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About Me

  1. A walkthrough and guide on how to create and configure a board in Jira Software Cloud. 0:00 - Intro 0:24 - What is a board? 01:27 - Two types of boards 02:10 - Jira without a board 02:41 - Create a board in Jira Software Cloud 04:50 - What is Roadmaps in Jira Software Cloud? 05:01 - What is a backlog in Jira Software Cloud? 06:02 - What is Active Sprints in Jira Software Cloud? 06:35 - General Boards Settings explained for Jira Software Cloud 08:52 - Column settings for Boards in Jira Software Cloud 09:02 - Column restraints for Boards in Jira Software Cloud 10:35 - Mange Columns in your Jira Software Cloud board 13:12 - Configure Swimlanes for your board in Jira Software Cloud 14:52 - Setup Quick filters for your board in Jira Software Cloud 17:22 - Card colors explained for your board in Jira Software Cloud 18:58 - Card layout explained for your board in Jira Software Cloud 21:23 - How to set up estimation for your board in Jira Software Cloud 23:08 - Working days for your board in Jira Software Cloud 23:57 - Issue Detail View explained for your board in Jira Software Cloud 25:17 - Configure Roadmaps for your board in Jira Software Cloud 26:22 - Outro
  2. This week alone, I have seen two great companies stumble and suffer serious damage to their brand. Not only did they alienate customers and cause short term financial loss for themselves, they also cause long term damage to their brand and reputation. This is something that could have easily been avoided by simply following standard practices and putting effort into proper communication. In this article, I will give you my point of view of the events and some ideas on how this could have been avoided. Atlassian - removing features and failing to communicate it Atlassian have had problems with communications for a while now, and this in itself is a big problem. This week, however, I was preparing for introducing Advanced Roadmaps to a company I work for, and I was very surprised to notice that some features was missing. As it turns out, this was announced back in May on an obscured page in their documentation. I assume that a notice was sent out around that time, but it seems it did not reach everyone (I never got the mails) and then apparently they did not think any more of this. A minor notice, barely noticeable in the release notes, can be found for the July 26th release. No marking to indicate that this will reduce functionality and rather than explaining what is being removed they refer to "live plans", which almost no one know what that is in reference to. My question is: what information did new customers that signed up AFTER May 10th get regarding the fact that functionality they were buying would be removed later that year? When I upgraded to Premium, there was no warning and no mention of this, and I have not received a single email regarding this change. To make matters worse, it seems that not even support knew this was happening so when I submitted a ticket to ask where my features had disappeared to, they referred to the differences between cloud and DataCenter. Obviously, they had no idea this feature was removed or that it had ever been a part of the cloud product. So, how should this be handled to avoid upset customers that suddenly loose functionality from a premium product they pay a lot of money from? Well, the simple answer is of course to communicate. In this case, you have 2 communication paths to cover: existing customers and new customers. Existing customers - Direct communication is a must. No one have time to read release notes or blog posts. People have companies to run, and removing functionality from a premium product is almost unheard of without a replacement product or alternative. On May 10th this should be a focused email to all premium customers where the changes in the product would be clearly communicated and detailed. 3 months before the removal, another letter should be sent to remind the customers about this change. Then again every month to ensure no one misses this information. Every release note from May 10th should have a notice at the top reminding of this change as well. This notice should be properly marked in red with a warning sign to illustrate its importance. New Clients - Present changes up front. In the upgrade and order form, you should add a notice that the current implementation of Advanced Roadmaps will have changes happening soon that will remove features. You don't want to start a relation with a new customer with the feeling of lying and not being honest. While not a lot of clients was effected by this change, it has significant impact on TRUST. Not only do I not trust that Atlassian will keep me updated on changes to their products, especially when it comes to removing features, I also do not trust that they will be open with me when it comes to financial issues. This is a huge problem and I know that this is not just me feeling this way as I hear many other Atlassian consultants and customers starting to feel the same way. Atlassian needs to step up their communication as they seem to be stuck in their corporate bubble lately and focusing more on making money than their customers. I think Pete Morris, the roadmaps/Advanced Roadmaps product owner, displayed this well in his response to me. While Pete is a great guy and his response is kind and professional, it also shows a distinct lack of understanding of how to communicate with customers. In-product notifications are nice, if you assume that people actually read those, or even understand what they mean. Passive communication does not substitute direct communication, and more often than not the people who need the information are not the day-to-day users. It is the people in charge of tools and work processes and finance that need it, as well as the system administrators. I will of course reach out to Pete and discuss this with him and others at Atlassian, not to point fingers, but to give my point of view to hopefully prevent similar situations in the future. Invision Power Services - massive surprise price increase and reducing support without notice IPS, the company behind the software I use here on the site, stepped into a hornets nest this week when they sprung a massive surprise change on their clients. Instead of a simple update to pricing and their support, they now have a PR nightmare on their hands. Their new website refresh that was supposed to be filled with praise over the new design is now a sad tale of angry and disappointed clients. When writing this the thread has 384 replies and it is bad... So what really happened to warrant such a massive surge of frustration? Well, it was a combination of things, where I think the biggest issue was that people realized big changes to pricing and support by browsing the new website. There had been no information on this change beforehand, and the changes was quite substantial. Price updates - This was a huge price change where people not only saw their price go up with anything between 30% all the way up to 300%. Most seemed to get a 50-60% increase in price, however, and while that surprise in itself was bad... Billing cycle changes - Payment periods was to pay the license fee every 6 months, but after the update this was changed to 12 months. Not only did people see a 50%-60% increase in license costs, it also doubled in size since it is now a yearly cost. For me, this meant that I went from $105 every 6 months to $310 every 12 months. That is a 50% increase for me. No more support, unless you pay for it - This was a very strange one as IPS now will shift everything towards community support unless you pay a whopping $1250/year. Yes, you read that right... $1250. Unless you pay over 100 dollar a month for ticket support, your support experience will be going through an open support forum. IPS claims that you can ask for private support or use the contact form if you do not want to post sensitive information in public, which seems very odd to me. For me, that just add a step for IPS support, the way I see it? It could have been different... This could easily have been avoided, and it could even have been a positive spin on things if handled correctly. No one really mind the price change because we all knew that it had to come sooner or later. The change should have been done gradually, however, with the proper communication. First announce the change 3 months in advance. IPS need to increase prices to up the development and support efforts. Everyone wants to see more features and bugs fixed faster. Everyone wants support to be better. Not a hard selling point to make. Offer anyone that want to commit to IPS to pay for a longer period of time now before the price change. - Show that you care about the current customers and also get a big chunk of short term cash to invest. Next renewal price remains the same for all existing customers - Again show that you care and appreciate the current customers by extending the existing price 6-9 months depending on when their next billing is due. #2 above should cover any current cashflow need, and you get a ton of goodwill. New customers pay the new price, of course. Offer multiple billing cycles. - Matt tried to motivate having just yearly billing with that customers can get confused or happen to pick the wrong cycle. I don't buy that as it is a UX issue and they own the product in charge of billing. I had a web hosting service for 15 years with multiple billing tiers and no one ever got confused by that. Having multiple options would help a lot for many that have problems funding $300 one time fee, but find it easier to fund maybe $30 monthly. Yes, you can do that anyway if you like with the ability to deposit money, but it is not something that people are used to. Define your support properly and offer ticket support. - While I get the idea to move questions to an open area to reduce the number of same questions being asked over and over, that is not the answer to the problem. I am all for the community driven help with IPS staff doing the heavy lifting, but you need to have an option for ticket support as well. I think it would have helped to put classification on the support tiers to make it easier to understand: Tier 1 support - Paid Premium support with response time within 1 hour and a resolution time within 48 hours. You can even offer per ticket support where a customer can pay a sum for priority support either per incident or for say a month for example during a migration or critical sales period. Tier 2 Support - Ticket support in a private forum with only own tickets settings. This is used only for technical support issues, meaning that something is not working with your software. Tier 3 Support - Community driven support where you can ask any question and get help from the community as well as IPS staff. The key point here is to communicate, in advance, present the negative changes with a positive that motivates the negative. A price change should lead to improvements for the users, like better support and faster feature cycles or investments. This way you motivate the change and you give time to absorb it. This is important because the human mind is very sensitive to change and rapid change has a tendency to cause frustration or even anger. IPS did the complete opposite by letting their customers discover the changes on their own and then selling the change with no upside for the customers at all. Instead the customers now pay more for less as prices went up and support was removed. That is a double negative, which is extremely hard to sell to your customers. This was a part of the email that was sent out hours after the release of the new website and the new price model. The wording and the way this is presented is directed inwards. It tries to motivate price changes with an historical reluctance to increase prices, which is pretty much what every landlord in the world do when they want to make more money and care nothing about their tenants. It has never been received well and it was not in this case either. Claiming that the services and products hold great value is a moot point to make towards their customers. We know this, that is why we pay in the first place. What we want to know is why should I pay 50%-60% more tomorrow compared to today? What has changed and how do I get better value for paying more? Making claims that major features have been adding and referencing gamification (which is not a complete system btw), anonymous posting and Zapier integration does not really motivate why you want me to pay you more. I already have those features! Switching to annual renewal billing because it is a simpler way and in line with industry standard show a distinct lack of connection with the customers and it is again directed inwards. It is not easier and more wanted for the customers, but many would have loved to have that as an option. I am of course talking about companies, but they are not the only customers IPS have. The fact that this came out hours after the release of new prices and changes to support models enforces the feeling that this was an afterthought and that IPS care so little for their customers that they only informed them after they started screaming. I know that is not how IPS see their clients, but the perception is still there due to this mistake. IPS failed in communication and people are leaving Due to this very simple mistake to not communicate and not making sure the customers understand the reason behind the price change this has now caused many customers to cancel their subscriptions. This will have a ripple effect on the mod creators either leaving or increasing their prices substantially. Less mods means less customers and less customers means less community support, which leads to a feeling of abandonment and ultimately a reduction in sales. Worse though is that IPS loose their customers TRUST. Again. IPS is on a very dangerous path, and has been for a while, due to the fact that they seem to lack a communications officer that have experience with communication strategy and financial strategy. While Jordan is doing an amazing job trying to communicate with the customers on the forum and social media that is not enough to save them from blunders like these. Not even Matt trying to do damage control will do anything in this situation. The damage is done. The ony question is how will IPS handle this now that they have screwed up. They can either continue to ignore the vocal customers that do not approve of these changes, or they can roll back and make a new plan to roll out later this year. If they ignore the customers I think they are going to have a really bad 2022, especially as people get back to life again and spend less time online again. Many struggle with finance now and it is not hard to motivate a move to less capable competitor with such a huge increase in pricing. Customers will drop like flies, not just because of the changes to price and support, but because they no longer trust IPS as a company. If they roll back and make a proper plan in communication with their customers, then they have a chance to salvage some customers at least. Many will still leave due to the lack of TRUST, but the chance for redemption could salvage that to some degree. With the proper communication they can even turn this into a win, but that would require a communication plan that is very different than what we have seen so far from IPS. Communication is not a nice-to-have! If you run a company then you sould know that communication is not nice-to-have. It is an essential part of your business and if you fail in communication you not only can, but you will, damage your brand and business. Anytime you deal with change for your customers, make sure your communication is aimed towards them. Make sure you present the benefit for them, not for you. Change is never accepted up front, so you must always sell it to prevent backlash. It is very difficult to fully recover from a communication mistake, but you can mitigate and in some cases even improve your relation with your customers. So don't ignore the importance of good communication and if you are not a communications expert yourself, hire one. It will save you a ton of money from stupid mistakes like Atlassian and IPS have stepped into and it can increase your revenue a lot. Good luck!
  3. This week alone, I have seen two great companies stumble and suffer serious damage to their brand. Not only did they alienate customers and cause short term financial loss for themselves, they also cause long term damage to their brand and reputation. This is something that could have easily been avoided by simply following standard practices and putting effort into proper communication. In this article, I will give you my point of view of the events and some ideas on how this could have been avoided. Atlassian - removing features and failing to communicate it Atlassian have had problems with communications for a while now, and this in itself is a big problem. This week, however, I was preparing for introducing Advanced Roadmaps to a company I work for, and I was very surprised to notice that some features was missing. As it turns out, this was announced back in May on an obscured page in their documentation. I assume that a notice was sent out around that time, but it seems it did not reach everyone (I never got the mails) and then apparently they did not think any more of this. A minor notice, barely noticeable in the release notes, can be found for the July 26th release. No marking to indicate that this will reduce functionality and rather than explaining what is being removed they refer to "live plans", which almost no one know what that is in reference to. My question is: what information did new customers that signed up AFTER May 10th get regarding the fact that functionality they were buying would be removed later that year? When I upgraded to Premium, there was no warning and no mention of this, and I have not received a single email regarding this change. To make matters worse, it seems that not even support knew this was happening so when I submitted a ticket to ask where my features had disappeared to, they referred to the differences between cloud and DataCenter. Obviously, they had no idea this feature was removed or that it had ever been a part of the cloud product. So, how should this be handled to avoid upset customers that suddenly loose functionality from a premium product they pay a lot of money from? Well, the simple answer is of course to communicate. In this case, you have 2 communication paths to cover: existing customers and new customers. Existing customers - Direct communication is a must. No one have time to read release notes or blog posts. People have companies to run, and removing functionality from a premium product is almost unheard of without a replacement product or alternative. On May 10th this should be a focused email to all premium customers where the changes in the product would be clearly communicated and detailed. 3 months before the removal, another letter should be sent to remind the customers about this change. Then again every month to ensure no one misses this information. Every release note from May 10th should have a notice at the top reminding of this change as well. This notice should be properly marked in red with a warning sign to illustrate its importance. New Clients - Present changes up front. In the upgrade and order form, you should add a notice that the current implementation of Advanced Roadmaps will have changes happening soon that will remove features. You don't want to start a relation with a new customer with the feeling of lying and not being honest. While not a lot of clients was effected by this change, it has significant impact on TRUST. Not only do I not trust that Atlassian will keep me updated on changes to their products, especially when it comes to removing features, I also do not trust that they will be open with me when it comes to financial issues. This is a huge problem and I know that this is not just me feeling this way as I hear many other Atlassian consultants and customers starting to feel the same way. Atlassian needs to step up their communication as they seem to be stuck in their corporate bubble lately and focusing more on making money than their customers. I think Pete Morris, the roadmaps/Advanced Roadmaps product owner, displayed this well in his response to me. While Pete is a great guy and his response is kind and professional, it also shows a distinct lack of understanding of how to communicate with customers. In-product notifications are nice, if you assume that people actually read those, or even understand what they mean. Passive communication does not substitute direct communication, and more often than not the people who need the information are not the day-to-day users. It is the people in charge of tools and work processes and finance that need it, as well as the system administrators. I will of course reach out to Pete and discuss this with him and others at Atlassian, not to point fingers, but to give my point of view to hopefully prevent similar situations in the future. Invision Power Services - massive surprise price increase and reducing support without notice IPS, the company behind the software I use here on the site, stepped into a hornets nest this week when they sprung a massive surprise change on their clients. Instead of a simple update to pricing and their support, they now have a PR nightmare on their hands. Their new website refresh that was supposed to be filled with praise over the new design is now a sad tale of angry and disappointed clients. When writing this the thread has 384 replies and it is bad... So what really happened to warrant such a massive surge of frustration? Well, it was a combination of things, where I think the biggest issue was that people realized big changes to pricing and support by browsing the new website. There had been no information on this change beforehand, and the changes was quite substantial. Price updates - This was a huge price change where people not only saw their price go up with anything between 30% all the way up to 300%. Most seemed to get a 50-60% increase in price, however, and while that surprise in itself was bad... Billing cycle changes - Payment periods was to pay the license fee every 6 months, but after the update this was changed to 12 months. Not only did people see a 50%-60% increase in license costs, it also doubled in size since it is now a yearly cost. For me, this meant that I went from $105 every 6 months to $310 every 12 months. That is a 50% increase for me. No more support, unless you pay for it - This was a very strange one as IPS now will shift everything towards community support unless you pay a whopping $1250/year. Yes, you read that right... $1250. Unless you pay over 100 dollar a month for ticket support, your support experience will be going through an open support forum. IPS claims that you can ask for private support or use the contact form if you do not want to post sensitive information in public, which seems very odd to me. For me, that just add a step for IPS support, the way I see it? It could have been different... This could easily have been avoided, and it could even have been a positive spin on things if handled correctly. No one really mind the price change because we all knew that it had to come sooner or later. The change should have been done gradually, however, with the proper communication. First announce the change 3 months in advance. IPS need to increase prices to up the development and support efforts. Everyone wants to see more features and bugs fixed faster. Everyone wants support to be better. Not a hard selling point to make. Offer anyone that want to commit to IPS to pay for a longer period of time now before the price change. - Show that you care about the current customers and also get a big chunk of short term cash to invest. Next renewal price remains the same for all existing customers - Again show that you care and appreciate the current customers by extending the existing price 6-9 months depending on when their next billing is due. #2 above should cover any current cashflow need, and you get a ton of goodwill. New customers pay the new price, of course. Offer multiple billing cycles. - Matt tried to motivate having just yearly billing with that customers can get confused or happen to pick the wrong cycle. I don't buy that as it is a UX issue and they own the product in charge of billing. I had a web hosting service for 15 years with multiple billing tiers and no one ever got confused by that. Having multiple options would help a lot for many that have problems funding $300 one time fee, but find it easier to fund maybe $30 monthly. Yes, you can do that anyway if you like with the ability to deposit money, but it is not something that people are used to. Define your support properly and offer ticket support. - While I get the idea to move questions to an open area to reduce the number of same questions being asked over and over, that is not the answer to the problem. I am all for the community driven help with IPS staff doing the heavy lifting, but you need to have an option for ticket support as well. I think it would have helped to put classification on the support tiers to make it easier to understand: Tier 1 support - Paid Premium support with response time within 1 hour and a resolution time within 48 hours. You can even offer per ticket support where a customer can pay a sum for priority support either per incident or for say a month for example during a migration or critical sales period. Tier 2 Support - Ticket support in a private forum with only own tickets settings. This is used only for technical support issues, meaning that something is not working with your software. Tier 3 Support - Community driven support where you can ask any question and get help from the community as well as IPS staff. The key point here is to communicate, in advance, present the negative changes with a positive that motivates the negative. A price change should lead to improvements for the users, like better support and faster feature cycles or investments. This way you motivate the change and you give time to absorb it. This is important because the human mind is very sensitive to change and rapid change has a tendency to cause frustration or even anger. IPS did the complete opposite by letting their customers discover the changes on their own and then selling the change with no upside for the customers at all. Instead the customers now pay more for less as prices went up and support was removed. That is a double negative, which is extremely hard to sell to your customers. This was a part of the email that was sent out hours after the release of the new website and the new price model. The wording and the way this is presented is directed inwards. It tries to motivate price changes with an historical reluctance to increase prices, which is pretty much what every landlord in the world do when they want to make more money and care nothing about their tenants. It has never been received well and it was not in this case either. Claiming that the services and products hold great value is a moot point to make towards their customers. We know this, that is why we pay in the first place. What we want to know is why should I pay 50%-60% more tomorrow compared to today? What has changed and how do I get better value for paying more? Making claims that major features have been adding and referencing gamification (which is not a complete system btw), anonymous posting and Zapier integration does not really motivate why you want me to pay you more. I already have those features! Switching to annual renewal billing because it is a simpler way and in line with industry standard show a distinct lack of connection with the customers and it is again directed inwards. It is not easier and more wanted for the customers, but many would have loved to have that as an option. I am of course talking about companies, but they are not the only customers IPS have. The fact that this came out hours after the release of new prices and changes to support models enforces the feeling that this was an afterthought and that IPS care so little for their customers that they only informed them after they started screaming. I know that is not how IPS see their clients, but the perception is still there due to this mistake. IPS failed in communication and people are leaving Due to this very simple mistake to not communicate and not making sure the customers understand the reason behind the price change this has now caused many customers to cancel their subscriptions. This will have a ripple effect on the mod creators either leaving or increasing their prices substantially. Less mods means less customers and less customers means less community support, which leads to a feeling of abandonment and ultimately a reduction in sales. Worse though is that IPS loose their customers TRUST. Again. IPS is on a very dangerous path, and has been for a while, due to the fact that they seem to lack a communications officer that have experience with communication strategy and financial strategy. While Jordan is doing an amazing job trying to communicate with the customers on the forum and social media that is not enough to save them from blunders like these. Not even Matt trying to do damage control will do anything in this situation. The damage is done. The ony question is how will IPS handle this now that they have screwed up. They can either continue to ignore the vocal customers that do not approve of these changes, or they can roll back and make a new plan to roll out later this year. If they ignore the customers I think they are going to have a really bad 2022, especially as people get back to life again and spend less time online again. Many struggle with finance now and it is not hard to motivate a move to less capable competitor with such a huge increase in pricing. Customers will drop like flies, not just because of the changes to price and support, but because they no longer trust IPS as a company. If they roll back and make a proper plan in communication with their customers, then they have a chance to salvage some customers at least. Many will still leave due to the lack of TRUST, but the chance for redemption could salvage that to some degree. With the proper communication they can even turn this into a win, but that would require a communication plan that is very different than what we have seen so far from IPS. Communication is not a nice-to-have! If you run a company then you sould know that communication is not nice-to-have. It is an essential part of your business and if you fail in communication you not only can, but you will, damage your brand and business. Anytime you deal with change for your customers, make sure your communication is aimed towards them. Make sure you present the benefit for them, not for you. Change is never accepted up front, so you must always sell it to prevent backlash. It is very difficult to fully recover from a communication mistake, but you can mitigate and in some cases even improve your relation with your customers. So don't ignore the importance of good communication and if you are not a communications expert yourself, hire one. It will save you a ton of money from stupid mistakes like Atlassian and IPS have stepped into and it can increase your revenue a lot. Good luck! View full blog article
  4. Atlassian are raising the prices for their cloud services on October 12th, which is perfectly ok. What is a bit strange though is that they for some reason seem to purposely try to hide just how much they are raising the prices. It does not say in the email, and the link takes you to the FAQ rather than the price list. A price list that only have the new prices and not the old for comparison. It is a bit odd. This seems to become a norm for Atlassian lately, to hide information and prevent comparison. I don't like it and I don't like the direction Atlassian is taking in terms of communication and information in the last few years. Atlassian used to be good and open about their prices, but lately it feels that they are doing everything they can to obfuscate and hide information purposely. I am not sure if that is because they have a strategy to adopt dark patterns in their UX to prevent a clear view into the actual costs (like airlines do), or if it is just some bad practice on their part implemented by someone who don't understand the customers. For example, why not include the new pricing in the email you send out to the customers? You know what products the customer own as it is part of your database, so it is not rocket science to add customized templates based on product ownership. If people could do that 15 years ago when sending out printed catalogs that had your car and your color on the front page, then I am sure that Atlassian can set up a simple database that can send targeted content to product segments. Even if you can't because you have not done the work, or your master data is crap, you can still send the entire pricing table, or at least link to it! Instead, you send out a letter that say nothing with a link to a page that does not have the pricing information I am looking for. Not even the FAQ landing page that Atlassian link to have a link in the text or any form of directional que to the single most important question clients will have when landing here: What are the new prices. Sure, there is a link component to the left, but nothing that indicate that these are related to the new pricing structure. It's just sloppy and poor UX in my opinion. Once you click in to see the pricing tables, you would expect to see the new prices and the old one for comparison, right? Nope. Atlassian shows only the new prices. If you are anything like me, then you never really pay attention to the actual price per tier, you know your monthly cost, right? So it would be nice with a place to see your new cost based on the new prices... but nope. You just have to wait for the next bill to see what the new price might be. As you can see, the start plans are going to be shafted once more. So if you have one, hold on to it because it looks like they will increase the price on that tier with 750%. Now, it is not very difficult to present the information on the increase in a more useful way. Just add the information on both the old and new price, along with the changes in both value and percentage. This is what Jira Cloud Standard looks like, for example, if you spend 2 minutes on it: I think this could be a problem because the person in charge of the INFORMATION is a designer used to work with PRESENTATION. Having tables that look good is one thing, answering the questions of the people looking for answers is another. If you present new prices that will affect people's decision to remain a client or not, then you better do better than this Atlassian. This was not good, so step it up. Ok?
  5. Atlassian are raising the prices for their cloud services on October 12th, which is perfectly ok. What is a bit strange though is that they for some reason seem to purposely try to hide just how much they are raising the prices. It does not say in the email, and the link takes you to the FAQ rather than the price list. A price list that only have the new prices and not the old for comparison. It is a bit odd. This seems to become a norm for Atlassian lately, to hide information and prevent comparison. I don't like it and I don't like the direction Atlassian is taking in terms of communication and information in the last few years. Atlassian used to be good and open about their prices, but lately it feels that they are doing everything they can to obfuscate and hide information purposely. I am not sure if that is because they have a strategy to adopt dark patterns in their UX to prevent a clear view into the actual costs (like airlines do), or if it is just some bad practice on their part implemented by someone who don't understand the customers. For example, why not include the new pricing in the email you send out to the customers? You know what products the customer own as it is part of your database, so it is not rocket science to add customized templates based on product ownership. If people could do that 15 years ago when sending out printed catalogs that had your car and your color on the front page, then I am sure that Atlassian can set up a simple database that can send targeted content to product segments. Even if you can't because you have not done the work, or your master data is crap, you can still send the entire pricing table, or at least link to it! Instead, you send out a letter that say nothing with a link to a page that does not have the pricing information I am looking for. Not even the FAQ landing page that Atlassian link to have a link in the text or any form of directional que to the single most important question clients will have when landing here: What are the new prices. Sure, there is a link component to the left, but nothing that indicate that these are related to the new pricing structure. It's just sloppy and poor UX in my opinion. Once you click in to see the pricing tables, you would expect to see the new prices and the old one for comparison, right? Nope. Atlassian shows only the new prices. If you are anything like me, then you never really pay attention to the actual price per tier, you know your monthly cost, right? So it would be nice with a place to see your new cost based on the new prices... but nope. You just have to wait for the next bill to see what the new price might be. As you can see, the start plans are going to be shafted once more. So if you have one, hold on to it because it looks like they will increase the price on that tier with 750%. Now, it is not very difficult to present the information on the increase in a more useful way. Just add the information on both the old and new price, along with the changes in both value and percentage. This is what Jira Cloud Standard looks like, for example, if you spend 2 minutes on it: I think this could be a problem because the person in charge of the INFORMATION is a designer used to work with PRESENTATION. Having tables that look good is one thing, answering the questions of the people looking for answers is another. If you present new prices that will affect people's decision to remain a client or not, then you better do better than this Atlassian. This was not good, so step it up. Ok? View full blog article
  6. Hot off the press is the annual Gartner(r) Magic Quadrant(tm) for IT Service Management Tools: an in-depth analysis of the ITSM landscape, market direction, and vendor solutions available to customers. We’re pleased to announce that Gartner named Atlassian a Visionary in the 2021 edition of this report. This comes on the heels of Gartner recognizing Atlassian in the March 2021 Gartner Peer Insights Customers’ Choice for IT Service Management Tools. As companies sprint to digitally transform, they are recognizing that every team has to operate with the same urgency and velocity. Development, IT operations, and business teams must come together to respond to business changes and deliver great digital service experiences fast – or they run the risk of going out of business. But traditional service management tools and processes hold teams back, keeping them in silos and limiting visibility. Modern times call for modern solutions. With more than 35,000 customers, Jira Service Management focuses on the convergence of digital experiences for development, operational, and business teams.
  7. These changes have recently been rolled out to Atlassian Cloud sites.
  8. According to a McKinsey survey, the pandemic accelerated the adoption of digital technologies globally by several years, pushing companies to migrate to the cloud, adopt distributed work models, and digitize their offerings. While ultimately positive, these changes were largely reactive. In order to shift their processes, many companies pressed pause on initiatives to drive innovation and instead focused solely on keeping the lights on in their businesses. For some, it was just the decision they needed to survive the economic squeeze of the pandemic. For others, it was the wrong choice – allowing competitors to gain critical headway. It’s never easy to choose between managing change or driving innovation within your organization. But with more changes on the horizon and rising competition promising stormy weather ahead, companies will increasingly have to make that same difficult choice. Here’s how you can plan your innovation journey – even when you can’t predict the weather.
  9. What if you had the opportunity to redesign your organization from scratch? How would you create systems and workflows that would result in an ideal user experience, start to finish? What if, on top of that, your goal was to have a system that could respond to change at the speed of the internet? We’re about to introduce you a team that put Conway’s Law through a real-world test.
  10. Parkinson’s Law is the old adage that work expands to fill the time allotted for its completion. The term was first coined by Cyril Northcote Parkinson in a humorous essay he wrote for “The Economist” in 1955. He shares the story of a woman whose only task in a day is to send a postcard – a task which would take a busy person approximately three minutes. But the woman spends an hour finding the card, another half hour looking for her glasses, 90 minutes writing the card, 20 minutes deciding whether or not to take an umbrella along on her walk to the mailbox … and on and on until her day is filled. Read his original article here. Let’s look at an updated example. You and your team have two weeks to complete a relatively simple bug fix. Realistically, it should only take a few hours.
  11. As your organization’s admin, you act – in many ways – like the helmsman of its ship. Teams look to you to keep their tech stack sturdy – you outfit the organization with improvements and new technologies, and you navigate them smoothly through any and all product changes. In a growing organization, even the smallest changes within your products can ripple into larger waves that affect your organization and your users. If updates roll out when you’re not prepared for them, your teams’ workflows can be affected, which can ultimately cause delays or disruptions. Across the Atlassian platform, we are continually making changes to our cloud features and capabilities in order to improve your product experience and expand what you can do with Atlassian’s cloud products. Our own admins work with hundreds of teams stretched across multiple continents, so we understand that it helps to have a detailed plan allowing you to stay informed, prepared, and ready to implement these changes within your organization. That’s why we’re committed to making it as easy as possible for admins to manage change seamlessly in the Atlassian Cloud platform.
  12. Leadership styles, just like everything else, evolve over time. So what’s your personal style? Do one of the “classic” leadership approaches resonate with you? Or do you find that a more modern leadership theory is a better fit? Take our quiz to find out which of the traditional leadership styles you naturally gravitate toward. Then, refine your approach to leadership by stealing a few techniques from both the old-school and new-school leadership theories.
  13. A product manager is the person who identifies the customer need and the larger business objectives that a product or feature will fulfill, articulates what success looks like for a product, and rallies a team to turn that vision into a reality. After 10 years of studying the craft of product management, I’ve developed a deep understanding of what it means to be a product manager.
  14. Atlassian and Mindville announced on thursday that Atlassian has acquired Mindville. This means that Atlassian acquire Mindville's asset and configuration management product Insight, which strengthen their psoition against competitors like ServiceNow. The CEO of Mindville Tommy Nordahl is well known to us in Stockholm who have participated in the Atlassian Usergroup events that I ran for two years. For many he is Riada, the company he started many years ago as the Atlassian company number one in Stockholm (and sweden?). Lately he has focused more on the asset and configuration managament product Insight and I am not surprised that Atlassian now have aquired it. Atlassian and ServiceNow are both gearing up for a battle. Since ServiceNow are strong in the asset and configuration management it makes sense that Atlassian want to stregthen their portfolio in their area. With more than 1700 customers already and Atlassian now adding resources I think we will see the cloud adaptation speed up a lot. If you have not looked at Insight before, then I suggest you do. Not only is it looking great and is easy to work with, it is also powerful and a very useful addition to your support organization. Using Insight alongside Jira Service Desk and Confluence is probably the most powerful way to manage incidents in your organization. The fact that you can directly connect it to your development and opertions team who already work in Jira make it even more powerful. I just want to say congratulation to Tommy and his amazing team for this accomplishment. To Atlassian I can only say good job on this acquisition. It will take you another step closer to being the natural choice for mid sized and large organizations, just as you already are the natural choice for small companies and all development teams today.
  15. Atlassian Cloud Your cloud-hosted products are supported by the Atlassian Cloud platform. This section usually includes changes related to multiple Atlassian Cloud products, site administration, and user management. Email users with suggested account changes ROLLING OUT From the Change details button, you can suggest that a user changes their account details to make their profile more consistent and easier to identify. Read more about administering Atlassian accounts. Give your users a Trusted permission ROLLING OUT From a user's Permission options, select Trusted to give certain users more responsibility. These users will be able to install and configure new products on your site and invite new users themselves. Claim accounts after verifying a domain ROLLING OUT To start managing accounts on your domain, we’ve included an additional step that requires you to claim accounts after verifying that you own the domain. From the table on the Domains page, click Claim accounts next to the verified domain. Read more about verifying a domain. Jira platform Changes in this section usually apply to all Jira products. We'll tell you in the change description if something is only for a specific Jira product. New user profile cards ROLLING OUT When you hover over someone’s name in directories, on dashboards, and in user picker fields, you’ll now start to see rich profile cards with more information and a link to the user’s profile (if you have permission to see it). New issue view: Rich user profile cards ROLLING OUT Get to know your team even faster. Our new user profile card provides more user information and a link to the user’s profile (if you have permission to see it). You’ll see it when you hover over someone’s name in user-picker fields (assignee, reporter, and other custom fields) and in issue activity feeds (comments, history, and the work log). Jira Software We're rolling out a new type of project known as next-gen. By default, any Jira Software licensed user can create their own next-gen project. These projects don't affect existing Jira projects, shared configurations, or your schemes. You can manage who's allowed to create next-gen projects with the new Create independent projects global permission. Read more about next-gen projects. New issue view for Jira Software ROLLING OUT Get a consistent view and edit experience with our new issue view for Jira Software. Click an issue to see its details, edit any field with a click, and add content with the quick-add buttons (under the issue summary). Take a look at the documentation for more info. We're adding new features and refining the design all the time, so click Give feedback on the issue view to let us know what you think. GitHub app on the Atlassian Marketplace ROLLING OUT We've partnered with GitHub to build a new and improved integration, which you can install at the Atlassian Marketplace. This replaces the DVCS connector in Jira's system settings. Current GitHub integrations set up under the old method will continue to work, but new integrations must be set up using the app on the Atlassian Marketplace. We're rolling out this update gradually, so it may not be on your Jira Cloud site yet. This won't affect GitHub Enterprise integrations, which must still be set up via the DVCS connector. Jira Service Desk Issues with the customer organizations field now use the organization name instead of ID when exporting to CSV ROLLING OUT NEW THIS WEEK When exporting Jira issues to CSV from the Jira Issue Navigator, the Custom field (Organizations) now contains the name of the organizations linked to the issue. The field previously contained the organization ID, which was not valuable for exports used for reporting. As part of this change, a CSV import can now match organizations by both their ID and their name. No changes are needed if you use CSV export files for import. Maintenance complete on the Request and Approvals pages ROLLING OUT NEW THIS WEEK We've completed some maintenance to the customer portal, you may notice some cosmetic updates to the Request and Approvals pages. New issue view for Jira Service Desk ROLLING OUT The new issue view groups key actions and information in a logical way, making it easier for you to scan and update requests. Learn more about the new issue view. Use keyboard shortcuts in your queues ROLLING OUT Use keyboard shortcuts to navigate around your queues and get your work done faster. You can now move through issues, select their fields, and go to the issue view from your queues just by using your keyboard! Customer portal request details page redesign ROLLING OUT We have redesigned the customer portal request details page to make it easier to use. You’ll notice we have added a rich text editor, sorted the activity stream from old to new, and have moved the location of the request fields, share button, approval and comment boxes. Easier configuration for the new issue view ROLLING OUT If you have the new issue view, you can now easily configure how your issue view looks for each request type. From your service desk project, go to Project settings > Request types and you'll find the new layout for making changes. Improved interface for your customer portal settings ROLLING OUT We’ve given the customer portal page in your project settings a visual overhaul. Settings are under suitable headings, text sizes are aligned, and overall, the page has a cleaner interface. Don’t worry, we haven’t removed any functionality. To see the new design in a classic project, go to Project settings > Portal settings. To see the new design in a next-gen project, go to Project settings > Channels > Customer portal. Confluence Portfolio for Jira plan macro ROLLING OUT NEW THIS WEEK The Portfolio for Jira plan Confluence macro lets you embed a Portfolio for Jira Server and Data Center plan in a Confluence page. Join key stakeholders in the spaces where business goals are built and tracked, and share how work is progressing across multiple projects and teams. Blogs are getting the first round of editing improvements ROLLING OUT If you've ever thought 'I wish it was easier to read blogs on mobile.... or on other devices', then this change is for you. Blogs are getting fixed-width layouts to improve readability across all devices. We're making a bunch of other updates to improve editing reliability and clean up your editing experience, so some macros may be temporarily unavailable while they're under maintenance. You can read more about these changes on our docs site. Teams have arrived in Confluence retrospectives! ROLLING OUT Instead of having to individually add each member of your team to a retrospective, Confluence now lets you assign people to Teams, so you can bulk add everyone at once. Use the retrospective template to see Teams in action. You can edit Teams through the retrospective-creation process, and add or edit other attendees for each retrospective you create. We're extending editing improvements to all pages on Android ROLLING OUT The editing improvements we made to blogs a few months ago are coming to the rest of your Android mobile pages, too. In addition to being faster and more reliable, your new pages are also responsive, optimized for readability, and have advanced tables. Some macros are still missing as we rebuild them, but you can check the list of changes and track updates to macros on our docs site. Confluence Cloud recent pages drawer ROLLING OUT We’ve made it easier to get to the pages you visited or worked with most recently. A new action has been added to the global sidebar that presents you with a list of your recent pages; interaction-specific tabs help you narrow the list based on your actions, like visited, edited, or saved as draft. Share pages directly with your team ROLLING OUT It’s now easier to share pages with everyone on your team, all in one go. When you click Share on any page or blog post, Confluence now lets you add a team – no need to enter each person individually. Learn more Bitbucket Retarget stacked Pull Requests ROLLING OUT NEW THIS WEEK Bitbucket will retarget the dependent pull requests to the branch that you're merging into, before closing the branch of the pull request you're merging. Previously, if there were dependent pull requests, you needed to update them manually with the new target branch. You will now see a checkbox with a link to the affected pull requests that will be retargeted.
  16. Notion.so is a relatively new product, but it is already making some waves and is often mentioned in comparison with Atlassians products. At first glance it has a good spread of functionality and a price that can really challenge the Atlassian giant, especially for small to medium companies. "Write, plan, collaborate, and get organized. Notion is all you need — in one tool." Notion.so started in 2016 in San Fransisco and it has already attracted many users to its simple, yet powerful features. On their website they have 4 areas that they see as their core: Notes & docs, Knowledge base, Tasks & Projects and Database. If we compare these with the Atlassian suite it is pretty much Confluence with Trello baked into one product. The editing capabilities are not bad and Notion.so uses an inline editing function rather then the old click to edit function in Confluence. It is very nice and uses the "/" command to access the functions rather than a toolbar. The permissions system is a bit different, but seem pretty solid from what I can tell. Once you get the hang of things it is very, very easy to build content with Notion.so. The capabilities for Tasks & Projects are very similar to Trello so if you know how to work with Trello you should have no issues with Notion.so. If anything I feel that Notion.so actually have a more capable feature set than Trello by allowing a ton of fields that can be customized to create some pretty sophisticated setups. While not nearly as powerful as Jira for development purposes, this is is more than enough for many other situations. Databases follow pretty much the same capabilities as for tasks and pages. In fact tasks comes from a database by default. This means that you can create pretty awesome databases with multiple views, including tasks, lists and even a calendar view. Personally I love the feature that each row in my table can be edited as a separate page. At a very affordable price compared to Confluence and Jira with pretty solid features this is not a bad alternative. There are some concerns regarding security as Notion.so do not have any ISO, SOC 2, HIPAA certificates, but considering they have passed reviews from companies such as Slack and Intercom that is probably not a big thing for it's user base. I see Notion.so as a good alternative for small to medium non-development companies. It can work for smaller development companies as well as for large non-development companies, but I think the sweet spot is in the small to medium non-development area. The price also suggest that as it is user based and at the top tier with 20 dollars per user it is getting pretty expensive. I like Notion.so and I think it definitely have a place in some organizations. It is clearly being developed with passion where the goal is not to make money, but to make people's life easier and more organized. As always they get an extra gold star for giving students and educators this awesome product for free. Notion.so comes as an online cloud solution, a mobile app as well as downloads for mac and windows that even allow offline editing....and did I mention it has a dark mode that is simply amazing? If you have not tried it, then go and sign up for a free account today and give it a go.
  17. The Roadmap feature in Jira Cloud's NextGen projects is getting three new features. While all good additions, the question still remain who these new features are for and to what extent these new features will make people move over to NextGen projects. NextGen for Jira Cloud is in a strange place as it is not really defined what is can and should be used for. The Roadmap feature is in a similar place as it fall somewhere between Portfolio for Jira and the Roadmap planner macro in Confluence. These 3 new features are an improvement and a good indication on where Atlassian are going. The question is just how fast these new features are coming out and if it appeal to the target audience. Drill down into the details The first feature is the ability to open up the Epic and see the underlying tasks. This is a much needed feature that was heavily requested and also one I spoke with Atlassian about earlier this fall. This is a good feature and a good step to improve the roadmap, but is still in need of further refinement. We still only have Epics as the starting point, which will limit the use of Roadmaps. Opening up the subtasks will only show their status at the moment, which is useful, but not what many want. Many still want a Gant view where the sum of the subtasks should make up the time in the Epic. This is not possible at the moment and I find it interesting that Atlassian has chosen to follow an Agile first approach to the Roadmaps, which means it will not be very useful for the majority of the companies using Atlassian's products today. Add new tasks directly in the Roadmap Another great feature that was much requested is the ability to create new sub tasks directly in the Roadmap. This way we can build up a full stack of tasks for a project in one view, which is excellent for portfolio and project planning purposes. The fact that we do not get full Gantt view for the sub tasks makes this a little less useful for time and resource planning however. Filter your Epics and Tasks The ability to use different filters is a must for any Portfolio, but even roadmaps benefit from filtering options. In this release we get the filters for issue status and assignee, which is a good start. I would like to see some more filters like dependencies and of course issues that are behind the time schedule. The question is just who this Roadmap feature is for though as then we are moving more into project management and Portfolio management and Atlassian has previously stated that the Roadmap is for teams. It's a good start, but... I am still not sure where NextGen projects are heading, which means it's hard to say if the features are great or poor. We know that Roadmaps will be ported over to the Classic project types as well, but that will make things even more confusing. This is unfortunately a common issue with Atlassian as they are getting more and more fractured with no clear indication on structure or strategy. Roadmaps for me is something that should stay as a team tool for small teams to give an overview of the current work. To cater to that need Roadmaps could benefit from a few changes. The first would be to change the basic structure and allow the view to be in any level. That means that I should be able to use Stories rather than Epics as Epics are just containers and not work tasks. The majority of issues are not connected to Epics in most teams, especially if you work in a Kanban setting for continuous improvements for example. The second would be to go full gantt, or rather to give the option to go full gantt. Not every team need or will use estimation in issues, but most do. Without a full gantt the view of issues will not be as useful as a progress overview tool. It's like saying that I have a container of a certain size and in that container I have put five items. On the question if the items will fit my only answerr will be "I don't know", which is in many organizations not an acceptable answer. The third would be to add dependencies on issues and not just on Epics and extend the data to also show data from other projects. In most organizations dependencies are not within the team itself, but to surrounding teams. Even if the view is for the team it makes sense that I should be able to see what other teams could be affected. The fourth would be to ensure that Roadmaps becomes a granular part of a larger view. Right now it is an isolated feature, which means that we will have different data for different levels of the organization. This will lead to miscommunication within the organization as teams will say Epics, which will mean something very different to Program managers and Portfolio managers and so on. As more and more organization add SAFe to their processes it is important that the team view is part of the greater whole. I am sure we will so many great additions to Roadmaps in 2020 and hopefully many of the questions we have regarding Roadmaps and NextGen projects will get answers then. Until then these three new features are welcome additions that I am sure will help many teams improve their work processes.
  18. Earlier in 2019 Atlassian presented their new cloud development platform FORGE at the Atlassian Summit. The idea is to have a tool that makes it easier and faster to develop apps for the Atlassian cloud suite using a serverless FaaS hosting platform, powered by AWS Lambda. This new cloud development platform will probably be a welcome tool for new app developers and if received well it will push development for cloud to the front lines. All in accordance with the business strategies Atlassian seem to push towards cloud in general. According to the article by Atlassian, Forge comes with three core components: A serverless Functions-as-a-Service (FaaS) hosted platform with Atlassian-operated compute and storage for app developers A flexible declarative UI language (Forge UI) that enables developers to build interactive user experiences across web and devices with just a few lines of code A state-of-the-art DevOps toolchain, powered by the intuitive Forge Command Line Interface (CLI). A serverless Functions-as-a-Service The first component with the FaaS I think sounds excellent as one of the big hurdles with app development for Atlassian (and other systems) is hosting and develop the app as a separate web service. Having FORGE do the heavy lifting should make that threshold a bit lower (depending on the cost of course). Atlassian list 3 specific areas that they hope that FORGE will help with: Trust: As personal information goes digital, privacy, transparency, and security are more important than ever before. With Forge UI, developers and app consumers benefit from built-in, best-in-class security for apps, by default. Plus, thanks to Atlaskit, when Atlassian makes an update, your apps won’t break. Running anywhere: Atlassian customers want experiences that are consistent across their products and apps, and across their devices and web. Forge’s UI enables users to build once for both web and mobile. Moving up the stack: In general, developers aren’t concerned with where their code is running – they simply want to spend less time on implementation details of the code, and more time on providing customer value. Forge’s serverless FaaS model enables developers to write single functions rather than building entire web applications. There are also other areas where FORGE can help reduce pain points and increase security. A flexible declarative UI language The second part I am not sure if it's a good thing or not. For anyone developing only towards cloud based Atlassian systems it is of course awesome as it makes things easier and we get a more unified design across apps as well as systems. It is when dealing with multiple ecosystems such as Server or Data Center this can become a bit complicated. On one hand it forces even server based apps to follow the design specifications of Forge UI, but on the other hand it can limit the app developers. Overall it should still be a good thing and as it is based on Atlaskit it should be pretty well aligned with the overall UI design for cloud. A state-of-the-art DevOps toolchain For the DevOps toolchain I would like to know more before making any assumptions as it seem to be based on Bitbucket pipelines that are still quite new. I like Bitbucket Pipelines, but I would like to see if this is just a built in version of it into FORGE or if it has some changes. Things like defining environments within AWS Lambda and what the UI for this will look like. Is it "just" a CLI and if so, what capabilities can I expect within the CLI itself. Will this be connected to Bamboo for the build or can I choose other build tools such as TeamCity for example? The fact that this part is barely mentioned in the article of the presentation is a bit of warning flag for me. If it is state-of-the-art, then please show me the tool chain and give me an example of a simple code update from development to production. Still, this is just me being a bit nit-picky as I am sure there are already videos out there for this or they will come soon enough. Overall I think this will be a bit of change for many app developers today, but a good change. Welcome to the Forge - Presentation at Atlassian Summit 2019 Personally I think this is a great thing that will help app developers a lot. Old app developers might need a while to adjust, but in the long run I think it is a good thing. Adding this service not only ensure that things get more uniform in terms of design and coding, but it also will provide great insight into how a controlled DevOps toolchain is perceived outside of their own company. I look forward to learn more about Atlassian Forge that is currently in Closed Beta that you can sign up for here. What do you think of Atlassian Forge so far?
  19. This is a repost from Atlassian's blog where the latest updates to the Atlassian cloud platform is posted. It is reposted here since the Atlassian blog does not have an RSS feed and so we can discuss the changes to the Atlassian Cloud architecture. You can follow these posts withe the tag "atlassian cloud changes". Atlassian Cloud Your cloud-hosted products are supported by the Atlassian Cloud platform. This section usually includes changes related to multiple Atlassian Cloud products, site administration, and user management. Email users with suggested account changes From the Change details button, you can suggest that a user changes their account details to make their profile more consistent and easier to identify. Read more about administering Atlassian accounts. Give your users a Trusted permission From a user's Permission options, select Trusted to give certain users more responsibility. These users will be able to install and configure new products on your site and invite new users themselves. Claim accounts after verifying a domain To start managing accounts on your domain, we’ve included an additional step that requires you to claim accounts after verifying that you own the domain. From the table on the Domains page, click Claim accounts next to the verified domain. Read more about verifying a domain. Set your language and time zone for Jira and Confluence in your Atlassian account profile Rather than individually setting your language and time zone in Jira and Confluence, these preferences will soon come from your Atlassian account profile. Visit your account preferences to update these settings. It may take up to 10 mins before your updated preferences are reflected in Jira and Confluence. Jira platform Changes in this section usually apply to all Jira products. We'll tell you in the change description if something is only for a specific Jira product. New issue view: Print an issue or export it to Microsoft Word or XML Print or export individual issues in the new issue view. Open an issue and choose more actions (•••) at the top-right to print it or export it to Microsoft Word (DOC) or XML format. Changing the "Issues and filters" navigation item to "Filters" In preparation for the rollout of our improved navigation for Jira Cloud, we've updated the "Issues and filters" menu item in the Jira sidebar to simply be "Filters." When we move to the new horizontal navigation, this name will better reflect what you'll find in the menu—filters, filters, and more filters. This is purely a label change at this point, and won't change any functionality. New user profile cards When you hover over someone’s name in directories, on dashboards, and in user picker fields, you’ll now start to see rich profile cards with more information and a link to the user’s profile (if you have permission to see it). Next-gen: Epic panel in backlog You can now manage epics on the backlog of your next-gen project via the Epics panel, similar to how epic management works in classic Jira Software projects. Changes you make in the panel on the backlog will reflect on the Roadmap, and vice-versa. Advanced search (JQL): Search for content updated by a specific user Use the updatedBy() function to search for issues that were updated by a specific user, optionally within the specified time range. For example, if you want to find issues updated by John Smith between June and September 2018, enter issuekey IN updatedBy(jsmith, "2018/06/01", "2018/08/31"). Read more about the updatedBy() function. Jira Software We're rolling out a new type of project known as next-gen. By default, any Jira Software licensed user can create their own next-gen project. These projects don't affect existing Jira projects, shared configurations, or your schemes. You can manage who's allowed to create next-gen projects with the new Create independent projects global permission. Read more about next-gen projects. GitHub app on the Atlassian Marketplace We've partnered with GitHub to build a new and improved integration, which you can install at the Atlassian Marketplace. This replaces the DVCS connector in Jira's system settings. Current GitHub integrations set up under the old method will continue to work, but new integrations must be set up using the app on the Atlassian Marketplace. We're rolling out this update gradually, so it may not be on your Jira Cloud site yet. This won't affect GitHub Enterprise integrations, which must still be set up via the DVCS connector. Next-gen: Roadmap issue hierarchy You can now expand an epic on your roadmap to see its child issues and their statuses. Learn more about managing epics on the roadmap. Next-gen: Create child issues on your roadmap You can now add child issues directly on your roadmap. Just hover over an epic, click the + icon, and give your issue a name. Learn more about managing epics on the roadmap. Next-gen: Environment system field in JSW Add Jira’s built-in Environment field to your issue types in next-gen projects. In your project, go to Project settings > Issue types and drag the Environment field into the Description section of the issue layout. Jira Service Desk New issue view for Jira Service Desk The new issue view groups key actions and information in a logical way, making it easier for you to scan and update requests. Learn more about the new issue view. Use keyboard shortcuts in your queues Use keyboard shortcuts to navigate around your queues and get your work done faster. You can now move through issues, select their fields, and go to the issue view from your queues just by using your keyboard! Customer portal request details page redesign We have redesigned the customer portal request details page to make it easier to use. You’ll notice we have added a rich text editor, sorted the activity stream from old to new, and have moved the location of the request fields, share button, approval and comment boxes. Maintenance complete on the customer portal user profile page We have just completed some maintenance on the customer portal user profile page. We also introduced a new layout that is easier to use on mobile devices. Go team! Easier configuration for the new issue view If you have the new issue view, you can now easily configure how your issue view looks for each request type. From your service desk project, go to Project settings > Request types and you'll find the new layout for making changes. Next-gen projects: Approve or decline requests You can now add an approval stage to requests that should be approved before they’re resolved in next-gen projects. If a request has an approval stage, approvers can approve or decline the request from the issue view. Add an approval stage to a workflow by going to Project settings > Request types and then clicking Edit workflow. Learn more Global create can select request type and raise on behalf of You can now create a request on behalf of your customers and set them as the reporter. Use the global create button ( + ), then select Raise this request on behalf of and add in your customer's email. Introducing multi-line fields to the issue view in next-gen projects You can now add multi-line fields to the issue view. These fields communicate long-form information to your team members and aren’t visible to your customers. To add multi-line fields, go to Project settings > Request types and add fields to the Description fields bucket. Confluence Your editing experience just got an upgrade The new Confluence editor allows anyone to create beautiful, powerful pages effortlessly. Check out the editor roadmap to learn more. We're extending editing improvements to all pages on Android The editing improvements we made to blogs a few months ago are coming to the rest of your Android mobile pages, too. In addition to being faster and more reliable, your new pages are also responsive, optimized for readability, and have advanced tables. Some macros are still missing as we rebuild them, but you can check the list of changes and track updates to macros on our docs site. Annotate images in the new editor Annotate images by adding text, inserting shapes and lines, using brushes, or adding a blur to a certain area. Confluence Cloud recent pages drawer We’ve made it easier to get to the pages you visited or worked with most recently. A new action has been added to the global sidebar that presents you with a list of your recent pages; interaction-specific tabs help you narrow the list based on your actions, like visited, edited, or saved as draft. Share pages directly with your team It’s now easier to share pages with everyone on your team, all in one go. When you click Share on any page or blog post, Confluence now lets you add a team – no need to enter each person individually. Learn more Jira issue URLs are converted to smart links When you paste a Jira issue link into a Confluence page, the URL is converted to a smart link that displays the page icon and the page title. This works if the Jira and Confluence sites are linked or if they are both cloud versions. Convert pages to use the new editor You can now convert your existing pages that were created using the legacy editor to use the new editing experience! Learn more Confluence navigation just got better Get to information faster with improved navigation – making what you need visible from anywhere in Confluence. Learn more Align and resize images in tables in the new editor When images are inserted in table cells, you now have the ability to align and resize them. Portfolio for Jira plan macro The Portfolio for Jira plan Confluence macro lets you embed a Portfolio for Jira Server and Data Center plan in a Confluence page. Join key stakeholders in the spaces where business goals are built and tracked, and share how work is progressing across multiple projects and teams. Improved expand element replaces the macro Content creators just got a better way to control the way information is presented. The existing expand macro has been replaced with a quicker, easier way to include the expand functionality. Insert the improved expand element using /expand or by inserting the element from the editor's Insert toolbar. Bitbucket New Code Review - Limit the amount of rendered diff content Limits the amount of pull request content rendered in the diff and file tree to improve browser performance. Limits include the overall # of files and # of lines for the entire diff. Learn more
  20. Portfolio for Jira and it's third iteration that was released in April 2019 has some great features. In no less than 18 releases since the main release Portfolio for Jira has grown into a powerful tool to manage projects and programs in Jira. This is a summary of the biggest features released for Portfolio for Jira 3.0. Set a plan that reflects your reality One of the most difficult aspect of managing teams in Jira is to get a holistic overview. Using Portfolio for Jira this becomes much easier and in 3.0 it becomes even easier as you can adjust your plan by dragging and dropping issues to designate or reassign their parents, reorder them based on priority, and set timelines for their execution to generate a roadmap your teams can really get behind. All data is in real time so you can always get that holistic overview you need. Constantly evolve and respond to change With Portfolio for Jira 3.0 you can can visualize cross-project and cross-team dependencies to proactively navigate pitfalls and continually adapt plans, forging a clear path forward to help your team deliver on time. Get the data you need to adjust plans and drill down into the latest changes when ever you need to. Consistently communicate and share the best of your plan A variety of display options allow you to share updates with the right level of detail tailored to your audience and keep everyone on the same page, even as plans evolve. And because plans are open to everyone in the organization using Portfolio, individual team members can see how their work connects to bigger-picture initiatives, while management can see when work is forecasted to ship. Fields Following the launch of 3.0, highly requested fields such as Priority and Parent are added to give you even better detail of the work. In addition to this you also will find a new field called progress that track the completed work based on estimates (days, hours, or story points) for all the descendants of a given issue. This is displayed based on both completed and partially completed issues for which time has been logged against the estimated workload. Five additional fields are available with Portfolio for Jira 3.0. These are Checkbox, Radio button, User picker (single user), URL (read-only), and Label. You can use these to further add data to your overview. Bulk actions Five bulk actions have been added to Portfolio for Jira 3.0. Fields that can now be manipulated in bulk include Target start, Target end, Assignee, Sprint, and Issue rank. Clean up your plan by removing or reranking issues, or set dates all in one go. Filters With Portfolio for Jira 3.0 there are now filtering support for Jira standard fields Assignees, Sprints, Issue sources, and Issue types. There are also filtering for custom fields such as Single-select, Label, and Radio button, but it still in progress so expect this to be expanded in future updates. These new filter options makes it even easier to get the view you need. View settings With support for coloring, grouping, and general display of information in your plan you add meaningful context and a greater dimension to your data. This will make thins more clear as you track progress or share your plans with others. The new view settings now have the ability to roll up sprints on the timeline, new sorting capabilities (sort by Dates, Status, Sprint, Estimate, and Priority), and the new grouping options (group by Label, Release, Sprint). Portfolio for Jira plan Confluence macro In an effort to expand on the options for sharing Portfolio plans, in version 3.12 we announced the arrival of the “Portfolio for Jira plan” Confluence macro, which enables users to embed lightweight Portfolio for Jira plans directly within Confluence pages. It’s yet another way to keep everyone on the same page, even as plans evolve. Other notable improvements Impressions so far Portfolio for Jira is by far the most useful overview for day to day operational management of Jira projects. Where Jira align is useful for Portfolio management on a strategic level and Roadmaps for Jira Cloud give a different visual overview on a team level, Portfolio for Jira give the operational overview. The continued improvement of Portfolio for Jira 3.0 has continuously made this experience better and easier to work with. As we see more and more organizations start to implement SAFe into their way of working, Portfolio for Jira still is the best way to implement this on an operational level. If you have not tried Portfolio for Jira I strongly recommend that you give it a test run. It is an amazing addition to your Jira instance if you are serious about portfolio management on an operational level. More information on Portfolio for Jira can be found here: Portfolio for Jira | Atlassian WWW.ATLASSIAN.COM With Jira Software and Portfolio for Jira, you can combine your long-term planning and agile development to get visibility at...
  21. Regardless if you work in a continuous delivery flow like Kanban, a sequential delivery flow like waterfall or an iterative delivery flow like Scrum, you will benefit greatly from having portfolio management. Having a dedicated funnel ensures that you get a proper overlook of your incoming request. In this article we will discuss how that can be done by creating a process for it in Jira Software. Advanced Roadmaps is a very useful tool because it allows us to get the big picture. It also allows us to scale the hierarchies in Jira for issue types. This is important because the standard hierarchies are designed for teams, so they do not scale well. While you can work around this using the sideways approach where you have the higher hierarchies in a separate project and link between them, that is not really a hierarchy. This also works poorly when you wish to display things in Advanced Roadmap. The first thing we need to do for a proper hierarchy view in Advanced Roadmaps is to define the portfolio levels. We need to accommodate for multiple scenarios as requests, or demands, often come in different forms. The most common types are projects or even programs, or new features. We also want to make sure we can work with the different frameworks out there, so we add a collaboration level as well as defined in SAFe. To avoid a lot of confusion between different frameworks and other tools, we rename the Epic issue type in Jira Software to Feature. It will not be perfect, but it will have to do until we get the ability to rename it properly when Atlassian makes that change in the future. We do this by going to Issues -> Issue Types and edit the Epic issue type. We also add two new issue types for Initiative and Capability. Next we go to Plans -> Settings -> Advanced Roadmaps hierarchy configuration. There we add two new levels called Initiative and Capability and map them with our newly created issue types with the same names. Finally, we rename the Epic to Feature, and we should have our first hierarchy defined. We can go back and adjust this later if we want. The setup should now look like this: We can now add this to our projects by adding the issue types to our Issue Type Schemas. Depending on your setup you may want the new issue types for Initiative and Capability to exist in a separate Issue Type Schema, or you will add them to the standard schema. Either way we still need to give the new issue type a workflow that match their purpose. So we head over to Issues -> Workflows and create a new workflow. Again we want to consider what the purpose of these issue types is and who will actually work with them. Initiative, Capability and Feature are all used by management and requirement analysts to provide information on how to realize demands. That means that we do not have the same transfer of responsibility as for User Stories. Instead, we need to consider what we actually do in the portfolio and what we need to track in terms of activities. SAFe have a pretty good example of this for their Portfolio Kanban. Their first step is Funnel and for us that is pretty much everything that comes into our workflow, and we define this as new. Anything that comes in to the portfolio needs to be reviewed to see what we should focus on next. Since we will not review everything we add two steps for the review process: Ready for Review and In Review. This allows us to only pick things that we want to review by moving them from new to Ready for Review, and then we have an active status to indicate that we are working on this. We do the same for Analysis, which is the step where we involve Business Analysts and Requirement Analysts to define the need in more detail. For this we add Ready for Analysis for when the Review process lead to us spending time to break down the need in a requirement process. We also add the In Analysis to indicate that it has entered the Requirement process. Before we close this workflow we add the Implementation process as well. Ready for Implementation indicate that the requirement process has led to a decision to implement and In Implementation indicate that the need is being fulfilled. We do not fracture this further as we can easily drill down to individual tasks in Advanced Roadmaps, and it is not really useful to have for example test and release part of this workflow. That is because each issue type will have many issue types below it, and you can only transition on the last sub-task, making it misleading and feeling stagnant. Finally, we add a status for Blocked/Pending to allow us to track when things are preventing this activity from being fulfilled. This can be external or internal dependencies or financial reasons for example. As always we go for an open workflow to allow for free transitions. We add a close screen to the Close status to set a resolution and then add a post function to remove resolution on all other statuses. This workflow should now look like this: The final step is now to go to our workflow scheme and add this new workflow. We do this by going to Issues -> Workflow Schemes and click edit on the workflows scheme we have Initiative, Capability and Feature added to. We click add Workflow and add the new workflow we just created. Then we select that this workflow will be applied to Initiative, Capability and Feature before hitting save. This should now allow you to work inside Advanced Roadmaps using Initiatives, Capabilities and Features in a proper portfolio management process that allow for larger projects and programs as well as manage smaller feature or even user stories. I hope you found this useful and as always, if you have any questions just write a comment and I will do my best to help you.
  22. Regardless if you work in a continuous delivery flow like Kanban, a sequential delivery flow like waterfall or an iterative delivery flow like Scrum, you will benefit greatly from having portfolio management. Having a dedicated funnel ensures that you get a proper overlook of your incoming request. In this article we will discuss how that can be done by creating a process for it in Jira Software. Advanced Roadmaps is a very useful tool because it allows us to get the big picture. It also allows us to scale the hierarchies in Jira for issue types. This is important because the standard hierarchies are designed for teams, so they do not scale well. While you can work around this using the sideways approach where you have the higher hierarchies in a separate project and link between them, that is not really a hierarchy. This also works poorly when you wish to display things in Advanced Roadmap. The first thing we need to do for a proper hierarchy view in Advanced Roadmaps is to define the portfolio levels. We need to accommodate for multiple scenarios as requests, or demands, often come in different forms. The most common types are projects or even programs, or new features. We also want to make sure we can work with the different frameworks out there, so we add a collaboration level as well as defined in SAFe. To avoid a lot of confusion between different frameworks and other tools, we rename the Epic issue type in Jira Software to Feature. It will not be perfect, but it will have to do until we get the ability to rename it properly when Atlassian makes that change in the future. We do this by going to Issues -> Issue Types and edit the Epic issue type. We also add two new issue types for Initiative and Capability. Next we go to Plans -> Settings -> Advanced Roadmaps hierarchy configuration. There we add two new levels called Initiative and Capability and map them with our newly created issue types with the same names. Finally, we rename the Epic to Feature, and we should have our first hierarchy defined. We can go back and adjust this later if we want. The setup should now look like this: We can now add this to our projects by adding the issue types to our Issue Type Schemas. Depending on your setup you may want the new issue types for Initiative and Capability to exist in a separate Issue Type Schema, or you will add them to the standard schema. Either way we still need to give the new issue type a workflow that match their purpose. So we head over to Issues -> Workflows and create a new workflow. Again we want to consider what the purpose of these issue types is and who will actually work with them. Initiative, Capability and Feature are all used by management and requirement analysts to provide information on how to realize demands. That means that we do not have the same transfer of responsibility as for User Stories. Instead, we need to consider what we actually do in the portfolio and what we need to track in terms of activities. SAFe have a pretty good example of this for their Portfolio Kanban. Their first step is Funnel and for us that is pretty much everything that comes into our workflow, and we define this as new. Anything that comes in to the portfolio needs to be reviewed to see what we should focus on next. Since we will not review everything we add two steps for the review process: Ready for Review and In Review. This allows us to only pick things that we want to review by moving them from new to Ready for Review, and then we have an active status to indicate that we are working on this. We do the same for Analysis, which is the step where we involve Business Analysts and Requirement Analysts to define the need in more detail. For this we add Ready for Analysis for when the Review process lead to us spending time to break down the need in a requirement process. We also add the In Analysis to indicate that it has entered the Requirement process. Before we close this workflow we add the Implementation process as well. Ready for Implementation indicate that the requirement process has led to a decision to implement and In Implementation indicate that the need is being fulfilled. We do not fracture this further as we can easily drill down to individual tasks in Advanced Roadmaps, and it is not really useful to have for example test and release part of this workflow. That is because each issue type will have many issue types below it, and you can only transition on the last sub-task, making it misleading and feeling stagnant. Finally, we add a status for Blocked/Pending to allow us to track when things are preventing this activity from being fulfilled. This can be external or internal dependencies or financial reasons for example. As always we go for an open workflow to allow for free transitions. We add a close screen to the Close status to set a resolution and then add a post function to remove resolution on all other statuses. This workflow should now look like this: The final step is now to go to our workflow scheme and add this new workflow. We do this by going to Issues -> Workflow Schemes and click edit on the workflows scheme we have Initiative, Capability and Feature added to. We click add Workflow and add the new workflow we just created. Then we select that this workflow will be applied to Initiative, Capability and Feature before hitting save. This should now allow you to work inside Advanced Roadmaps using Initiatives, Capabilities and Features in a proper portfolio management process that allow for larger projects and programs as well as manage smaller feature or even user stories. I hope you found this useful and as always, if you have any questions just write a comment and I will do my best to help you. View full blog article
  23. Requirements in Jira has long been a wish for many Jira users. Many have tried it and many have failed because Jira is not designed to work with controlled requirements. Because of this I have always suggested to work with requirements in Confluence, but with RTM from Deviniti, I might change my mind about that. I am a certified requirements analyst and as someone who works in all positions in a development process I know the importance of good requirements. While good communication is key for a good workforce it does not remove the need for controlled requirements. In Jira you can setup requirements as part of a workflow or as a separate issue type, but the experience is far from controlled. When I saw RTM from Deviniti for the the first time I was intrigued. It looked very similar to older systems like HP QC (now Micro Focus Quality Center) in it's structure. I installed it on my Jira instance and have played around with it for a while now. So far I am very impressed, especially since Deviniti have confirmed that some of the things I miss are in their roadmap. Requirements & test management in Jira RTM comes with five main modules, plus a bunch of reports. The modules are all customizable so you can define what issue types you want to map with what module. This is great because that way I can map towards already existing issue types, or custom make new ones if needed. For Defects I can even map multiple issue types, which is great if you like me use both Defect and Incident. This is also possible for Requirements which is necessary for working with multiple types. In my setup I only have functional and non-functional requirements, but you can add more if you like. The RTM Requirements module This is the exciting part of RTM! Working with requirements in RTM feels just like in ALM or other older systems, but with the ease and great usability of Jira. You can quickly create a tree structure and rearrange the tree is easy and fast with drag and drop. Existing requirements can be imported using the import function that is located in the left column where the tree is under the three dots. You can customize the tree structure in the RTM configuration that is located under project settings. There you can select if you want auto numbering and if you want the issue number to be written out or not. While we still miss a few things (see below) this is really a great start. It is by far the best requirements app for Jira I have seen so far. The RTM Test Cases Module Test cases are reusable tests with test steps that you use in the test plans to perform tests. RTM is competing with some big shoes in the test department, but they hold up pretty good here. I like the configuration for the test steps that you have in the RTM configuration under project settings where you can modify the columns for the test steps. This allow me to define what columns I want with ease. You can also select what the starting status is, but right now you can not add or edit the standard statuses. As with all modules you can import existing test cases using the import function above the tree structure where you see the three dots. The RTM Test Plans Module Test plans are equally easy to create and manage. In the test plan you connect test cases and test executions to get the full overview of the test scope and result. In the overview of the test cases connected to the test plan you can change the order, create new test cases or add test cases. To me this gave a very good overview of the scope, what was actually tested and I have plenty of room to describe the test plan without cluttering things up. The RTM Test Executions Module The test executions module allow you to quickly execute test plans and you can structure them the same way as all the modules. You can re-execute test executions, which then create a new test execution that you can place in a folder directly. This is great for example smoke test that you want to run frequently. There are some things I think can be improved visually, but overall this works pretty well. The RTM Defects Module The Defects module give you an overview of the defects in the projects. If you are adding RTM to an existing project where you already have defects, then you can easily import them using the import function. It is a bit hidden, but you find it in the left column under the three dots. The Good and The Bad There is not a whole lot to say on the negative side of this because it works very well. I tested this with Portfolio for Jira and the result is amazing. You easily get the structure you need for a full parent-child tree structure and the modules in RTM provides a great focus area for requirements and test. Version management What I miss are the version management that absolutely must be there. This is one of the things that are on the roadmap for the future. Hopefully this can tie into some form of approval process to better control changes. This is important for large organizations, but also for non-functional requirements that usually are global. Acceptance Criteria This is also a thing that is currently missing and also on the road map for future updates. If these could work the same way as the test steps work today, or maybe even having them as separate entities like test cases, then this would be amazing. This would allow for really powerful connectivity between not just requirements and test, but also defects and requirements. Import from other projects One of the things I miss is the ability to import from other projects. This is especially useful for non-functional requirements that are often shared between many projects. I would like to be able to import these as read only so I can have them as part of the requirement structure, but not be able to edit for example legal requirements. I can make a requirement in the existing project and link for now, but I think import as read only would be a better solution. Quickfilters in Defects module The only thing I miss here is the possibility to add quick filters, just like in boards. This would allow me to better use this view based on my need. I found myself jumping to filters a few times to get a more focused view and with quick filters that would not be necessary. The Module Templates While the modules are not terrible in terms of visual they could improve a bit. Things are a bit cluttered and the tabs are not super obvious at first glance. Here I would like to see a slight update using Jira standards, but we also need templates to add custom data for example. Based of the structure with tabs I think it would be possible to use the standard view design and just split it in the different tabs for starters. Better integration with Confluence If I add a Confluence link directly into the issue itself, then it show up as just Wiki page. This is not very good as I want to see the name of the page so I know what page it is referring to. Other Apps support Right now I can't add other apps to the modules view, which is a bit of a problem for the requirements part especially. I often add designs using Invision prototypes and if that is not shown in the modules view, then I have to jump back and forth between the issue view and the module view. That is not good and I think this need to be added to the modules template designs. Test Executions UX and Visuals The test executions are a bit clunky when it comes to the UX. I find myself getting a bit lost as things happen without me being in control and I sometimes end up in the test issue view instead of the execution view. I would like to keep the execution summary in the header so it remain consistent and so I can come back to the execution overview instead of the issue view. The statuses are not tied into a workflow, which means that you need to skip back and forth to manage your test executions. A mapping in the settings would be nice so I can map execution statuses to workflow statuses. Also, there might be a good idea to separate statuses from resolutions to keep in line with Jira standard. Colorful folders This is just a cosmetic thing, but I like to be able to differentiate folders using colors and icons. This makes it a whole lot easier to quickly find the correct are, especially for large trees that often occur in requirements for larger systems. it would be very nice to have the option of selecting colors of the folders and special icing on the cake if I can select an icon as well. It would be easy to just use FontAwesome for example and allow the user to pick the icon from the font set. My opinion on RTM from Deviniti This is by far the most complete solution for a functional way of working with requirements and test in a controlled way. It still need some work here and there, but I will recommend this to all my clients as it stands today. Even without version management or dedicated sections for acceptance criteria it is still far, far better than what most people have today. When this product get more polished I think this will be one of the must have apps in pretty much every Jira instance. I like it. A lot.
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