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JIRA by Mind Map: JIRA

1. Backlog

1.1. Approved features not yet in development

1.1.1. Story 1

1.1.1.1. Feature

1.1.1.1.1. Version

1.1.2. Story 2

1.1.2.1. Feature

1.1.2.1.1. Version

1.2. 1. Create FSD and TSD- SAs

1.3. 2.Create Stories and User acceptance-- BA

1.4. 3. SAs estimate each sub-ticket

1.5. 4.Product Owner Prioritise

1.6. 5. PM allocate resources

1.7. 6. PM Add feature and sprint dates on Product Roadmap

1.8. 7. PM Creates a Sprint

1.8.1. Add Stories

1.8.1.1. Includes version #

1.8.1.2. Includes component

1.8.1.3. Add sub-tickets

1.8.1.4. Add estimations

1.8.2. Add components

1.8.3. Define Sprints

2. Sprints

2.1. V1.0 Sprint 1

2.1.1. Feature / Epic 1

2.1.1.1. Story 1

2.1.1.1.1. Subticket 1

2.1.1.1.2. Subticket 2

2.1.1.2. Story 2

2.1.2. Feature /Epic 2

2.2. V1.0 Sprint 2

2.3. V1.1 Sprint 1

2.4. V2.1 Sprint x

3. Confluence

3.1. One Product Roadmap Page per Version (V1.0, V1.1, V2...etc)

3.2. Product Roadmap

3.2.1. Build status

3.2.1.1. Weekly status report?

3.2.2. V1.0

3.2.2.1. Category (Core, Regional, Optional features)

3.2.2.2. List of features

3.2.2.2.1. FSD

3.2.2.2.2. User guides

3.2.2.2.3. Installation guide

3.2.2.3. List of Defects (per feature or per version)

3.2.2.4. Status of each feature

3.2.2.5. Release Notes

3.2.3. V2.0

3.2.3.1. same as V1.0

4. Feature /Integration Requirement

4.1. 1. Evaluation

4.1.1. Category (main, regional or optional)

4.2. 2. Approval

4.3. 3. Create Feature Confluence Page

4.4. Added to JIRA Backlog

5. Board

5.1. To do tickets

5.2. In progress

5.3. Code Review

5.4. Testing

5.5. UAT

5.6. Done

5.7. Sprint filters

5.7.1. Open only

5.7.2. Done only

5.8. Swimlanes

5.8.1. Per epic (feature)

5.8.2. Per assignee (2nd board)

6. Metrics (Dashboard)

6.1. Burndown chart per sprint

6.2. Progress last week (number of tickets closed)

6.3. Open tickets by priority /per version or per sprint

6.4. Bugs open per priotiry

6.4.1. Created vs resolved in the last x time

6.5. Status of each epic

6.6. Workload per assignee