructure backend product that is developed on several levels/layers.
The core platform is continously developed using Agile/Kanban and deliver continous improvements as well as the core plumbing into the customer projects.
On top of this, we then have customer projects, including customer adaptation teams, that deliver and manage the visible customer facing functionality and issues.
We need to have internal release notes and bug tracking tied to each project in the platform, and each project's issues many times have links to customer issue tracking systems.
Each customer project may then have many overlapping releases (kanban mode) and releases into test environments must be tracked on all levels, while release content is consolidated into larger releases as the subreleases gets promoted towards a production release. We must also maintain traceability between the external releases and each internal continous release.
This leads to a huge amount of administration and manual handling of (overlapping) versions on each individual issue in the system.
Are there any best practices on how to set this hierarky up?
We have Greenhopper, Structure and Gantt as well.
THere is a lot that can be done with JIRA, Confluence and all other plugins in regards with your engineering and project process. A lot of what you describe is inherent to your company, happens into your company only. I would recommend that you spend some time to map your processes. Onto paper first, then they can be mapped into Atlassian.
We do propose a "Starter Process" for JIRA/Confluence, as a sample into our plugin Gaia for JIRA (http://bit.ly/RwwjGQ). Consider it as a start solution, a way for getting more organized with the Atlassian technology for what you are looking for. Then, you can update it to map your internal processes.
Hey everyone! My name is Sarah Schuster, and I'm a Customer Success Manager in Atlassian specializing in Jira Software Cloud. Over the next few weeks I will be posting discussion topics (8 total) to ...
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