Hi, Hauke - Portfolio scheduling is focused on agile principles of highest-priority items first, thus it indeed schedules the highest prio item with the max. possible capacity, to finish it as fast as possible, and then the next one. We found it makes sense to promote this as a best practice - if there is nothing blocking the work on the highest-priority task, why should the work be interrupted by working on the second most important at the same time? However, the focus has rather been to do higher-level planning towards release dates, where in both cases (parallel or sequential), it is guaranteed that at least the total capacity until a cut-off date is realistic. The details for how the team works might anyways turn out slightly different in practice. I don't think there is a good workaround to this right now, the only things that result in parallel work being scheduled are "max resource limits", e.g. only X people can work on a story at a time, if there is more people, stories will be scheduled in parallel (you could set this to 1 in the scheduling settings and you'd see that different people will take on different tasks at each time, running in parallel), or other factors like stages or dependencies causing that the highest-prio task needs to wait a bit.
Hi Martin, thank you for the fast response. I guess i have to think more about the combination of high.level-planning and the weekly / daily planning for every single team member. i was trying to start the high-Level planning in Portfolio and exporting JIRA issues for the stages and so on. The dimension of a stage would have been work about maybe 1-3 weeks and 1-5 team members. These Members work at different Epics which are all have stories and stage-based tickets and have to run definately in parallel. This is where my problem. There is a lot of parallel work in workshops and of course also single-sequential work. But you still answered my question, so i have to find another way to combine the "real work"-JIRA issues with the higher-level planning. Maybe create virtual Members which are small teams of people who work together instead big teams with real members.. i have to think about it..
In the past, Portfolio for Jira required a high degree of detail–foresight that was unrealistic for many businesses to have–in order to produce a reliable long-term roadmap. We're tur...
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