Como você pode tornar o backlog visível e acessível a todos os membros da equipe?

Using a project management tool like Jira, Trello, or Asana to create a shared backlog or board. Ensure that all team members have the required permissions to view and update it.

We can create a dashboard of the backlog in JIRA and make it accessible to all team members. I think it is a very effective way of having clear visibility of the backlog and the status/progress of each items. It is important that the relevant columns are chosen for the dashboard view and I suggest we focus on: • Reference id • Title • Status • Requestor • Efforts • Backlog Priority • Business Case • Lead Tech Team • Dependent Tech Teams • Benefiting Streams Additionally, incorporate relevant filters so that colleagues you have access the dashboard are able to quickly view specific results they would like to. Widgets to get a quick summary as no. of items "In-Progress/Not Started, Swag Completed/On Hold/Released" would help.

First important step is to use a good tool that allows you to create, manage, and share your backlog easily and effectively. After every sprint, when you are planning for next sprint, make sure you have backlog available for next two sprints at least. Ask sprint team to go through the top items in backlog. It will give team visibility of what is coming up in next sprints. We also estimate top stories by scheduling grooming meetings way in advance.

Before choosing any tool for the backlog requirement, an important part is to identify the needs of the team, size, and budget. We sometimes invest in the wrong tool and later realize after a period if 3-6 months which is a waste of money and most importantly hard to switch the backlog from one tool to another if they are not supporting each other. If your org size is small then you can go with trello kind of tool. If your org size is big or complex than choose Jira or VersionOne because they are supporting a good amount of other tool integrations. Jira is also good if you are planning to do the SAFE PI planning because Jira Plan feature is in-build and save your money to purchase another tool for the PI prep.

The most effective activity I've seen and practiced is the "Magic Estimation" (Boris Gloger). - Print all backlog stories (20-50) - one sentence across a whole A4 card (As a _, I want to _, SO THAT _) - Bring all team members and stakeholders in one room and deal out the cards evenly. - Ask everyone at the same time without talking to sort the cards on the floor (into small, medium, large amount of functionality) by just reading, placing and moving as many cards as possible. After 1h up to 20 people are up to speed with what's important in your backlog. It doesn't get more effective or efficient - truly magical! TBH no-one looks at a backlog sitting in a tool. https://rolandwanner.com/estimate-effort-with-planning-poker-magic-estimation/

According to my experience, tools specifically designed for project management work best for this ends. I have used tools like Jira, Trello, Azure DevOps and even IBM Rational Team Concept Back in the day. This tools usually work very well and while one may have some more features than another, a company should review which tool works best for what it needs. I would recommend: Jira - Works for most companies as it has not only the project management integration, but it can integrate with test management tools as well as CI/CD and repository. Trello - Very good and somewhat like Jira. Others are GitLab own board, Azure DevOps, others.

In the teams I’ve worked with, we start by looking at goals agreed (Current Business Focus) in the Big Room planning, which is accessible in tools like lucid chart and confluence. The Product Owner then works with the team to prioritise the backlog based on MOSCOW. The great thing about Lucid chart and Confluence is that they link up with JIRA where most of our work is planned so any updates is made instantly visible to the whole team in real time. This supports the pillars of Transparency and Adaptation as work can be easily reviewed as needed.

1. Use any project management tools like Azure Boards, Jira, or other similar platforms. 2. Set up backlog levels (such as product backlog, portfolio backlog) and ensure team members have access to them 3. Conduct backlog review sessions with the entire team. 4. Discuss new items, prioritize, and refine existing ones. 5. Ensure everyone understands the backlog’s status and upcoming work.

1. we can use project management software like Jira 2. Create a Kanban board in a common area. 3. Hold backlog refinement sessions. 4. Maintain comprehensive backlog documentation. 5. Discuss backlog items regularly. 6. Foster a culture of ownership and collaboration. 7. Provide support and training on backlog management tools and processes.

I agree with everything mentioned here about defining clear and consistent criteria for backlog items. However, I'd like to emphasize the importance of aligning and emphasizing shared goals before establishing these criteria. Defining the "why" behind backlog items, not just the "what", can significantly improve their prioritization and execution. Having a clear understanding of the shared goals across teams ensures that everyone is working towards the same objective and that the chosen criteria effectively support achieving those goals. Perhaps adding a step prior to defining criteria could be beneficial.

Clear and concise sprint backlog items contribute to the success of a sprint in several ways. They enhance communication by providing a shared understanding among team members of what needs to be accomplished. This clarity reduces the likelihood of misunderstandings, ensuring everyone is on the same page regarding the sprint goals and tasks.

Le principal souci avec le backlog est que personne n'est jamais d'accord sur sa priorisation. C'est le job du PM et il aura le dernier mot, mais il a également la responsabilité de fédérer derrière sa vision produit. Pour ça il peut mettre en place des critères de priorisation clairs et partagés. Cela permet de ramener la priorisation sur des éléments objectifs, et non sur un ressenti personnel et une intuition. Le top est de bâtir ces critères de priorisation avec l'ensemble des équipes, pour les aligner. Derrière, on pourra mettre à l'épreuve ces critères et les ajuster. Cela permet de recentrer l'echange sur ces critères, et non sur les personnes

Have a refinement meeting once a week . Dedicate time each sprint to review, clarify, and estimate backlog items. This fosters team understanding and alignment. Display the backlog prominently, like on a physical board or in a shared online dashboard. Regularly solicit feedback from team members on the backlog's clarity, completeness, and prioritization. List down all the should have and could haves or won't haves, with reasoning.

Without any defined process and goals, a backlog will become bloated with garbage and redundancy and will be nearly useless to the target audience. When first creating backlog, you should define rules that will benefit the audience. Remember that in some cases the target audience is not just your immediate team but may be other teams, product owners, etc. that depend on your deliverables. A good backlog should: 1. have a single purpose, multiple backlogs can be used to support work of different types such as OE, SRE, etc. 2. be regularly reordered according to priority 3. be regularly groomed to remove items that are obsolete 4. have similar items/tasks grouped into common stories when possible

Be user centric and try using the User Story format for all items. Attach acceptance criteria to the User Stories so that they can be verified independently of others stories. Define "Ready" (things like Small enough, Testable, Valuable, Independent etc)

Defining clear and consistent criteria for backlog items is fundamental for maintaining transparency and ensuring accessibility for all team members. By establishing a common language and format for user stories, tasks, and features, teams can avoid confusion and misinterpretation. A clear "Definition of Done" sets the quality standards and acceptance criteria, guiding team members in their efforts to meet project goals. Additionally, prioritizing backlog items based on value, urgency, and complexity is crucial for efficient backlog management. The MoSCoW method, categorizing items into "Must have," "Should have," "Could have," and "Won't have," is an effective technique for this, helping teams focus on what's essential for the success.

Establish clear and consistent criteria for prioritizing, sizing, and detailing backlog items. Use techniques such as user story mapping, story splitting, and acceptance criteria definition to ensure that backlog items are well-defined and actionable. Communicate these criteria to all team members to promote a shared understanding of backlog management practices.

I want to talk about how we prioritize tasks in the sprint backlog. Some people might think that only High priority tasks should be in the sprint. But in reality, there are tasks that are easy to do and can help our Tech team manage relationships better! So, instead of saying all tasks are "high" priority, we can label them as High, Medium, or Low. This way, developers and QA know which tasks they can start first and plan their workload. Also, if there are any bugs or issues, we can easily delay the low-priority tasks. This concept also helps our Project Managers and Business Analysts communicate more precisely because some tasks are committed to being delivered only if everything goes really well in the ongoing sprint

Esse tem sido um tema bem discutido entre meus pares ultimamente. O que posso dizer que é consenso entre todos, é que definições de DoR e DoD e de escrita dessa lista de pendências, sempre vai ser diferente para cada contexto. Maturidade dos membros, necessidades da liderança, padrões de arquitetura e engenharia exigidos pela empresa e por ai vai. Nunca a mesma receita, mas sempre uma receita.

Don't just "throw it in the backlog" to appease a noisy stakeholder. There are reasons to politely defer: * The item doesn't support your product strategy. Can you offer an alternative or recommend another product? * It's too tactical. Instead, offer it as a potential solution consideration for something else in the backlog. * It's duplicative of something already planned. Show the stakeholder where/roughly when you plan to address their need. * It doesn't provide enough value to justify spending resources on it. Can you work with the stakeholder to grow their or your understanding of the problem space?

Regularly update and review the backlog to reflect changes in priorities, requirements, and progress. Schedule backlog refinement sessions or grooming meetings to review and prioritize backlog items collaboratively. Encourage active participation from all team members to ensure that the backlog remains accurate, relevant, and up-to-date.

For any successful and timely delivered product, regular backlog prioritization is successful key. Generally, we are dumping everything in the backlog with the assumption we will deliver everything, and most of the time key features are missed and either delivered late or never. To overcome this situation, we should : - Evaluate every new requirement and adjust the priority. - De-prioritization should also be given equal importance, we can't consider everything as equally critical. - Business value of each new requirement should be calculated and prioritized accordingly. - Everyone should know the difference between Initiative, Epic, feature, stories, - Goals and milestones are also aligned with each new backlog prioritization change.

It's important to take an iterative approach to updating your backlog, just like you would with delivering the items. Only plan as much as you need to reduce the chance of having to update items you've already updated due to things changing before you start working on them. Similarly, it can be tempting to catalog every idea you've ever had, but it's important to regularly delete items that have persisted for an extended period of time with no reasonable intention of doing the work. When the backlog becomes too big you lose transparency of what is in it and struggle to find items.

As the project progresses and new needs or requirements arise, it is crucial to add new items to the backlog. Likewise, items that are no longer relevant to the project must be removed from the backlog. This avoids cluttering the backlog with unnecessary tasks. One tip is to schedule regular backlog reviews with the team. These sessions ensure that everyone is aligned regarding the project's vision, goals and expectations.

In my view, only one or two people should control the backlog board for three main reasons. Firstly, if it's open for everyone, duplicated tickets can't be monitored effectively. Secondly, not everyone knows exactly what they want. It's better to have a specialist who understands how to find the right solution to create the backlog. Lastly, it's crucial for the decision-maker to know and oversee all backlogs so they can prioritize and put the backlog into the sprint. Additionally, if there are too many backlogs for one person to manage, it's a sign to go back and review the product strategy. It may also indicate the need for better communication with stakeholders, or the scope of this squad is too big, and it could be time to split it.

Minha equipe tem amadurecido bastante no tema de refinamento. Tínhamos o péssimo hábito de refinar as tarefas enquanto à estávamos executando. Claro que isso não é o ideal mas quando assumimos um escopo de trabalho novo, nem sempre existe uma lista de pendências definida para o produto/plataforma. É uma cerimônia que com o tempo temos conseguido tornar recorrente nas nossas semanas e aos poucos estamos virando a balança.

One of the key things to this is having clearly set objectives in the roadmap that backlog items are aligned to so you can look at whether new candidate entries are aligned. This really helps balance new valuable insights against scope creep and the MoSCoW "coulds". The other really important things is regular backlog grooming as a team and ensuring different opinions and disciplines are heard so and be looking 2-3 sprints ahead not just the next two weeks.

Realize reuniões regulares para revisar e priorizar o backlog com toda a equipe. Isso ajuda a manter todos atualizados sobre o que está planejado e o que está em andamento.

In my experience, some items are in the backlog for a long time, it's as if a "hoarding" effect is taking place. I would suggest to remove those items: if they are important enough, someone will create them in the future.

Communication and collaboration is very important so that there is a clear idea about what has to be done and what needs to be asked during grooming. The team members should be able to comprehend the discussions in order to move ahead and this can be achieved through crystal clear communication. If the requirements are not clear, one can collaborate and collect ideas. Even then if there is still confusion, one should know what questions to ask in order to get answers to achieve something.

In order to reach a high performance with the team, the backlog must be accessible to all team members (Public Or Only seen by the members). Microsoft teams is one of the tools that you can use to easily manage a backlog. Defining a clear user story and acceptance criteria in order to make it sprintables. Also the role of the scrum master at this point is very important to encourage the team to contribute , make comments , start conversations , ask questions and share with the team if there is any impedements.

In my opinion, most of the teams are already using some effective tools like MS Azure boads, JIRA etc but communication and collaboration are key for managing the backlog constructively.

Une bonne collaboration passe par l’intelligence collective, dans un bon cadre de travail. Qui dit cadre dit règle de bon fonctionnement. Le model 3C est top pour aligner tout le monde sur comment procéder.

Establish a culture of regular communication around the backlog, Encourage team members to discuss dependencies and challenges during DSU.

como fomentar a colaboração e a comunicação ativa no time é um desafio, nao comunicar por obrigação mas sim por vontade de exposição de ideias para auxiliar o processo, claro que ha questoes referente a comunicação pois pode ser critica e/ou nao interessante para aquele momento entao perceber frustração dos colaboradores quando nao sao levados em consideração suas contribuições é importante

As an experienced and certified Agile practitioner, I believe the term "backlog" carries a negative connotation. Instead, I see it as the untapped potential from the story, waiting to be explored further. When positivity and curiosity drives the team, the team is driven from within to access the backlog and thus success is inevitable. #Agile #TeamSuccess #PositiveOutlook

I'd hate to underplay how important or time intensive proper collaboration really is. This is not something where you can expect to have one conversation for the quarter or at the start of sprint planning, and assume everyone "gets it". Beyond having roadmaps widely available across your specific tools (Slack, Teams, SharePoint, Confluence, Jira etc) I'd work from the assumption that you're going to be having regular conversations and discussions about it - whether it be across regional, or or functional town halls, team meetings, client / sales conversations. It's vital, it'll take time, and more often than not, it'll lead to new great ideas, more robust understanding of what you're doing and what you can let go of.

Foster open communication and collaboration among team members by sharing the backlog transparently and inviting feedback and contributions. Use the backlog as a central source of truth for project information and encourage team members to ask questions, provide suggestions, and raise concerns related to backlog items.

Visualize the backlog using appropriate techniques such as Kanban boards, story maps, or sprint backlogs to make it easier for team members to understand and track progress. Use visual cues such as color-coding, swimlanes, and progress indicators to highlight priorities, status, and dependencies. Regularly update the visual representation of the backlog to reflect the latest changes and progress.

Tools like Jira Align , ADO or VersionOne provide excellent dashboards to visualize progress of backlog items. You can also create Program Increment (PI) boards, featuring features, enablers, and milestones. Leverage dashboards for real-time progress tracking, including sprint burndowns and cumulative flow diagrams. Regularly review these visuals in PI Planning and Inspect & Adapt events for transparency and alignment.

No backlog items should sit idle for too long. There should be clear workflow defined with Kanban metrics and KPI charts for clear visibility like work item age and work in progress to track and improve the flow of items through the backlog.

Visualize and track progress. By using visual tools like Kanban boards or project management software, you can make the backlog visible and easily accessible to all team members. This fosters transparency, enhances collaboration, and allows everyone to track the progress of tasks and priorities in real-time.

Visualize the Backlog - Use Kanban boards or other visual tools to represent the workflow stages of backlog items, allowing for easy tracking of progress. Progress Updates - Encourage team members to regularly update the status of their assigned tasks within the backlog, reflecting progress and completion.

Visualizing and tracking progress of the backlog can be achieved through tools like Kanban boards or Gantt charts. These tools provide a clear overview of tasks, their statuses, and dependencies. It's important because it keeps the team aligned on what needs to be done and what has been accomplished. By visualizing progress, stakeholders can easily see how the project is advancing, identify bottlenecks, and make informed decisions to optimize workflow. This transparency fosters accountability, motivates the team, and helps in managing stakeholder expectations effectively. Additionally, tracking progress enables timely adjustments to the backlog, ensuring that the project stays on course towards its goals.

In my experience, the burndown chart provides a clear visual representation of the sprint backlog's progress. Which helps you to identify the deviation of sprint goals and velocities and act fast to put them back on track.

A visual representation of the backlog like Kanban board, roadmap, etc. will greatly enhance its clarity for everyone on the platforms like Jira.

By visualizing and tracking the process through Kanban boards, burnup charts, and accessible documentation, teams can effectively make the backlog visible and accessible to all members. This transparency fosters collaboration, empowers informed decision-making, and ultimately contributes to the success of the project. 1.Visualizing Workflow with Kanban Boards: Implementing Kanban boards allows teams to visualize the flow of work in the backlog, from to-do to done. 2.Tracking Progress with Burnup Charts: Utilizing burnup charts provides a visual representation of progress over time, showcasing completed work against the total scope of the backlog.

Use dashboards and reports to visualize the backlog and track progress. Highlight dependencies between backlog items and potential roadblocks.

Think about what percent of your backlog is influenced by your users and customers. If the answer isn't 100%, you have work to do... or you have regulatory bodies to answer to. Does the government count as a user? 🤔 Users are great sources of "what" but often terrible judges of "how" to go about achieving it. There are a lot of "hows" disguised as "what". For example, when a user says they want a "faster horse" - that's a "how". What they really want is to "get from point A to point B more quickly". Once you figure this out, your backlog will truly be off to the races 🐎!

Eu concordo com esse item, pois o feedback é o momento de aprimoramento e correção de rota. Temos que ter ciência que sempre podemos melhorar e principalmente nos aprimorarmos como profissional, a nossa função é servir e como tal temos que fazer da melhor maneira possível. A constância dessa prática leva ao aprimoramento.

In this fast paced world and with virtualization in my experience nothing creates the cohesion better than asking for feedback and acting upon it . That builds trust to achieve the gold with better clarity which in turn is faster.

You should actively solicit feedback from team members and stakeholders. Their insights are invaluable in improving backlog items and ensuring it reflects the overall product vision.

This should _not_ be the "final" step. Input from customers/users should be first, last, and always. Begin with the end -- that is, the happy customer/user -- in mind and _keep_ that in mind the whole time. You can only do this by asking them what they want before you start, asking them "does this look like what you want" regularly while working on it, and verifying when you think you're done with some task whether it meets and satisfices their needs.

Actively solicit and respond to feedback, integrating it into your processes to improve outcomes. Create a culture of openness, where feedback is valued and used to drive continuous improvement. Listen, adapt, and evolve based on constructive input from all stakeholders.

To ensure the backlog is visible to all team members, it's essential to make defining the backlog a collaborative effort. This means involving representatives from all relevant teams in identifying the why and what aspects of the features. Without this collaborative approach, one team may struggle to plan their backlog effectively, leading to misunderstandings and delays in the project.

A flat backlog does not enable you to prioritise backlog items. Consider using User Story Maps to group your user stories to ensure you deliver end-to-end functionality over secondary and tertiary use cases.

To make the backlog visible and accessible to all team members, consider using a collaborative project management tool like Jira, Trello, or Asana. This allows real-time updates and transparency, ensuring everyone is on the same page regarding tasks and priorities. Regularly update and discuss the backlog in team meetings to maintain alignment.

Vous installez Jira ou Trello, puis vous accédez aux paramètres de partage et sélectionnez "accessible par tous". C'est le meilleur moyen de rendre votre backlog visible à tous.

J'achète un écran géant que je branche à un ordinateur qui aura tout le temps Jira/Trello/Clickup/toussa ouvert durant les heures de travail. Ainsi, l'équipe l'a tout le temps en visuel. Ne me remerciez pas.

The use of the User Story Maps and Gherkin methods. For me, the goal is an important time saver and to work on the task so that the goal is as clear as possible.

Maintaining backlog should be collaborative effort from PO as well as dev team. All of the items cannot be expected from one single source

Utilize agile project management tools like Jira or Trello to create a digital backlog accessible to all team members. Hold regular backlog grooming sessions to review and prioritize items collaboratively. Additionally, use physical boards or visual displays in team areas to ensure transparency and alignment with project goals.

Having regular backlog grooming sessions helps to have back log items in sight. Also including product manager, development manager in backlog grooming helps with prioritization

Additional points to consider include using a shared glossary to define terms consistently, and regularly archiving outdated items to keep the backlog streamlined and focused.