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Should you form cross-functional agile teams?

In large, conventional organizations, multiple departments manage specific functions. Marketing, finance, HR and sales teams work in silos, often focused on their own outcomes rather than being primarily driven by the customer and the market.

Yet even before the pandemic hit, organizations recognized the need to manage change and make decisions quicker than ever before to keep up with competitors. Along came covid, and those needs vastly intensified.

To thrive in an uncertain, complex, and ambiguous world, many organizations are moving away from silos and racing towards enterprise agility, forming networks of empowered cross-functional agile teams.

But the change from siloed departments to agile teams means change, and change can be difficult.

In this article we weigh up the pros and cons of each operating model.

Key points

• Communication, collaboration, and employee engagement are often better in cross-functional teams.
• By iteratively testing solutions quickly, cross-functional teams can boost productivity, cut costs, and deliver better results.
• There may be bumps along the road before a newly formed cross-functional team matures and reaches its potential, but you can take steps to help them succeed.

"The two most urgent reasons for adopting Agile are the speed and flexibility required by working environments that continue to be bother unpredictable and volatile." State of Agile Report

What are cross-functional agile teams?

Cross-functional agile teams (sometimes known as cross-functional scrum teams) are a key element in any organization’s agile development.

The team brings together people from across the business with different expertise and skillsets. Together, the team works toward a common goal.

Usually made up of 5 to 11 people, the team defines, builds, tests and delivers projects in sprints or iterations.

"The ability for the team to support each other, collaborate with each other and align to the goal are wonderful ways to measure agile."

William Rojas, Adaptavist

What are the benefits of cross-functional agile teams?

There are many benefits of having cross-functional agile teams in your organization. Here’s our top five.

1. Cross-functional teams communicate and collaborate better

Siloed teams can spend many hours a week in unproductive meetings as they negotiate resources and manage conflicting priorities. On the other hand, Agile teams align on goals and objectives from the beginning of each project. This helps make their subsequent meetings brief, productive and transparent. Each person is accountable and empowered to share progress and solve problems. As a result, agile teams are often more engaged and passionate about their work.

2. Cross-functional teams are responsive

In silos, each team is responsible for an aspect of a project with limited visibility into what other teams are doing. This can lead to blockers or conflicting priorities, creating rework and delays. They may also find they lack specific skills as the project goes on, leaving teams rushing to fill the gaps and causing further delays. Moving to agile teams means having the necessary skills and resources available, as well as identifying conflicting priorities and blockers early. This helps agile teams rapidly iterate, continually improve, and deliver results.

3. Cross-functional teams are innovative

In siloed organizations, employees can get caught up in their departmental group think. The limited exposure to other teams makes employees less likely to question established practises or suggest improvements. In cross-functional agile teams, perspectives from people across multiple teams are shared from the outset. Because people from different skills approach problems in different ways, this can lead to great ideas and business innovation.

4. Cross-functional teams help the business adapt to change

With their iterative approach and frequent communication, cross-functional agile teams can problem solve and change directions fast. They don’t face the renegotiation, reprioritization, and delays that can hold siloed teams back. Instead, businesses with cross-functional teams can better respond to changing market and customer needs.

5. Cross-functional teams consistently focus on the big picture

Cross-functional agile teams understand the ‘why’ behind the work they’re doing, and they come together with a focus on the customer experience. This shared focus dissolves the barriers between the different functions within the team. Deliverables are mapped to high-level business objectives which deliver greater value to the end-user.

What are the downsides of cross-functional agile teams?

If cross-functional teams are done right, there really are no downsides. What organization doesn’t want increased collaboration, innovation, customer focus and faster delivery?

That said, there can be bumps and conflict as people learn to adapt to the agile mindset – and this is where cross-functional teams can fail to deliver. Here are some of the common challenges large organizations face when moving to cross-functional agile teams:

• Cultural resistance with people reluctant to let go of the old way of doing things.
• No clear accountability, leaving teams unable to make quick decisions and people clinging to a sense of ownership over their work.
• Lack of alignment with goals which can lead to misunderstandings, rework, and potential conflict.

With this in mind, it may take a little time and support for a newly formed agile team to find its wings.

"Often the way teams become agile is just by doing it, trying it, and continuing to evolve and committing to that approach. So, if you haven't started - just get started. That's often the biggest struggle."

William Rojas, Adaptavist

The first step is to just get started

Being agile means changing an organization’s processes and people structure, and it can seem like a lot of hard work. But if businesses don’t transform so they can capture the productivity, speed, customer, and employee engagement benefits; they’re at risk of being left behind.

Cross-functional agile teams can be your key adapting fast and getting ahead. There’s no doubt they can deliver outstanding results – if you take the right steps to set them up for success.

For concrete advice on how to drive successful cross-functional agile teams and avoid failure, sign up for our free on-demand webinar - ‘Do’s and Don'ts of Agile Teams with Adaptavist’.

The webinar will take a deep dive into the SAFe agile team together with our partner and SAFe expert Adaptavist.

Keen to scale agile and form successful cross-functional teams?

Come along to a free, 40-minute on-demand webinar to find out how

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How well do you know your customers?

🧐 Well, you know they use your product…

🧑‍💻 You sometimes write user stories for them, but not based an any particular persona…

🕵️ You did talk to a customer once; it was interesting, but now you aren’t sure where those notes went…

So that you can provide value to your customers, you really do need to get to know them well. What are the goals, motivations, and pain points that bring them to your product?

This is pretty important stuff, so let’s take a look at 7 reasons why it’s good to have a healthy level of customer obsession in your agile teams...

1. Agile and customer value go hand-in-hand

Agile is all about the customer. At least, it should be.

It’s right there in the first two agile principles:

(1) Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.

(2) Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage.

Manifesto For Agile Software Development

If you want to take an agile approach, you’ll definitely be putting your users at the heart of your development.

2. Each sprint should deliver a better product, and more value, for your customers

One reason why agile should (in theory - we’ll expand on this shortly) benefit your customers is that every two to four weeks, you’ll ship something new. It may not be a whole new feature each time, but every update, UI improvement, and even every bug fix is delivery of incremental improvement.

This is kind of a big deal when you compare it to traditional project management approaches.

With a waterfall approach, customers could be waiting months or even years before seeing any changes. In many cases, by the time updates were released, customers, technologies, and requirements had moved on.

But by taking an agile approach, you:

• Consider and incorporate user requested updates, features, and changes at any time
• Regularly add new features to a roadmap and incrementally roll them out in weeks or months, rather than years
• Can see early on if something’s not working, because you invite your users to report issues and provide feedback right away
• Show your users how the product is developing and growing
• Keep your product moving forward, and the customer is moving forward with it
• Grow the value your product provides to your customers over time.

However, it’s important to note that all of these really awesome benefits only apply if you’re prioritising your backlog and choosing features with your customers’ best interests at heart.

3. Agile teams need to know what’s valuable to their customers

“There is a chasm between the output of a team and successful outcomes for their customers. And the success of a team is measured by outcomes, not code.”

Nick Muldoon, CEO and Co-Founder, Easy Agile

Your customers have their own priorities, and they won’t align with the priorities of your business unless you make your customers the primary concern of your business.

Your developers likely want to work on projects that they find exciting or fulfilling, so the best way to motivate your agile teams is by building empathy with the people they’re building for. The most successful teams get a kick out of delivering the features that matter most to their customers. Because if you’re not solving their most important problems, your customers will find someone else who will solve them.

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4. Customer focus leads to better quality products

When you’re obsessed with your customers, you deliver products that actually matter.

Your whole business, from leadership, to engineering, to HR and Marketing; all need to stay focussed on the people that your business is aiming to attract. When your development teams understand your customers and develop with them in mind, there’s a much better chance that they’ll build the right things at the right time for the right people. And this is critical to the success of your product and organisation.

It’s also a great way to avoid building bloated products with unnecessary features.

5. An agile customer focus is better for planning and prioritising

The worst backlogs are huge ‘to-do’ lists; task focussed and likely to be out of date. The best backlogs however, align with the customer journey, are informed by feedback from your customers, and attempt to tackle their greatest pain points.

Without a solid understanding of your customers to inform your backlog, you could end up planning sprints, versions or even entire increments that don’t deliver anything useful or move the product forward for users. And that’s a pretty costly risk.

6. Customer feedback makes agile teams better

Teams who are obsessed with customers love getting customer feedback, whether it’s via customer interviews, surveys or just having a chat about their experience.

Customer feedback is incredibly powerful because it can help you:

• Understand your customers - Know what their biggest problems are and what they care about most
• Motivate your agile team - Help your team understand the problems they’re solving, the difference they’re making, and that their work is meaningful
• Spot trends and patterns - Ensure your product adapts to what’s in demand right now and what your customers will need in the future
• Make better products - Find out what’s not working so you can fix it
• Track your progress - See whether customers are happier with your product over time
• Stay relevant - Because products and companies that solve problems stick around long-term
• Get buy in - When your customers are involved in the process, they’ll feel more committed to the product, which can reduce churn
• Improve retention - Reduce churn and keep your customers for longer when you incorporate their feedback and ideas into your product
• Make data-informed decisions - Stop relying on your assumptions and let the data drive your strategy

So customer feedback is obviously awesome, but what do you actually DO with it? How do you share it with the team and turn it into actions? Well, that’s where user story mapping comes in.

7. Agile user story mapping is all about the customer

Most agile teams run user story mapping sessions to discuss what functions and features are needed in the product. User stories maps are a visual tool for customer focused development, ensuring your customer journey stays front and center throughout development.

This is where customer feedback comes into play. When your team can access a wealth of feedback from users, they can write user stories informed by real data. This gives them a much better chance of prioritizing features that will add value to users right away. Faster time-to-value. Sounds great right?

This makes backlog prioritization and sprint or version planning so much simpler, because the whole team shares a picture of what is important to the people who use what they are building. The team knows what they should prioritise next.

Improving your customer-focus is a solid strategy.

If your team isn’t exactly obsessed with your customers, maybe it’s time to change that?

Because if you’re focusing on your customers, you’ll make more of the right decisions about what products, features, and requirements you need to work on. You may not get it right every time, but if you’re involving your customers, you’ll soon learn what doesn’t work. Your team will find it easier to make decisions, you’ll waste less time, and you’ll build a better product, that keeps getting better.

Win win.

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Ready to take your customer focus to the next level?

Get our comprehensive playbook, "Understanding Customer Value in Agile." This practical guide shows you exactly how to:

• Conduct effective customer research through proven techniques like Gemba walks
• Create actionable personas that drive daily decisions
• Build feedback loops that inform your product strategy
• Implement a 90-day plan to transform your team's approach

Download the Customer Value Playbook.

Whether you're a Product Owner looking to improve prioritization or a developer wanting to make better implementation decisions, this guide provides the frameworks and techniques you need to put customer value at the heart of your Agile practice.

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Do your teams have a clear understanding of what needs to be done – and why?

One of the keys to being agile is to focus on the work that matters. This means working on projects that add value to the business and contribute to performance. But for many organizations, teams can get caught up on the latest feature or development, without understanding how that relates to the bigger picture of what the business cares about.

To keep your team focused on what they have set out to achieve in order to deliver value and achieve business outcomes, setting smart PI Objectives is essential. We look at why they’re so important, what makes a good PI objective, and how you can use them in your organization.

At a glance:

• PI objectives help teams understand how what they’re doing matters to the business.
• Good PI objectives are SMART – specific, measurable, achievable, relevant and timebound.
• Linking features to PI objectives within the same tool makes it easier for teams and stakeholders to see how work is achieving business objectives.

What are PI objectives?

When an agile team gets together for a PI planning session, there are two key outputs:

1. The Program Board (ART Planning Board in SAFe 6.0) covers big picture information such as features, dependencies between teams, and milestones. A feature is an agreed upon piece of work identified as being important to meeting business needs. For software development teams, this might be a new product feature. For marketing teams, it might be a website refresh or an advertising campaign.
2. PI objectives link the scheduled features to broader business objectives and value. This helps align work that needs to be done with broader business goals. They are then broken down into committed and uncommitted objectives.
   1. Committed objectives are those the team is confident they can deliver within the Program Increment. These objectives have been committed by the team through a confidence vote.
   2. Uncommitted objectives are those the team have low confidence in delivering but can help to build a buffer into the PI. This is because while the outcome of these objectives may not be certain, they are included in the teams capacity and plan for the PI should capacity remain after delivering on committed objectives.

The benefits of having smart PI objectives

PI objectives link what teams are working on to what the business cares about. They create alignment with business objectives by clearly connecting features to business value. As a result, teams know how their work is adding value.

Smart PI objectives provide a framework for this. They help build trust, create a shared language, and provide a clear direction. Everyone in the team can then understand what they’re doing, why they’re doing it, and why it’s important.

Without smart PI objectives in place, teams can spend time on tasks that aren’t adding value to the business and impact agility.

PI objectives are essential to your ability to measure success. Completing features alone isn't enough - they must drive a business outcome. They help get teams clear on why the work they do matters and define what success looks like.

What makes a good PI objective?

We’ve talked about why PI objectives are so critical, and now we’ll explain what makes a good PI objective.

Good PI objectives:

• Allow the business to see deliverables in a set timeframe
• Provide clarity on how scheduled work  fits into the big picture
• Enhance communication between teams and stakeholders
• Include no more than 7 to 10 objectives in total
• Aligns with what the business cares about
• Are clear on why it’s important and what it will deliver
• Are understood by anyone who picks them up

Are SMART – that is, specific, measurable, achievable, relevant and timebound

PI objectives need to be SMART

Using the SMART goal-setting framework to write your PI objectives helps keep your objectives clear and concise. Under this framework, your PI objective needs to be:

• Specific – Clearly and explicitly state the intended outcome of your objective.
• Measurable – Describe what your team needs to do to achieve the objective and how they will quantify success. Stakeholder feedback should form part of this.
• Achievable – Ensure the objective is realistic and within your team’s control and influence.
• Relevant – Align the objective with overall business objectives.
• Timebound – Set an appropriate timeframe to achieve the objective within the PI.

Team PI objectiveEnsure Easy Agile server customers have a seamless option to migrate to cloud by implementing JCMA and site import/export by the end of Q3.

Tips for writing SMART (and smart) PI objectives

Typically, many teams will run PI planning sessions in one tool, and then use another tool (like Confluence) to record PI objectives.

But separating PI objectives from the planning sessions makes it hard for the team and stakeholders to see how the work is shifting the dial for the business.

With the Easy Agile Programs, you can directly link your features to your objectives within the same tool. You're also able to describe the objective within Easy Agile Programs and assign business value:

By connecting features to PI objectives within the same tool, teams and business stakeholders gain clear visibility of work. They can see how their work is helping to achieve business objectives.

Learn more

Using the SMART framework to define PI objectives helps your teams focus on the right work. They align projects with broader business goals while providing a shared understanding across teams. By working towards the same purpose, they help keep your teams and organization productive and agile.

You can with Easy Agile Programs

Ready to bring your PI Objectives into Jira?

Watch Demo

Roadmaps help agile teams produce great products. They’re iterative, visual, collaborative, and they can be created directly in Jira. We designed the simplest roadmapping tool for Jira to bring the benefits of roadmaps straight to agile development teams. Use the Easy Agile Roadmaps app to create product roadmap templates that are simple to use, flexible, and integrated directly within Jira.

In a previous post, we shared a quick guide on how to create a Jira roadmap using Easy Agile Roadmaps. If you haven’t used Easy Agile Roadmaps yet, start there to install a free 30-day evaluation and create a product roadmap in Jira.

This post will cover some of the key features of our app, including how to synchronize your roadmap, schedule work from your backlog onto the timeline, create theme swimlanes, and visualize key date milestones.

The benefits of roadmapping

Roadmaps are extremely useful. Here are just a few of the things they can do:

• Provide a big picture vision for agile teams
• Provide a visual summary of the product development process
• Communicate strategic initiatives and business objectives
• Allow for real-time iterations
• Provide a clear time frame to keep product strategy on track
• Ensure short-term goals are met as soon as possible while still keeping an eye on long-term goals
• Help product managers oversee and organize product releases
• Track important release dates and product launches
• Keep everyone up-to-date on broader business goals
• Illustrate both a detailed and high-level overview of deliverables
• Help product managers and team members see dependencies between issues
• Help development teams bring constant value to external stakeholders

Plus, when you create a Jira roadmap, you have quick access to your product plans, and you always know exactly where your roadmap lives — right in our app. No more chasing down Gantt Charts or looking for one-off PowerPoint presentations!

Easy Agile Roadmaps: configuration, themes, markers, and PDF export

We designed the simplest and most flexible roadmapping tool for Jira to help agile teams work better together. Easy Agile Roadmaps create a flexible, iterative, and easy-to-use visual timeline of product development, allowing product owners to sequence the most critical features for customer delivery.

Watch our demo or follow the instructions below to:

• Synchronize Jira start and due date fields
• Schedule issues on the timeline
• Add swimlane themes
• Configure version and date markers
• Export the roadmap as a PDF

Synchronize Jira start and due date fields

We require users to specify which date fields should be mapped directly to the roadmap for a synchronized roadmapping experience. You’ll need to choose your date fields since multiple custom date fields may exist, such as project start and end dates or contract start and end dates.

A Jira administrator is required to map date fields.

Navigate to the Jira administrative cog and click “Manage apps” from the dropdown menu. Down the left-hand side of the manage apps page, find “Easy Agile Roadmaps,” and click configuration. Here, you can select the desired date field.

In each dropdown menu, you will see all of the available date fields to choose from on your Jira instance. Next, ensure that both of those date fields are associated with the screens used by your product teams.

Once installed, Easy Agile Roadmaps can be found in the project sidebar for every Scrum and Kanban agile board. Clicking on the roadmap icon in the project sidebar will load your roadmap for your selected board. From the dropdown menu in the top right corner, you have the option to view your roadmap from a weekly, monthly, or quarterly timeline scale.

Schedule issues on the timeline

After loading your roadmap, two theme swimlanes are present on the roadmap. The first is an example roadmap titled “My theme” that can be renamed. The second is a swimlane called “issues without themes.” Any issues populated within your selected date fields will appear on the timeline in a swimlane titled “issues without themes,” located at the bottom of your roadmap.

You can use the drag-and-drop functionality to move any issue to a different theme or place it on the timeline.

Issues from your board that have not been populated with start and due date fields can be added to your roadmap from the issues panel. Click on the blue “Issues” button in the top right corner of the roadmap, and simply drag an issue from the panel onto the timeline to schedule it on your roadmap.

Issues can be resized to show their expected start date, duration, and end date. To resize an issue, drag the left or right end to the desired date.

Create swimlane themes

You can slice your roadmap using theme swimlanes. These are a flexible way of grouping work and dividing the roadmap into a more visually digestible format. Theme swimlanes can represent anything suitable for your business context, from distinct themes of work to project components. Examples of themes include health and safety, customer onboarding experience, or customer satisfaction and engagement.

To create a new themed swimlane, click the “Create Theme” button located at the top of your roadmap. Name your theme, and press “Submit.” Your new theme will appear above the issues without themes swimlane and can be reordered using the arrows to the right-hand side of its name.

Configure version and date markers

Use Markers to visualize key date milestones and Jira fix versions on your roadmap.

To add Jira fix versions to your timeline, select the “Markers” button from the top of the roadmap. Click “Add Marker” to the fix versions you want to add to your roadmap.

Date markers are a flexible way of representing milestones or events, such as conferences, beta periods, or marketing campaign launches. To create a date marker, select the “Markers” button from the top of the roadmap. Select the option “Add a Date Marker.” Name your date marker or milestone, set the start and end date, and choose the marker color. Use color to signify different types of events and to add another layer of visual organization to your roadmap.

Export the roadmap as a PDF

The roadmap can be exported as a PDF to share with users and stakeholders who don't have access to Jira. To export your roadmap, click on the ellipses menu and select “Export to PDF.”

Select the timeframe you would like to share using the start and end date options, then press “Export.”

Product roadmap template example

Below is an example product roadmap template made with Easy Agile Roadmaps. The roadmap shows product launch dates, events, and overdue tasks with vertical colored Markers. Issues are arranged and scheduled by date in themed swimlanes that further organize the roadmap.

Easy Agile Roadmaps are completely customizable, so you can establish a process that works best for your team and your stakeholders.

How to get the most out of a product roadmap

✅ Utilize swimlane themes to tell a story about the customer journey. Ensure swimlane themes are customer-focused, so you always have their needs top-of-mind.

✅ Think of the roadmap as a living document. It will continue to evolve based on the needs of your team and stakeholders.

✅ Ensure the roadmap is accessible to all stakeholders so that they understand what’s going on and why you are making each decision. If necessary, regularly export the roadmap as a PDF for stakeholders who can’t access Jira to ensure organizational alignment.

✅ Actively collaborate with stakeholders, and involve them in the entire process. This will give you a clear understanding of what work will bring the most value to customers.

We dig deeper and expand on these guiding principles in our Product Roadmap Guide.

Try Easy Agile Roadmaps free for 30 days

Product roadmaps are widely used by agile teams since they simplify product goals and planning with a visual representation of the product journey.

Easy Agile Roadmaps help teams align around a product vision to continually bring value to customers. Complete a product roadmap so you can impress your team and stakeholders before ever making a commitment. Start your 30-day free trial to see what a difference this can make in your process.

If you have additional questions, ask us for an on-demand demo, which covers the features outlined in this post. Or, contact our team at any time with specific questions about any of our Easy Agile apps.

There are infinite learning opportunities available when it comes to using Jira to help you make the most of the tool. From Jira tutorials to Udemy courses to an Atlassian certification, you can continue to hone your skills and learn from others.

There’s always more to discover. Brush up on skills, advance your career, and gain certificates that can land you your dream job. Continued learning can make you an indispensable MASTER of all things Jira within your organization and around the world.

Read our list of recommended Jira tutorials, training, and certifications that will start you on the path to Jira mastery.

Why agile teams choose Jira

Jira is an agile project management tool developed by Atlassian. It began as a software development application for devops teams but has evolved to help modern workplaces practicing agile methodologies augment their process.

The software is widely used for bug tracking, issue tracking, and addressing performance improvements based on real-time data. And the online functionality reduces the physical dependencies of managing a project as a team — something that grows more important to businesses every year.

Fun fact: The name Jira is the truncation of Gojira, the Japanese name for Godzilla. Atlassian recommends yelling it loudly as if you were charging into battle!

Jira is widely used by nearly every development team because it takes a customer-first approach to designing products. Jira allows for extensive customization to help teams meet the needs of their customers.

How to choose the Jira learning that's best for you

Follow these tips when selecting how to receive further Jira training and education:

• If you are pursuing training to advance your career, you may want proof of course completion, either from an Atlassian University training course or a Udemy course, to provide potential employers.
• If you are interested in becoming an Atlassian Certified Professional, you’ll need certification through Atlassian University.
• If cost is a barrier, begin with the free tutorials available from Atlassian University.

Jira tutorials, training, and certifications from Atlassian

Our list will begin with learning opportunities from Atlassian University (since they know Jira best), and then we’ll expand to tutorials, training, and courses from other online sources below.

Atlassian University

Atlassian offers several free Jira tutorials for both beginners and pros, so you can gain confidence with product skills that cover exactly what you need to get started and beyond. The Jira tutorials are clearly labeled with a timestamp to help you plan your schedule.

Each short Jira tutorial is grouped into a series based on a range of topics, beginning with the very basic to the more specific, including:

• Getting started with boards in Jira Software
• Jira Essentials with Agile Mindset
• Getting More from Jira Workflows
• Automating Jira

Some tutorial series are short enough to complete on a lunch break, whereas others will take a few hours. So instead of doomscrolling while you eat your sandwich, pull up a quick tutorial to advance your skills! 🥪

If you hope to earn a certification, but you’re not entirely sure which specific training courses will get you there, Atlassian has role-based learning paths to guide you on your way.

Atlassian University — Jira certifications

To finally and officially cement yourself as a Jira Jedi Master, you can become an Atlassian Certified Professional and the go-to expert for all things Jira. Plus, all Atlassian certifications are globally recognized, so wherever you find yourself, Atlassian will be with you.

A number of different certifications are available depending on your chosen skillset. To achieve a certification, you’ll need to take the courses available through the above training link, gain real-world experience, and take an exam.

Other Jira tutorials, training, and courses

While Atlassian University is filled with learning opportunities, plenty of other resources will help you grow from beginner to expert and from expert to master.

Top Udemy Jira courses

Udemy Jira courses offer a wide variety of topics at a range of prices for those just starting out with Jira and old pros. Students can access broader topics like agile and project management as well as Professional Scrum Master (PSM) courses to prepare you for your certification.

Courses come with a rating based on the experience of past students. And considering that over 200,000 students are learning Jira on Udemy, you’ll be able to see which courses are well-reviewed to help you decide.

From beginner crash courses to more advanced or niche topics, there’s something for everyone. They also offer free “bite-sized” Jira lessons with videos 3 to 11 minutes long, so you can fit them into any busy schedule. Plus, all courses come with a 30-day money-back guarantee.

Expium’s Atlassian courses

Expium offers workshop-based Jira training for enterprise Atlassian customers. The courses aim to equip students to competently configure Jira with a range of workshops covering beginner basics to more specific topics.

The hands-on learning is available for public, private, or online classes. Expium is a Platinum Solution Partner, which means, according to Atlassian, they meet the highest training criteria and have a proven practice that can scale from small to large customers.

Guru 99 Jira tutorial: How to use Jira software for beginners

Guru 99’s free online resource is for beginners as well as those who need to brush up on the basics. It provides a step-by-step guide for using the Jira dashboard.

The resource outlines detailed use cases with annotated screenshots from the Jira tool. The detailed imagery shows the basics of creating issues and managing issue attributes as well as more specific uses, like how to set up workflows, clone issues, and create custom fields.

Guru 99’s Jira tutorial includes:

• Jira issues and issue types, such as new features, sub-tasks, bugs, etc.
• Jira issue attributes, such as in progress, open, closed, resolved, etc.
• Jira components
• How to create issues in Jira
• How to create sub-tasks, workflows, plugins, epics, and clones
• Security schemes and permission schemes
• Jira reporting and burndown charts
• How to generate a pie chart of priorities

Now it’s time to get out there and learn! Successful people know that learning never stops.

Bonus resource: Continue learning on the Easy Agile blog

And hey, we’ve got extensive learning resources on our Easy Agile blog, too! From understanding the difference between Kanban and Scrum, using epics to maximize performance, and knowing best practices for Jira workflows; you're in the right place.

Easy Agile is dedicated to helping teams work better with agile. Our apps for Jira are designed to keep the customer top of mind through every step of the product development process. They’re simple, collaborative, and made by a development team that lives and breathes Jira.

Contact our team to learn more or request a demo tutorial to see our plugins in action.

For a lot of people, 2020 isn’t quite going as expected.

Maybe you’ve had a conference or two cancelled (like the Atlassian summit 😭). Perhaps your big team planning event is on the backburner. Or maybe your entire workforce has been told to work from home until further notice.

Amazon has stopped all non-essential travel and a number of big tech companies have encouraged employees to work from home, including Apple, Google, Microsoft, Twitter, Facebook, and HP (in some or all regions).

You think you’re disruptive? Well, clearly you haven’t met COVID-19!

The new pandemic has shaken things up. Record numbers of organizations are looking for ways to quickly adapt and transition their teams to working remote. It’s a huge challenge when you consider that agile is typically designed for face-to-face interaction - especially critical events like quarterly PI Planning.

We’ve put together some thoughts to help you quickly transition your team to distributed agile, based on our own experiences and working with big organizations who have been working with remote team members for awhile now. First thing’s first...

1. Don’t panic (about distributed agile)

We’re not qualified to tell you if you should panic about the pandemic (seriously though… you don’t need that much toilet paper). But we are qualified to tell you that a remote workforce isn’t as scary as it sounds. You’re going to be just fine.

Organizations like yours have been doing their thing with a distributed agile team for years now. One of our customers has a large distributed team and only does remote PI Planning. It's possible to pull it off.

2. Lead people on how to work from home

Some of the people on your team probably haven’t worked from home before. At least, not for an extended period. So, offer guidance on what’s expected and how they can make the most from working at home.

You know... like business up top, sweatpants on the bottom, and no one on the conference call will be any wiser.

But seriously, it’s a good idea to share guidance like:

• What equipment they’ll need
• A list of software and apps to download (with licensing info)
• Where to find information and access files (a single source of truth is best at all times, but especially when things are already a bit overwhelming)
• How to communicate virtually
• Ideal environments for focus and productivity
• How to block out noise and distractions
• Expected work hours
• How to switch off and take breaks

But a little guidance will go a long way in helping everyone feel more “at home” with the new work situation.

3. Encourage information sharing

You might already have a distributed agile team who are experienced with working remote. So, encourage the experienced remote workers to champion the practice and lead others.

Create a Slack channel or other environment dedicated to discussions about working from home, so that people can share tips and experiences, and ask questions. At Easy Agile, we've created a #remote channel to share our setups.

4. Get the right tools

If your team is working remote for the first time, they might not have all the bits and pieces they need at home to do their job, attend meetings, or show up properly to a remote PI Planning event.

Depending on their role, they may need:

• Computer - A desktop and monitor setup or a laptop with sufficient processing power for everyday tasks
• Meeting equipment - Webcam, headphones, and working mic
• Your preferred communication apps - Slack, Zoom, Google hangouts, Skype, or Microsoft Teams
• Security measures - Password managers, VPNs, and antivirus software
• Your project management tool - Jira, Trello, Asana, or Smartsheet
• Easy Agile Programs for PI Planning in Jira

5. Look at this as a pilot

More people want to work from home and it makes a lot of sense for businesses to encourage this new way of working. It can save a lot of money (one estimate suggests $10,000 per person per year) when teams stay at home. And you can save hundreds of thousands per PI Planning session when you don’t have to pay for flights, accommodation, and event space for a team of up to 100.

The remote work trend isn’t going away - even after the pandemic dies down. So, look at this as an opportunity to try distributed agile if you haven’t already. You could find it’s a better, more cost-effective way for you to get stuff done and give your employees what they want.

6.Trust your people

Nobody likes to feel watched while they’re working 👀 But especially not while they’re working from home. At home, your employees will probably:

• Face more distractions (like kids!)
• Step away to put a load of washing on
• Grab a coffee (and probably a few other things 😋🍛🍫🧁) from the kitchen

In between all of that, you need to trust that they’ll get their job done, do their best, and be productive - even if it happens outside of regular business hours.

Fortunately, if you’re agile, you likely have built a culture of trust already. So, keep up with regular communication, virtual standups, and transparency. This should be enough to monitor progress and keep your people accountable without micromanaging

7. Stay social

Even if you can’t meet face-to-face, create opportunities for your teams to come together virtually, socialise, and chat. Set up a non-work Slack channel, do regular video calls, and talk about more than just work. People, relationships, and connectedness matter even more when you can’t be in the same room together.

8. Get better at risk management

When all of this blows over (and it will), you’ll come out a much stronger organization than before. If a single team member, a whole team, or your entire organization need to work remote in the future, you’ll be able to easily switch gears with minimal disruption.

Use this opportunity to uncover risks you might not have considered previously. Ask questions like:

• What if half of us get sick and can’t work for a few weeks?
• What backup options are in place for our internet connection, files, and communications?
• What if our building is suddenly inaccessible?
• Become more aware of potential risks to your company so you can be better prepared in the future.

9. Look on the bright side

While a pandemic isn’t an ideal scenario, it’s okay to look for the positives, like:

• Your teams may find they love working from home
• Some distributed agile teams will find they’re actually more productive
• You'll get greater work/life balance
• No commutes
• More quality time with family
• Reduced emissions from cars and planes
• Quieter roads with fewer traffic jams and accidents

And maybe… just maybe… some of these changes will stick around for the better 🤞

We’re excited to let you know that we’ve released a brand new app for Jira in the Atlassian Marketplace: Easy Agile Personas.

Customer focus isn’t easy.

• It’s easier to work on the things we like to work on.
• It’s easier to do what’s up next on the to-do list.
• It’s easier to delay the complex work until next month.

According to HubSpot, 96% of growing companies say that customer satisfaction is a key driver of their success.

Do your teams have a deep understanding of who your customers really are?

A good measure of customer focus is that everyone in a company can talk about key customer personas.

While some teams have talked about Personas in the past, we found that many do not store them in a central location and keep them updated as customer preferences evolve.

Even worse, software development teams working in Jira have limited visibility of how the issue they’re working on adds value.

That’s why we built Easy Agile Personas for Jira. (now available for a 30 day free trial on Cloud and Server)

The top 3 things you can do using Easy Agile Personas for Jira:

1. Create and maintain customer personas in Jira, where the entire team can access them
2. Use custom fields to link user stories to customer personas and rank the importance of the work
3. Plan your backlog based off customer value, not opinions.

After just a few weeks in beta, Easy Agile Personas has been installed over 40 times and is now the #1 Personas App on the Atlassian Marketplace.

Our goal: customer focus made easy.

P.S. Like what you see? We’d love some feedback. Please let us know your thoughts on the latest Easy Agile app by emailing us at hello@easyagile.com****

What is Cloud Fortified?

The Atlassian ecosystem keeps growing, and today there are over 5,300 apps and more than 1,600 partners, with customers installing so many products that meet a multitude of needs.

Atlassian products set a strong foundation of security and reliability and it only makes sense that the apps that clip onto these products are just as safe and secure. This is particularly true for enterprise organizations pursuing cloud migration who want to ensure their apps meet cloud security standards.

Enter Cloud Fortified.

The Cloud Fortified program and badge makes it super simple for customers to identify enterprise-ready cloud apps with additional security, reliability, and support.

In November 2021, the Easy Agile team proudly said “Wooohooo!” as we became Cloud Fortified across our full product range 🙌 🙌

Easy Agile Trust Center: You have put your trust in us and our products. Maintaining this trust will continue to be our priority.

What Easy Agile apps are Cloud Fortified?

Easy Agile TeamRhythm

Support your team from planning through to release and retrospective, and deliver products that your customers value, with our intuitive, agile solution in Jira.

Try Easy Agile TeamRhythm for free here

Register for a demo

Free Trial

Easy Agile Programs

The complete PI Planning solution for Jira. Ideal for distributed, remote or face-to-face Program Increment Planning.

Try Easy Agile Programs for free here

Register for a demo

Free Trial

Easy Agile Roadmaps

The simplest and most flexible roadmapping tool for Jira.

Try Easy Agile Roadmaps for free here

Register for a demo

Free trial

Easy Agile Personas

A customer centric approach to backlog refinement.

Try Easy Agile Personas for free here

Register for a demo

Free trial

Why is Cloud Fortified so important?

At Easy Agile, our customers are our highest priority. Cloud Fortified demonstrates our commitment to cloud security based on Atlassian’s programs and standards. It also is an easy way for our stakeholders to know that we meet Atlassian-aligned performance and reliability requirements and abide by strict support SLAs for an excellent cloud experience at scale.

Maximum security and continuous monitoring

Our Cloud Fortified apps are subject to the following four initiatives, which identify vulnerabilities at scale and shows our commitment to fixing these vulnerabilities and meeting Atlassian’s security baseline:

• Ecoscanner: Atlassian’s Ecoscanner platform continuously monitors all Marketplace cloud apps for common security vulnerabilities.
• Vulnerability Disclosure Program: Through this program, customers and security researchers can report cloud app vulnerabilities to Atlassian and Marketplace Partners. Atlassian runs this program and defines the parameters for all cloud apps.
• Cloud App Security Requirements: Atlassian has defined a minimum set of mandatory requirements that all Marketplace cloud apps must meet to ensure security best practices across our ecosystem.
• Security Bug Fix Policy: All Marketplace Partners are expected to meet Security Bug Fix SLAs to ensure cloud app vulnerabilities are addressed promptly.

Easy Agile also actively invests in two additional programs:

• Marketplace Bug Bounty Program: Through this program, we proactively combat security risks before they arise by incentivizing security researchers to find vulnerabilities
• Security Self-Assessment Program: Through this program, Easy Agile complete an annual security assessment that Atlassian reviews and approves.

Reliability at Scale

As Cloud Fortified apps, Easy Agile products undergo additional checks for service reliability and performance at scale, measured and monitored against service level indicators and objectives. We also proactively check to ensure future compatibility with Atlassian’s Jira to avoid disruptions. This means our Easy Agile apps are less likely to break in response to a Jira update.

As part of the Cloud Fortified certification, Easy Agile were also required to confirm our incident and change management process, that is integrated with Atlassian’s to allow for faster recovery time and continuous improvement. That means in the case of an incident there is a verified process to get back online fast.

Responsive Support

When you need help with one of our products, know that we will be there. Our Cloud Fortified apps abide by strict support SLAs. If one of our Easy Agile apps has a problem, we will get back to you within 24 hours, 5 days a week during local business hours.

Read more about our Service Level Agreement and commitment to you.

Our Support

Learn more about our Security practices

The Easy Agile Trust Center has been created to help you and your team feel confident in our products security, reliability and privacy. If you want to learn more about how we are looking after your security needs, visit our Easy Agile Trust Center.

Learn More

Being agile vs doing agile – what’s the difference?

Organizations around the world have recognized the need to respond rapidly to meet the challenges of constant change. As a result, they’re racing to adopt agile ways of working, with the pandemic accelerating agile adoption.

Those who get it right can make a powerful impact on their bottom line and their competitive edge. But for others, the benefits may yet to be seen.

This is where ‘doing agile’ versus ‘being agile’ can make all the difference. Because to truly reap the benefits of agile methodology, organizations need to shift from doing to being.

This article will explain the difference between being agile vs doing agile. Plus, we’ll take you through some of the common challenges many organizations face in their agile journey.

Key points

• To realize the full potential of agile ways of working, teams must cultivate an agile mindset as well as adopt agile processes.
• Moving from ‘doing agile’ to ‘being agile’ takes time, coaching, and a new approach to management.
• Done right, being agile can amplify customer satisfaction, employee engagement, growth, and profitability.

Why agile, and why now?

Agile had already been rising in popularity for over 20 years, but once the pandemic hit, this growth accelerated.

Across every industry, being able to deliver digital experiences is now crucial. Organizations now need to act and think like software companies, with a laser focus on the customer’s online experience. Together with an active approach to finding customers, you need to deliver real value to stand out from competitors.

For organizations looking to survive - and thrive - in this environment, many are turning to agile frameworks to rapidly add customer value and drive business results. Being agile allows teams to:

• Make the complex simple – by working within a clear, structured framework, chaos turns to order.
• Maintain a clear overview – agile teams have a shared understanding of their progress towards their goals.
• Replicate success – if a team finds an effective way to deliver results, they can repurpose and share solutions across the organization.
• Create an aligned, purposeful culture – when hundreds of people across one organization form dozens of agile teams, they build a stable backbone, walking the same path towards the same goal.

"Agile organizations, viewed as living systems, have evolved to thrive in an unpredictable, rapidly changing environment. These organizations are both stable and dynamic. They focus on customers, fluidly adapt to environmental changes, and are open, inclusive, and nonhierarchical; they evolve continually and embrace uncertainty and ambiguity. Such organizations, we believe, are far better equiped than traditional ones for future."

- McKinsey & Company

What does it mean to be agile?

Many organizations incorporate a few agile processes to manage projects. But that doesn’t mean teams have fully understood and embraced the agile methodology. It could be that they’re ‘doing agile’ rather than actually ‘being agile’.

Here’s the difference between the two:

Doing agile

‘Doing agile’ is the misconception that if you do agile things your company will become agile and responsive to change. Organizations that have fallen into this trap may go through the motions of some agile processes, such as daily stand-ups, sprints, and retrospectives. Teams are structured to be small, cross-functional, and collaborative. But by stopping there, those teams don’t become truly agile and they may struggle to see results.

While agile ceremonies, tools, and structures are critical in implementation, they are only part of what makes an organization agile.

Being agile

‘Being agile’ means you incorporate the above activities but go beyond the processes. This means applying an agile mindset and agile values to all areas of the organization. Teams will need training to master the agile mindset and push through any challenges along the way. It takes more time and effort than simply doing agile, but it’s critical if you want to reap the benefits.

What’s an agile mindset?

Embracing an agile mindset means understanding and living its four core values. To be agile, you need to:

1. Respect people - Recognize that people are critical to the success of your organization. Ensure people share common goals, feel safe and empowered to share ideas, and adopt a ‘we’ versus ‘I’ mentality.
2. Optimize flow - Build in quality at each increment so you can identify issues and course-correct early. This helps maximize value and minimize waste while creating a consistent, sustainable flow of work.
3. Encourage innovation - Foster experimentation with collaboration, constructive feedback, and autonomy. Schedule time and space for creativity and ideas to flow.
4. Relentlessly improve - Keep in mind that there is no endpoint with the agile mindset. It’s about continuous improvement, so you need to continually reflect and improve future processes as part of an ongoing practice.

To take these values and make them the foundation of working across your organization, you need to combine agile processes with an agile mindset. Without the agile mindset, you’re not ‘being agile’, and your processes won’t deliver your organization’s full potential.

"The agile mindset is a thought process that involves undersatdning, collaborating, learning, and staying flexible to achieve high-performing results. By combining the agile mindset with processes and tools, team can adapt to change and deliver incremental value to their customers."

- Atlassian

Agile processes and tools aren’t enough

Agile processes, including the ceremonies, tools, and apps, are there to support the mindset of the team. But without getting the mindset right across your organization, you won’t be truly agile.

Fostering the agile mindset gives an organization the ability to rapidly move in any given direction at any given time to deliver the best value to customers. Teams who’ve mastered agile are usually:

• Autonomous and empowered to make decisions around the product and customer experience.
• Able to adapt to change quickly.
• Always willing to learn something new.

Engaged with a shared purpose and collaborative culture.

"It's about being able to pivot to change. Whether that's in terms of people, or resources or budget - whatever that looks like for an organization. If you're able to quickly shift from one area of focus to another before your competitor does, then you have a competitive advantage in the market."

- Sean Blake, Head of Marketing, Easy Agile

Common challenges to look out for as you move from doing agile to being agile

The sooner you can act and move from doing agile towards being agile, the sooner your customers, employees, and your bottom line will benefit.

Here are a few common challenges and tips to overcome them.

• People might hold onto old habits
  People find change hard, especially when habits are ingrained. You might find some people dig their heels in, clinging to the old way of doing things. It’s important to remember it can take time, and people will need support to learn new ways of working. Be sure to bring in plenty of opportunities for feedback and discussion so you can reiterate as a team to find a process that works for your organization.
• It’s not just the team who needs to be coached
  Being agile is a mindset for the entire organization, including managers and executives. If your leaders don’t understand and support agile, it will be hard to get traction and shift old processes and hierarchies. Scrum Masters and Agile Coaches need to spend time coaching leaders to develop new agile mindsets and capabilities.
• For many organizations, being agile requires a new style of management
  The traditional command-and-control management style may have worked in the industrial age. But now it’s a mismatch for the way organizations and people need to work today, and it doesn’t support the agile mindset. To be agile, teams need the trust, autonomy, and ability to take an idea through to execution without any roadblocks. Senior executives must get behind this multifaceted cultural-transformation effort for this to happen.

Are you ready to be agile?

Moving beyond agile processes to scale an agile mindset across an organization isn’t something you can tackle overnight. It takes time, effort, training, and leadership support to internalize agile values and move beyond the command mindset of the past.

You may face challenges along the way, you’ll discover there’s always more to learn, and you must be agile in your adoption of agile.

But the prize for true agility is significant, including increasing customer satisfaction, boosting employee engagement, and improving productivity - making it well worth the investment.

Agility helps modern organizations thrive through change in an uncertain and unpredictable world. For most of us, it’s no longer a desirable way of working - it’s essential.

How do you feel when someone mentions “planning”? Do you look forward to the opportunity or does the thought of making a plan send you running for the hills?

Sprint planning is a crucial part of the agile sprint cycle. It helps you and your team align around common goals, and sets you up for a successful sprint. Even if planning isn’t one of your strengths, the good news is that you can practice and get better over time with the help of some good advice.

We’ve combined our best sprint planning tips into an ultimate guide to agile sprint planning, with everything you need to run efficient and effective planning meetings.

What is agile sprint planning?

Agile sprint planning is a key ceremony in the agile sprint cycle. It signifies and prepares the team for the start of the sprint. Without this planning, there is a very real risk that the team would lack focus and fail to align on what is most important.

Effective agile sprint planning has three key parts; a sprint goal, an understanding of team capacity, and a prioritized set of backlog items. Each element depends on the other for success.

The idea is to align your team around a goal for the next sprint by agreeing on a set of backlog items that are achievable within the sprint and contribute to reaching the sprint goal. Gaining focus and clarity on what you plan to achieve will help your team to work better together and to deliver on objectives.

It is best to start with an agreed sprint goal. You can then prioritize work on the specific set of backlog items that your team has the capacity to complete, and that will contribute to making your sprint goal a reality.

How sprint planning fits within the Scrum process

We’re big fans of the Scrum process, and it’s hugely popular with many software development teams. While agile sprint planning can take many forms within the different agile methodologies, for the purposes of this guide, we’ll focus on agile sprint planning within the Scrum framework.

If your team doesn’t follow Scrum don’t worry — you’ll still find value in our preparation tips, meeting guide, mistakes to avoid, and sprint planning resources.

💡 Learn more: What's the Difference Between Kanban vs. Scrum?

Scrum roles: The people

There are three main roles within a Scrum team.

1. Product Owner
2. Scrum Master
3. Development team

The Product Owner puts in the work upfront. They help prioritize the product backlog items and decide which should move to the sprint backlog. These important decisions guide the goals of the sprint and determine the tasks the team will tackle over the next sprint.

The Scrum Master acts as a guide, they lead meetings that help ensure that the Scrum framework is followed throughout the sprint to keep the team on track. The Scrum Master helps the team get the most out of the entire Scrum process and each individual Scrum ceremony.

The development team is made up of the various people who will complete the work agreed upon during sprint planning.

There are others that you might refer to during sprint planning, such as stakeholders, users, and customers. While these aren’t technically Scrum roles, they play a critical role in product development. Stakeholders should be brought into the process early and often, and customers should always be top-of-mind when making any development decisions. Some teams find User Personas to be a valuable way of keeping user value in focus.

Artifacts: What gets done

Artifacts are the things to get done — different breakdowns of what the team hopes to accomplish:

1. Product backlog
2. Sprint backlog
3. Increments

Product backlog items are the tasks the team believes they need to accomplish in order to complete a product or specific improvement of a product. It is the big master list of everything that the team thinks they need to accomplish. The product backlog is flexible and iterative, and it will evolve as the team learns more about the product, stakeholder feedback, and customer needs.

The sprint backlog is more focused than the product backlog. The product owner moves the most important backlog items from the product backlog to the sprint backlog at the beginning of each sprint based on current issues, priorities, and customer needs. The team aims to complete all of the sprint backlog items over the course of the sprint.

An increment is a concrete stepping stone toward reaching the Product Goal. An increment must be verified as usable in order to provide value, which means that any work completed cannot be considered part of an increment unless it meets the Definition of Done (an agreement among the team of what “done” means). This is a formal description of the state of the increment when it meets the quality standards required of a product. Once the work completed satisfies the agreed Definition of Done, you gain an increment.

Scrum ceremonies: Where Sprint Planning fits

There are a number of ceremonies in Scrum that occur each sprint. This is where sprint planning fits within the Scrum process.

1. Sprint planning
2. Daily scrum (or standup)
3. Sprint review
4. Sprint retrospective

💡 Learn more: Agile Ceremonies: Your Guide to the Four Stages

Sprint planning is the first Scrum ceremony — it prepares the team for the sprint. The planning session sets everything into motion, aligning the team on what’s most important for this sprint. This is when decisions are made and key backlog items are moved from the product backlog to the sprint backlog.

The second ceremony repeats every day of the sprint. Daily standups bring the team together to discuss progress and blockers that might be getting in the way. By getting the concerns out in the open early, the team can avoid the frustration of delays and ensure work continues to flow.

The final two ceremonies happen at the end of the sprint. For the sprint review, the team comes together to determine the success of the sprint based on the “Done” work completed. It’s also a chance to bring in stakeholders to gather feedback on what's been accomplished so far. The sprint review ensures customer insights are always top-of-mind, stakeholders continually see progress, and guarantees the product never strays too far from what the stakeholders are looking for.

The sprint retrospective gathers critical insights from team members about how the sprint went. What went well, what didn’t go so well, and what could be improved upon for next time? These valuable insights are what makes Scrum agile — the team is always thinking critically about the process and looking for ways to improve the work and how they work together.

We’ll talk about these ceremonies in more detail below when we discuss what happens after the sprint planning meeting.

The benefits of agile sprint planning

Agile sprint planning is a powerful meeting that should not be overlooked or underestimated. It is an opportunity to:

• Bring the whole team together and align around common goals
• Set context by starting the sprint with clear priorities
• Identify potential roadblocks before they occur
• Bring stakeholder feedback into the planning process
• Learn from previous sprints by considering sprint review and retrospective insights
• Consider team capacity and adjust accordingly to ensure that goals are achievable and that the team isn’t overcommitted in the upcoming sprint
• Account and plan for dependencies that may impact the flow of work.

How to prepare for a sprint planning meeting

We know we said that a sprint begins with sprint planning, but there are actually a few important steps you must take in order to prepare for the planning session. Unfortunately, you do need to do a little planning for the planning meeting.

Backlog refinement

Backlog grooming or refinement keeps your backlog healthy, up-to-date, and ready for sprint planning. A refined backlog will help ensure your team’s planning time is used efficiently and effectively since you won't have to waste time adding details to the backlog that could have been completed in advance before everyone came together.

The product manager should groom the backlog a few days before the sprint planning meeting to make sure it’s ready.

Tips for maintaining a healthy backlog:

• Ensure stories are in order of priority
• Prioritize items that bring the customer the most value
• Add detail to the highest-priority backlog items
• Split any user stories that are too big
• Delete any user stories that aren’t relevant anymore
• Create new user stories based on new or clearer needs
• Add items based on new stakeholder feedback
• Make adjustments based on bug fixes
• Assign more accurate estimates

💡 Learn more: Essential Checklist for Effective Backlog Refinement (and What To Avoid)

Be consistent

A consistent meeting time that’s scheduled well in advance will ensure that the entire Scrum team keeps the time slot open. Book your sprint planning meeting on the same day and at the same time every sprint so that no one forgets or double books.

Sprint planning is not a meeting to be shuffled around, delayed, or ignored — sprint planning meetings are essential to the success of every sprint. Ask your team about a specific, recurring time to meet, and ensure it works for everyone.

How to run a sprint planning meeting

While the agile method is flexible and collaborative, it isn’t chaotic; everything needs to begin with a plan.

1. Stick to a set sprint planning meeting duration

As with any kind of meeting, the team can be easily sidetracked without a timebox. After all, talking about the work that needs to be completed is often easier than actually completing it. It’s the Scrum Master’s job to keep the team on track and make sure the time limit isn’t exceeded.

Go into the sprint planning meeting well-prepared; a clear agenda and a well-refined backlog mean your team can get straight to planning.

Set a realistic timebox for the meeting and stick to it. We recommend that you avoid scheduling more than 2-3 hours for a sprint planning meeting, but as you become more skilled in sprint planning, you’ll better understand the length of time that works for you and your team.

2. Use estimates to make realistic decisions

You want your team to be as productive as possible, but overloading them can actually hinder productivity and focus. Unreasonable expectations are demotivating and overcommitted team members are more likely to make mistakes.

You need to understand the effort and time it will take to complete the goals you set out to accomplish for each sprint. Agile estimation techniques and story points provide a better understanding of team capacity, individual capacity, and what a reasonable workload looks like. Reasonable and realistic goals will help your team stay motivated and support a consistent flow of work.

3. Define clear goals and outcomes

What does the team aim to accomplish between now and the end of the sprint? Set clearly defined goals and outcomes that everyone understands. Do your goals align with what you learned from past sprints? Do they align with customer needs? Does everyone agree on what the next sprint will (roughly) look like?

Don’t assume that everyone is on the same page. Ask questions and encourage your team to speak up if anything is unclear. It’s better to clear up discrepancies or misunderstandings now rather than once the work begins.

Setting sprint goals effectively involves following the SMART framework, a well-regarded strategy in project management and goal-setting across various industries. The acronym SMART stands for:

• Specific: Clearly define what you aim to achieve. Avoid vague goals by pinpointing precise outcomes.
• Measurable: Establish criteria for measuring progress. This helps in tracking accomplishments and identifying areas that need adjustment.
• Achievable: Aim for goals that are challenging yet attainable with the resources at hand. Overambitious targets can demoralize a team if not realistic.
• Relevant: Ensure that each goal aligns with the broader objectives of the project. Irrelevant tasks can divert energy from what's truly important.
• Time-bound: Set a clear deadline to maintain urgency and focus. Sprint goals must coincide with the sprint’s limited timeline to ensure timely completion.

In practice, applying the SMART framework to sprint goals means your team is synchronized and focused on priorities that drive the project forward efficiently. By keeping goals relevant and achievable within the sprint's timeframe, you avoid misallocation of efforts and ensure progress is aligned with overall project ambitions.

Post your sprint goal somewhere that is easily accessible so that the team can refer back to it throughout the sprint.

💡 Learn more: How to Make the Most of Your Sprint Goals

4. Decide what it means to be ‘done’

What does “done” mean for any given backlog item, increment, product issue, or product as a whole? The team and your stakeholders need to agree on what done looks like in order to set realistic goals that meet the expectations of everyone involved.

As you set goals and choose which backlog items to complete for the next sprint, be clear about what it means to meet and complete the goals you want to accomplish.

5. Align sprint goals with product goals

Sprint goals should always align with your broader product goals. Your sprint may take a specific direction depending on current product issues, bug fixes, or customer concerns, but it’s important to keep an eye on the big picture.

Choose backlog items with care — make sure they relate to the larger product goal and that each works in sync to move development forward. Overlooking product goals in sprint planning could mean that each sprint looks more like a random selection of to-do lists that don’t connect back to customer needs, relate to product goals, or help you reach important increments. The result will feel like a lack of progress, which risks disengaging the team and other important stakeholders, like your users.

What happens next?

Now that the planning is done, you’re ready to implement your plan and complete the work. But that doesn’t mean that team members go off and work in isolation.

Daily scrum (or stand-up)

The daily scrum or stand-up is an opportunity for a collaborative agile team to maintain progress. It should be a quick check-in at the start of each day.

The team will discuss what has been done in the past 24 hours, any roadblocks they might have hit, and what the team hopes to accomplish the next day.

This critical check-in helps the team stay on the same page, helps to ensure the continued flow of work, and keeps the team on track to achieve sprint goals.

Sprint review

A sprint review meeting takes place at the end of a sprint. It's a chance for the team to review all of the “Done” issues for that period. The sprint review determines whether or not the goal for the sprint was achieved.

It’s a chance to demonstrate shippable working product increments to the team, and also an opportunity to bring in stakeholder feedback. This feedback gives you valuable insights to assess if you’re on the right track, or need to make changes in the next sprint. The sprint review is also excellent preparation for the next backlog grooming and sprint planning session.

💡 Learn more: Introduction to Sprint Reviews

Sprint retrospective

While the sprint review looks at what was accomplished and how to move forward, the retrospective examines your processes and how the team is working together.

What did you learn during the previous sprint? While retrospectives can take many forms, the goal is to discover what worked well, what didn't go so well, and what could be improved upon next time. Your team will use the insights gathered in the retrospective to improve how you work together and deliver value to customers in the future.

💡 Learn more: 5 Steps to Holding Effective Sprint Retrospectives

Agile sprint planning mistakes

It’s easy to fall into bad habits, especially as deadlines and product launch dates approach. Avoid these common agile planning mistakes to ensure your team is always making the most of the agile methodology and the Scrum process.

Unrealistic expectations

Choosing unattainable goals sets your whole team up for failure. Failing to meet your sprint goals sprint after sprint is damaging for team motivation and morale.

Use estimates to set reasonable goals as best you can. Consider team capacity, factoring in your past knowledge of how long tasks take to complete, how the team works, and potential roadblocks that could arise along the way.

Lack of context

Your team will benefit from an understanding of how the issues they’re working on fit into the bigger picture.

Depending on the tool you’re using to plan and manage your work, it can be difficult to see the contextual detail needed to plan and work with clarity. The more items you have, the more difficult and overwhelming it will be to organize and prioritize. Use tools that allow you to add context, depth, and customer insights with clean functionality to adapt your plan to the needs of your team and stakeholders.

Neglecting your backlog

We mentioned this point when we talked about what you need to do to prepare for sprint planning. It’s worth mentioning again because it’s a common mistake.

When you go into a sprint planning meeting without a well-managed backlog, you lack the clarity you need to plan effectively. Your time is valuable, and so is the time of your team, so it should be treated with care and used effectively.

A well-managed backlog is DEEP:

• Detailed appropriately
• Estimated
• Emergent
• Prioritized

💡 Learn more: The 4 Characteristics of a Good Product Backlog

Not allowing the plan to adapt

When you plan your sprint, you’ll do everything you can to prioritize the most important tasks for the length of the sprint. It’s important to try to stick to the plan as best you can, but you also need to adapt as you acquire new information.

Be ready to make changes on the fly should you hit roadblocks or acquire new information about customer needs, concerns, or product issues.

Failing to understand stakeholders

You need to understand the goals and priorities of stakeholders to be successful. Just because you’re happy with what you’ve accomplished doesn't mean your stakeholders will too.

Ensure your stakeholders are brought into your process early and often and help them understand how you work to provide them value. Gather feedback from stakeholders regularly to ensure your goals are aligned. A good time for this is during the sprint review. Just make sure those insights are transferred over to your next planning meeting.

Not choosing tools with a customer-centric approach

Successful product development delivers what the customer needs and wants. To build for your customers, it helps to use tools for planning and work management that makes it easy to keep them top-of-mind. Incorporating user story maps and customer personas into your planning helps you and your team prioritize the work that will deliver the most value first.

💡 Learn more: 10 tips for more effective user personas

Failing to incorporate retrospective insights into planning

Retrospectives are the best thing you can do to help your team work better together. During a retrospective, you're asking your team to be open and honest about how things went over the course of the sprint so that you can learn from each other.

Failing to learn from those insights means that the collective time spent in the retrospective has been wasted, and the feedback that your team has shared is devalued.

Incorporating the learnings you gain from a retrospective into your next planning session and into the next sprint, will support your team to improve every time, helping them gain work satisfaction and deliver better outcomes.

Virtual vs. in-person sprint planning

The advantages of remote work also bring challenges for collaborative planning. No matter the way your team chooses to meet, whether virtually, in person, or a combination of both, it’s important that you choose tools that meet the needs of your team.

Tips for virtual sprint planning:

• Be really prepared - communicate plans clearly ahead of time, so that everyone has clear expectations.
• Use a video conferencing tool that allows for breakout sessions
• Set up the interactive online resources you plan to use and include links in the meeting request.
• Online discussions don’t start as naturally as they would in person, so share discussion topics ahead of time, and consider preparing some ice-breakers.
• Ensure that you’ve accounted for time differences for teams that span time zones.
• Tech issues arise no matter how much advanced planning and testing you do. Always expect the unexpected.

Tips for in-person sprint planning:

• Book a meeting room with plenty of space for your team, and consider separate spaces for breakout sessions.
• Ensure that your meeting room will accommodate a shared view of your sprint plan - do you need a wall for sticky notes, or a screen to share a digital tool?
• If some of your team members work remotely, it’s difficult to involve them in the same way, so consider how this might work for your team. They won’t be able to read a whiteboard or sticky notes as easily, so a digital solution may be best.
• If you choose to plan your sprint ‘on the wall’, be sure to nominate someone to transcribe your plan into your work management tool at the end of the planning meeting.

No matter where your planning takes place, always remember to prepare your backlog ahead of time so that you can have focused and informed discussions during sprint planning.

Additional agile resources

We’re continually adding to our content library, which is filled with resources, how-to guides, product updates, and more.

📚 Add these to your list:

• Easy Agile Podcast Ep.20: The importance of the Team Retrospective
• Easy Agile Podcast Ep.18 Top qualities of an agile leader and team
• Easy Agile Podcast Ep.16 Enabling high performing agile teams with Adaptavist
• Being agile vs doing agile
• The Ultimate Guide to User Story Mapping
• The Ultimate Guide to Buyer Personas
• The Ultimate Guide to PI Planning [2022 SAFe Edition]

Using Easy Agile to improve sprint planning

Make your sprint planning smooth and effective with Easy Agile TeamRhythm. Transform your flat product backlog into a dynamic, flexible, and visual representation of the work to be done. Seamlessly integrated with Jira, with TeamRhythm you can:

• View your Jira stories, tasks, and bugs in context, aligned beneath their epics on the story map
• Drag and drop Jira issues from the backlog into a sprint
• Create new issues right on the story map
• Estimate issues on the story map, and gauge capacity with story point totals in each sprint swimlane
• Publish the sprint goal on each sprint swimlane, so it’s always top of mind
• Use filters to focus on the stories and issues that are most important now
• Group epics by a third level of hierarchy, to easily see how the work in focus contributes to the bigger picture

Easy Agile TeamRhythm also supports team retrospectives, with flexible and intuitive retrospectives boards created for every sprint. You can add retrospective items right from the sprint swimlane, so you don’t forget any important points. And you can turn retrospective action items into Jira issues that can be scheduled for future sprints, so you’re always getting better at what you do, and delivering for your customers.

Thanks for reading our ultimate agile sprint planning guide! If you have any questions about this guide, our other content, or our products, reach out to our team at any time. We love hearing from you.

We’ll continue to update this guide as we gain more agile planning insights, techniques, tools, and best practices.

If you’re like most companies, you probably already have user personas that you use in your software development teams.

Or customer personas that you use in your marketing and sales teams. Personas are used for understanding the user, creating user stories, prioritizing issues, and creating targeted marketing collateral.

But most teams still aren’t using personas to their fullest extent. So, we’ve put together our top 10 tips to help you get maximum value from your personas 👇

1. Know how you’ll use them

Before you create your personas, it’s a good idea to get clear on why they’re so important and how you’re going to use them. Otherwise, some team members (not you, of course) might be tempted to skim through the process so they can get back to the real work.

User personas aren’t just a sales or marketing thing - everyone should know who the customer is so they can do a better job of serving them.

Your personas will give you key demographic and psychographic information, how users behave, and what their pain points/goals/objectives are. Plus other factors that influence how they use your product, whether they’re ready to buy (or not), and what will make them sign up (and stick around).

👀 Oh and if you’re part of a cross-functional, agile team, you’ll get even more value from your user personas. Your dev team can use them to identify what customers need and want (so they can prioritize and deliver these solutions). Plus, agile user personas create a face for your user stories so your team can more easily understand who your customers are and empathize with them.

It’s much easier to create something for Johnny Biggles who is a 38yo farmer in East Ireland than it is to create something for an undefined user with equally undefined needs.

Read more in our previous blog about why you need customer personas in agile software development.

2. User, not buyer focused

Your marketing team might’ve created customer personas in the past to talk about user roles (aka job titles) or market segments (aka buyer demographics)… but these aren’t necessarily the same tools as user personas.

And in fact, they probably shouldn’t be “owned” by your marketing team, but by your product owner - although it’s ideal if your whole team can collaborate on them.

Your personas are made-up profiles that describe current and future users of your product (who aren’t necessarily the buyers or decision makers).

Your user personas should have names (that feel like they fit the person), ages (not an age range), and locations (not a general area).

You should have a persona for each category of users that you’d want to uniquely experience the product. In other words, each of your user personas should have specific preferences, goals, and expectations.

3. Do your research

If you haven’t already, do some research on your audience and market using stakeholder interviews, surveys, industry reports, and analytics tools so you know who your users are.

Ask questions to determine demographics, geographics, psychographics, and behaviours. You should start to see patterns emerge which will help you create 3-5 personas that represent the majority of your users.

4. Use a template

Don’t be tempted to get all creative with your user personas.

In this previous blog, we share an example user persona template if you want some inspiration. ✨

5. Keep it relevant

Once you get started with writing your user personas, you might find yourself filling up pages and pages of information, especially if you discover lots of interesting things about your users. But try to rein yourself in a bit and keep your personas to 1 page or less so they’re quick and easy to read.

Focus on attributes that are relevant to understanding how your users interact with your product, and not necessarily every aspect of their daily lives.

That’s why you’ll rarely see things like “Betty likes to eat porridge for breakfast” and “John enjoys long sunset walks at the beach”. Although these could be relevant insights for your product - no judgement!

If in doubt, remember the purpose of your user personas: they should help you back up your decisions with a legitimate, specific need and scenario.

You should have just enough relevant information to be able to answer “what would [user persona name] do?”

6. Keep it real

Your user personas are made up, but they should still feel like real people. Here are some tips to keep them real:

• Cut out any stereotypes and jargon
• Don’t overdo the demography details
• Focus on details that are most relevant to using your product
• Don’t use images that look like stock images
• Base the info on what you know about real people
• Try to resist telling a story that fits the products and features YOU want to build and instead focus on real goals and challenges

7. Focus on your best customers

You can’t target everyone, so don’t try to. So, limit yourself to writing anywhere from 3-5 user personas. These personas should represent your best customers and key user groups.

They won’t include everyone and they shouldn’t. That’s because if you have too many user personas, your team will find it much harder to prioritize user stories and target their marketing efforts 🎯

Less is more (effective).

8. Incorporate them into your processes

Many organizations invest time in creating user personas only to have them collect virtual cobwebs in a Google Drive somewhere 🕸️But user personas work best when used regularly and incorporated into daily/weekly processes.

For example, your marketing team might pick a persona to focus their content efforts on for the week. Your sales team might glance at the objections listed on each of your key personas to help guide calls with potential customers.

Or your agile team might bring out the user personas to help with user story mapping so they can write more realistic user stories 👌

9. Give access to your whole team

User personas are useful for all your team members - from marketing and sales to design and development. So, make sure everyone knows they exist and where to find them.

If your team is partly remote/distributed, make sure your personas are accessible in the cloud. Or better yet...

10. Link them to your project management tool

If you’re using a project management tool like Jira, you should take a look at Easy Agile Personas for Jira. This tool allows you to capture your user persona details in the same place as your user stories, backlog, and tasks.

Which means your team enjoys:

• Better alignment on who the users are and what they need
• Extra context for each task
• The ability to prioritize the backlog and deliver on what’s most valuable to users
• A tailored view of the current issues and stories linked to each of your user personas
• All the info they need, all in one place

Bonus tip: let your user personas evolve

Just like Pokemon, your personas need to level up and evolve, too 🔥 That way, you’ll be better equipped for battle… or to deliver a well-loved product and marketing that hits the mark every time. Either way 🤷

But times change, technology changes, and so do your users. That means your user personas need to change, too. So, if you’ve already got some customer/user personas, take this chance to review them, update them, and make sure they’re being used effectively by your team. And if your team uses Jira, make sure you sign up for a free trial of Easy Agile Personas to add them to your Jira board.

Got questions about user personas or just wanna hang out with us? We’d love to hear from you over on Twitter or LinkedIn.