A Filter Junkie's Guide to Increasing Productivity and Visibility - Atlassian Summit 2012
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A Filter Junkie's Guide to Increasing Productivity and Visibility - Atlassian Summit 2012
- 2. A Filter & Dashboard Junkie’s Guide to Productivity & Visibility Reese Gibbons ScrumMaster at uShip Inc.
- 8. Setting up a good dashboard will save you a ton of time. #summit12
- 9. What makes a good dashboard?
- 10. What makes a good dashboard? • Purpose
- 11. What makes a good dashboard? • Purpose • Easily Digestible • Most important at the top
- 12. What makes a good dashboard? • Purpose • Easily Digestible • Most important at the top • Limit Information
- 13. What makes a good dashboard? • Purpose • Easily Digestible • Most important at the top • Limit Information • Diversify
- 14. Team Dashboard • At a glance sprint health • Important information • Impediments • Burndown • Defects • Work In Progress (WIP)
- 15. Impediments • Prominently Displayed • “Filter Results” Gadget
- 16. Impediments • Prominently Displayed • “Filter Results” Gadget
- 17. Burndowns
- 18. Making The Burndowns Work!
- 19. Making The Burndowns Work!
- 20. Making The Burndowns Work! 1. Add from the Planning Board
- 21. Making The Burndowns Work! 1. Add from the Planning Board 2. Enter Start and End Dates
- 22. Defect Ratio • “Created vs. Resolved Chart” • View any filter • Set your timeframe
- 23. Defect Ratio • “Created vs. Resolved Chart” • View any filter • Set your timeframe
- 24. Open Defects
- 25. WIP Chart • “Cumulative Flow Chart” • Tracks tickets by status • Daily snapshot
- 26. WIP Chart • “Cumulative Flow Chart” • Tracks tickets by status • Daily snapshot
- 27. Team Dashboards • At a glance sprint health • Important information • Impediments • Burndown • Defects • Work In Progress (WIP)
- 28. Your turn! • Additional materials at: JIRAjunkie.blogspot.com • Step-by-steps • JQL for all of the filters presented • Some additional tips & tricks
- 29. Your turn! • Additional materials at: JIRAjunkie.blogspot.com • Step-by-steps • JQL for all of the filters presented • Some additional tips & tricks
- 30. Thank you!
Editor's Notes
- \n
- Hi, my name is Reese Gibbons. I work at uShip as a ScrumMaster. I’ve been using JIRA for about 6 years now, and I have become completely addicted to Filters & Dashboards. Of 180 filters in our JIRA instance, over 100 are mine as well as half of the public Dashboards. \n\nI think I might actually have a problem. Let’s see if I can show you guys how I use my strange obsession to keep myself, my Scrum Teams and Product Owners in loop on any issues and focused on the current sprint. \n
- Let me give you a bit of the back story. We have been a JIRA shop since 2007. We have been transitioning our process to a more agile framework for the better part of three years, and we officially moved to Scrum last September. \n\nThese are my teams. Yes, there are six. I’m aware that this sounds completely insane, but this is the situation, and I am more than embracing it. What this means, though, is that I don’t have a ton of time to gather information on the health of a team or their sprint. I have 6 scrums back to back every morning, with, if I’m lucky, a minute in between to see if we have any pain points. This meant clicking through numerous pages to see how many defects we had open, how the sprint is going, if there are any impediments, and so on. It was time to create dashboards. \n
- Let me give you a bit of the back story. We have been a JIRA shop since 2007. We have been transitioning our process to a more agile framework for the better part of three years, and we officially moved to Scrum last September. \n\nThese are my teams. Yes, there are six. I’m aware that this sounds completely insane, but this is the situation, and I am more than embracing it. What this means, though, is that I don’t have a ton of time to gather information on the health of a team or their sprint. I have 6 scrums back to back every morning, with, if I’m lucky, a minute in between to see if we have any pain points. This meant clicking through numerous pages to see how many defects we had open, how the sprint is going, if there are any impediments, and so on. It was time to create dashboards. \n
- Let me give you a bit of the back story. We have been a JIRA shop since 2007. We have been transitioning our process to a more agile framework for the better part of three years, and we officially moved to Scrum last September. \n\nThese are my teams. Yes, there are six. I’m aware that this sounds completely insane, but this is the situation, and I am more than embracing it. What this means, though, is that I don’t have a ton of time to gather information on the health of a team or their sprint. I have 6 scrums back to back every morning, with, if I’m lucky, a minute in between to see if we have any pain points. This meant clicking through numerous pages to see how many defects we had open, how the sprint is going, if there are any impediments, and so on. It was time to create dashboards. \n
- Let me give you a bit of the back story. We have been a JIRA shop since 2007. We have been transitioning our process to a more agile framework for the better part of three years, and we officially moved to Scrum last September. \n\nThese are my teams. Yes, there are six. I’m aware that this sounds completely insane, but this is the situation, and I am more than embracing it. What this means, though, is that I don’t have a ton of time to gather information on the health of a team or their sprint. I have 6 scrums back to back every morning, with, if I’m lucky, a minute in between to see if we have any pain points. This meant clicking through numerous pages to see how many defects we had open, how the sprint is going, if there are any impediments, and so on. It was time to create dashboards. \n
- Let me give you a bit of the back story. We have been a JIRA shop since 2007. We have been transitioning our process to a more agile framework for the better part of three years, and we officially moved to Scrum last September. \n\nThese are my teams. Yes, there are six. I’m aware that this sounds completely insane, but this is the situation, and I am more than embracing it. What this means, though, is that I don’t have a ton of time to gather information on the health of a team or their sprint. I have 6 scrums back to back every morning, with, if I’m lucky, a minute in between to see if we have any pain points. This meant clicking through numerous pages to see how many defects we had open, how the sprint is going, if there are any impediments, and so on. It was time to create dashboards. \n
- Let me give you a bit of the back story. We have been a JIRA shop since 2007. We have been transitioning our process to a more agile framework for the better part of three years, and we officially moved to Scrum last September. \n\nThese are my teams. Yes, there are six. I’m aware that this sounds completely insane, but this is the situation, and I am more than embracing it. What this means, though, is that I don’t have a ton of time to gather information on the health of a team or their sprint. I have 6 scrums back to back every morning, with, if I’m lucky, a minute in between to see if we have any pain points. This meant clicking through numerous pages to see how many defects we had open, how the sprint is going, if there are any impediments, and so on. It was time to create dashboards. \n
- Let me give you a bit of the back story. We have been a JIRA shop since 2007. We have been transitioning our process to a more agile framework for the better part of three years, and we officially moved to Scrum last September. \n\nThese are my teams. Yes, there are six. I’m aware that this sounds completely insane, but this is the situation, and I am more than embracing it. What this means, though, is that I don’t have a ton of time to gather information on the health of a team or their sprint. I have 6 scrums back to back every morning, with, if I’m lucky, a minute in between to see if we have any pain points. This meant clicking through numerous pages to see how many defects we had open, how the sprint is going, if there are any impediments, and so on. It was time to create dashboards. \n
- Let me give you a bit of the back story. We have been a JIRA shop since 2007. We have been transitioning our process to a more agile framework for the better part of three years, and we officially moved to Scrum last September. \n\nThese are my teams. Yes, there are six. I’m aware that this sounds completely insane, but this is the situation, and I am more than embracing it. What this means, though, is that I don’t have a ton of time to gather information on the health of a team or their sprint. I have 6 scrums back to back every morning, with, if I’m lucky, a minute in between to see if we have any pain points. This meant clicking through numerous pages to see how many defects we had open, how the sprint is going, if there are any impediments, and so on. It was time to create dashboards. \n
- Let me give you a bit of the back story. We have been a JIRA shop since 2007. We have been transitioning our process to a more agile framework for the better part of three years, and we officially moved to Scrum last September. \n\nThese are my teams. Yes, there are six. I’m aware that this sounds completely insane, but this is the situation, and I am more than embracing it. What this means, though, is that I don’t have a ton of time to gather information on the health of a team or their sprint. I have 6 scrums back to back every morning, with, if I’m lucky, a minute in between to see if we have any pain points. This meant clicking through numerous pages to see how many defects we had open, how the sprint is going, if there are any impediments, and so on. It was time to create dashboards. \n
- Let me give you a bit of the back story. We have been a JIRA shop since 2007. We have been transitioning our process to a more agile framework for the better part of three years, and we officially moved to Scrum last September. \n\nThese are my teams. Yes, there are six. I’m aware that this sounds completely insane, but this is the situation, and I am more than embracing it. What this means, though, is that I don’t have a ton of time to gather information on the health of a team or their sprint. I have 6 scrums back to back every morning, with, if I’m lucky, a minute in between to see if we have any pain points. This meant clicking through numerous pages to see how many defects we had open, how the sprint is going, if there are any impediments, and so on. It was time to create dashboards. \n
- Let me give you a bit of the back story. We have been a JIRA shop since 2007. We have been transitioning our process to a more agile framework for the better part of three years, and we officially moved to Scrum last September. \n\nThese are my teams. Yes, there are six. I’m aware that this sounds completely insane, but this is the situation, and I am more than embracing it. What this means, though, is that I don’t have a ton of time to gather information on the health of a team or their sprint. I have 6 scrums back to back every morning, with, if I’m lucky, a minute in between to see if we have any pain points. This meant clicking through numerous pages to see how many defects we had open, how the sprint is going, if there are any impediments, and so on. It was time to create dashboards. \n
- Let me give you a bit of the back story. We have been a JIRA shop since 2007. We have been transitioning our process to a more agile framework for the better part of three years, and we officially moved to Scrum last September. \n\nThese are my teams. Yes, there are six. I’m aware that this sounds completely insane, but this is the situation, and I am more than embracing it. What this means, though, is that I don’t have a ton of time to gather information on the health of a team or their sprint. I have 6 scrums back to back every morning, with, if I’m lucky, a minute in between to see if we have any pain points. This meant clicking through numerous pages to see how many defects we had open, how the sprint is going, if there are any impediments, and so on. It was time to create dashboards. \n
- Let me give you a bit of the back story. We have been a JIRA shop since 2007. We have been transitioning our process to a more agile framework for the better part of three years, and we officially moved to Scrum last September. \n\nThese are my teams. Yes, there are six. I’m aware that this sounds completely insane, but this is the situation, and I am more than embracing it. What this means, though, is that I don’t have a ton of time to gather information on the health of a team or their sprint. I have 6 scrums back to back every morning, with, if I’m lucky, a minute in between to see if we have any pain points. This meant clicking through numerous pages to see how many defects we had open, how the sprint is going, if there are any impediments, and so on. It was time to create dashboards. \n
- Let me give you a bit of the back story. We have been a JIRA shop since 2007. We have been transitioning our process to a more agile framework for the better part of three years, and we officially moved to Scrum last September. \n\nThese are my teams. Yes, there are six. I’m aware that this sounds completely insane, but this is the situation, and I am more than embracing it. What this means, though, is that I don’t have a ton of time to gather information on the health of a team or their sprint. I have 6 scrums back to back every morning, with, if I’m lucky, a minute in between to see if we have any pain points. This meant clicking through numerous pages to see how many defects we had open, how the sprint is going, if there are any impediments, and so on. It was time to create dashboards. \n
- Let me give you a bit of the back story. We have been a JIRA shop since 2007. We have been transitioning our process to a more agile framework for the better part of three years, and we officially moved to Scrum last September. \n\nThese are my teams. Yes, there are six. I’m aware that this sounds completely insane, but this is the situation, and I am more than embracing it. What this means, though, is that I don’t have a ton of time to gather information on the health of a team or their sprint. I have 6 scrums back to back every morning, with, if I’m lucky, a minute in between to see if we have any pain points. This meant clicking through numerous pages to see how many defects we had open, how the sprint is going, if there are any impediments, and so on. It was time to create dashboards. \n
- Let me give you a bit of the back story. We have been a JIRA shop since 2007. We have been transitioning our process to a more agile framework for the better part of three years, and we officially moved to Scrum last September. \n\nThese are my teams. Yes, there are six. I’m aware that this sounds completely insane, but this is the situation, and I am more than embracing it. What this means, though, is that I don’t have a ton of time to gather information on the health of a team or their sprint. I have 6 scrums back to back every morning, with, if I’m lucky, a minute in between to see if we have any pain points. This meant clicking through numerous pages to see how many defects we had open, how the sprint is going, if there are any impediments, and so on. It was time to create dashboards. \n
- Let me give you a bit of the back story. We have been a JIRA shop since 2007. We have been transitioning our process to a more agile framework for the better part of three years, and we officially moved to Scrum last September. \n\nThese are my teams. Yes, there are six. I’m aware that this sounds completely insane, but this is the situation, and I am more than embracing it. What this means, though, is that I don’t have a ton of time to gather information on the health of a team or their sprint. I have 6 scrums back to back every morning, with, if I’m lucky, a minute in between to see if we have any pain points. This meant clicking through numerous pages to see how many defects we had open, how the sprint is going, if there are any impediments, and so on. It was time to create dashboards. \n
- Let me give you a bit of the back story. We have been a JIRA shop since 2007. We have been transitioning our process to a more agile framework for the better part of three years, and we officially moved to Scrum last September. \n\nThese are my teams. Yes, there are six. I’m aware that this sounds completely insane, but this is the situation, and I am more than embracing it. What this means, though, is that I don’t have a ton of time to gather information on the health of a team or their sprint. I have 6 scrums back to back every morning, with, if I’m lucky, a minute in between to see if we have any pain points. This meant clicking through numerous pages to see how many defects we had open, how the sprint is going, if there are any impediments, and so on. It was time to create dashboards. \n
- Let me give you a bit of the back story. We have been a JIRA shop since 2007. We have been transitioning our process to a more agile framework for the better part of three years, and we officially moved to Scrum last September. \n\nThese are my teams. Yes, there are six. I’m aware that this sounds completely insane, but this is the situation, and I am more than embracing it. What this means, though, is that I don’t have a ton of time to gather information on the health of a team or their sprint. I have 6 scrums back to back every morning, with, if I’m lucky, a minute in between to see if we have any pain points. This meant clicking through numerous pages to see how many defects we had open, how the sprint is going, if there are any impediments, and so on. It was time to create dashboards. \n
- Let me give you a bit of the back story. We have been a JIRA shop since 2007. We have been transitioning our process to a more agile framework for the better part of three years, and we officially moved to Scrum last September. \n\nThese are my teams. Yes, there are six. I’m aware that this sounds completely insane, but this is the situation, and I am more than embracing it. What this means, though, is that I don’t have a ton of time to gather information on the health of a team or their sprint. I have 6 scrums back to back every morning, with, if I’m lucky, a minute in between to see if we have any pain points. This meant clicking through numerous pages to see how many defects we had open, how the sprint is going, if there are any impediments, and so on. It was time to create dashboards. \n
- Let me give you a bit of the back story. We have been a JIRA shop since 2007. We have been transitioning our process to a more agile framework for the better part of three years, and we officially moved to Scrum last September. \n\nThese are my teams. Yes, there are six. I’m aware that this sounds completely insane, but this is the situation, and I am more than embracing it. What this means, though, is that I don’t have a ton of time to gather information on the health of a team or their sprint. I have 6 scrums back to back every morning, with, if I’m lucky, a minute in between to see if we have any pain points. This meant clicking through numerous pages to see how many defects we had open, how the sprint is going, if there are any impediments, and so on. It was time to create dashboards. \n
- Even if you aren’t in a similar situation trying to track multiple teams, projects or products, setting up a good dashboard to pull your daily relevant information to an at a glance medium will be super useful and can save you a ton of time. \n
- So what makes a good dashboard? First, figure out what you need it for? An aimless dashboard will become junked up very quickly, and you won’t be able to deduce what’s important. \n\nYou want your dashboards to be as easily digestible as possible. Put the most important information right at the top and let everything filter down from there.\n\nLimit your information! Information overload will kill your dashboard. Don’t pull every bit of data you can think to pull. Filters that you don’t need to see everyday don’t necessarily need to live on your dashboards. Gadgets that don’t add direct value to the purpose don’t make the cut.\n\nIf you find that you are overloading the dashboard or can’t figure out what gadgets should live above the fold, you may be trying to use one dashboard for multiple purposes. Make another one. Split the information. You will be doing yourself a huge favor. As you can see I have about 15, and yes, I look at them everyday.\n
- So what makes a good dashboard? First, figure out what you need it for? An aimless dashboard will become junked up very quickly, and you won’t be able to deduce what’s important. \n\nYou want your dashboards to be as easily digestible as possible. Put the most important information right at the top and let everything filter down from there.\n\nLimit your information! Information overload will kill your dashboard. Don’t pull every bit of data you can think to pull. Filters that you don’t need to see everyday don’t necessarily need to live on your dashboards. Gadgets that don’t add direct value to the purpose don’t make the cut.\n\nIf you find that you are overloading the dashboard or can’t figure out what gadgets should live above the fold, you may be trying to use one dashboard for multiple purposes. Make another one. Split the information. You will be doing yourself a huge favor. As you can see I have about 15, and yes, I look at them everyday.\n
- So what makes a good dashboard? First, figure out what you need it for? An aimless dashboard will become junked up very quickly, and you won’t be able to deduce what’s important. \n\nYou want your dashboards to be as easily digestible as possible. Put the most important information right at the top and let everything filter down from there.\n\nLimit your information! Information overload will kill your dashboard. Don’t pull every bit of data you can think to pull. Filters that you don’t need to see everyday don’t necessarily need to live on your dashboards. Gadgets that don’t add direct value to the purpose don’t make the cut.\n\nIf you find that you are overloading the dashboard or can’t figure out what gadgets should live above the fold, you may be trying to use one dashboard for multiple purposes. Make another one. Split the information. You will be doing yourself a huge favor. As you can see I have about 15, and yes, I look at them everyday.\n
- So what makes a good dashboard? First, figure out what you need it for? An aimless dashboard will become junked up very quickly, and you won’t be able to deduce what’s important. \n\nYou want your dashboards to be as easily digestible as possible. Put the most important information right at the top and let everything filter down from there.\n\nLimit your information! Information overload will kill your dashboard. Don’t pull every bit of data you can think to pull. Filters that you don’t need to see everyday don’t necessarily need to live on your dashboards. Gadgets that don’t add direct value to the purpose don’t make the cut.\n\nIf you find that you are overloading the dashboard or can’t figure out what gadgets should live above the fold, you may be trying to use one dashboard for multiple purposes. Make another one. Split the information. You will be doing yourself a huge favor. As you can see I have about 15, and yes, I look at them everyday.\n
- So what makes a good dashboard? First, figure out what you need it for? An aimless dashboard will become junked up very quickly, and you won’t be able to deduce what’s important. \n\nYou want your dashboards to be as easily digestible as possible. Put the most important information right at the top and let everything filter down from there.\n\nLimit your information! Information overload will kill your dashboard. Don’t pull every bit of data you can think to pull. Filters that you don’t need to see everyday don’t necessarily need to live on your dashboards. Gadgets that don’t add direct value to the purpose don’t make the cut.\n\nIf you find that you are overloading the dashboard or can’t figure out what gadgets should live above the fold, you may be trying to use one dashboard for multiple purposes. Make another one. Split the information. You will be doing yourself a huge favor. As you can see I have about 15, and yes, I look at them everyday.\n
- So what makes a good dashboard? First, figure out what you need it for? An aimless dashboard will become junked up very quickly, and you won’t be able to deduce what’s important. \n\nYou want your dashboards to be as easily digestible as possible. Put the most important information right at the top and let everything filter down from there.\n\nLimit your information! Information overload will kill your dashboard. Don’t pull every bit of data you can think to pull. Filters that you don’t need to see everyday don’t necessarily need to live on your dashboards. Gadgets that don’t add direct value to the purpose don’t make the cut.\n\nIf you find that you are overloading the dashboard or can’t figure out what gadgets should live above the fold, you may be trying to use one dashboard for multiple purposes. Make another one. Split the information. You will be doing yourself a huge favor. As you can see I have about 15, and yes, I look at them everyday.\n
- So what makes a good dashboard? First, figure out what you need it for? An aimless dashboard will become junked up very quickly, and you won’t be able to deduce what’s important. \n\nYou want your dashboards to be as easily digestible as possible. Put the most important information right at the top and let everything filter down from there.\n\nLimit your information! Information overload will kill your dashboard. Don’t pull every bit of data you can think to pull. Filters that you don’t need to see everyday don’t necessarily need to live on your dashboards. Gadgets that don’t add direct value to the purpose don’t make the cut.\n\nIf you find that you are overloading the dashboard or can’t figure out what gadgets should live above the fold, you may be trying to use one dashboard for multiple purposes. Make another one. Split the information. You will be doing yourself a huge favor. As you can see I have about 15, and yes, I look at them everyday.\n
- So what makes a good dashboard? First, figure out what you need it for? An aimless dashboard will become junked up very quickly, and you won’t be able to deduce what’s important. \n\nYou want your dashboards to be as easily digestible as possible. Put the most important information right at the top and let everything filter down from there.\n\nLimit your information! Information overload will kill your dashboard. Don’t pull every bit of data you can think to pull. Filters that you don’t need to see everyday don’t necessarily need to live on your dashboards. Gadgets that don’t add direct value to the purpose don’t make the cut.\n\nIf you find that you are overloading the dashboard or can’t figure out what gadgets should live above the fold, you may be trying to use one dashboard for multiple purposes. Make another one. Split the information. You will be doing yourself a huge favor. As you can see I have about 15, and yes, I look at them everyday.\n
- So what makes a good dashboard? First, figure out what you need it for? An aimless dashboard will become junked up very quickly, and you won’t be able to deduce what’s important. \n\nYou want your dashboards to be as easily digestible as possible. Put the most important information right at the top and let everything filter down from there.\n\nLimit your information! Information overload will kill your dashboard. Don’t pull every bit of data you can think to pull. Filters that you don’t need to see everyday don’t necessarily need to live on your dashboards. Gadgets that don’t add direct value to the purpose don’t make the cut.\n\nIf you find that you are overloading the dashboard or can’t figure out what gadgets should live above the fold, you may be trying to use one dashboard for multiple purposes. Make another one. Split the information. You will be doing yourself a huge favor. As you can see I have about 15, and yes, I look at them everyday.\n
- So what makes a good dashboard? First, figure out what you need it for? An aimless dashboard will become junked up very quickly, and you won’t be able to deduce what’s important. \n\nYou want your dashboards to be as easily digestible as possible. Put the most important information right at the top and let everything filter down from there.\n\nLimit your information! Information overload will kill your dashboard. Don’t pull every bit of data you can think to pull. Filters that you don’t need to see everyday don’t necessarily need to live on your dashboards. Gadgets that don’t add direct value to the purpose don’t make the cut.\n\nIf you find that you are overloading the dashboard or can’t figure out what gadgets should live above the fold, you may be trying to use one dashboard for multiple purposes. Make another one. Split the information. You will be doing yourself a huge favor. As you can see I have about 15, and yes, I look at them everyday.\n
- So what makes a good dashboard? First, figure out what you need it for? An aimless dashboard will become junked up very quickly, and you won’t be able to deduce what’s important. \n\nYou want your dashboards to be as easily digestible as possible. Put the most important information right at the top and let everything filter down from there.\n\nLimit your information! Information overload will kill your dashboard. Don’t pull every bit of data you can think to pull. Filters that you don’t need to see everyday don’t necessarily need to live on your dashboards. Gadgets that don’t add direct value to the purpose don’t make the cut.\n\nIf you find that you are overloading the dashboard or can’t figure out what gadgets should live above the fold, you may be trying to use one dashboard for multiple purposes. Make another one. Split the information. You will be doing yourself a huge favor. As you can see I have about 15, and yes, I look at them everyday.\n
- So what makes a good dashboard? First, figure out what you need it for? An aimless dashboard will become junked up very quickly, and you won’t be able to deduce what’s important. \n\nYou want your dashboards to be as easily digestible as possible. Put the most important information right at the top and let everything filter down from there.\n\nLimit your information! Information overload will kill your dashboard. Don’t pull every bit of data you can think to pull. Filters that you don’t need to see everyday don’t necessarily need to live on your dashboards. Gadgets that don’t add direct value to the purpose don’t make the cut.\n\nIf you find that you are overloading the dashboard or can’t figure out what gadgets should live above the fold, you may be trying to use one dashboard for multiple purposes. Make another one. Split the information. You will be doing yourself a huge favor. As you can see I have about 15, and yes, I look at them everyday.\n
- So what makes a good dashboard? First, figure out what you need it for? An aimless dashboard will become junked up very quickly, and you won’t be able to deduce what’s important. \n\nYou want your dashboards to be as easily digestible as possible. Put the most important information right at the top and let everything filter down from there.\n\nLimit your information! Information overload will kill your dashboard. Don’t pull every bit of data you can think to pull. Filters that you don’t need to see everyday don’t necessarily need to live on your dashboards. Gadgets that don’t add direct value to the purpose don’t make the cut.\n\nIf you find that you are overloading the dashboard or can’t figure out what gadgets should live above the fold, you may be trying to use one dashboard for multiple purposes. Make another one. Split the information. You will be doing yourself a huge favor. As you can see I have about 15, and yes, I look at them everyday.\n
- So what makes a good dashboard? First, figure out what you need it for? An aimless dashboard will become junked up very quickly, and you won’t be able to deduce what’s important. \n\nYou want your dashboards to be as easily digestible as possible. Put the most important information right at the top and let everything filter down from there.\n\nLimit your information! Information overload will kill your dashboard. Don’t pull every bit of data you can think to pull. Filters that you don’t need to see everyday don’t necessarily need to live on your dashboards. Gadgets that don’t add direct value to the purpose don’t make the cut.\n\nIf you find that you are overloading the dashboard or can’t figure out what gadgets should live above the fold, you may be trying to use one dashboard for multiple purposes. Make another one. Split the information. You will be doing yourself a huge favor. As you can see I have about 15, and yes, I look at them everyday.\n
- So what makes a good dashboard? First, figure out what you need it for? An aimless dashboard will become junked up very quickly, and you won’t be able to deduce what’s important. \n\nYou want your dashboards to be as easily digestible as possible. Put the most important information right at the top and let everything filter down from there.\n\nLimit your information! Information overload will kill your dashboard. Don’t pull every bit of data you can think to pull. Filters that you don’t need to see everyday don’t necessarily need to live on your dashboards. Gadgets that don’t add direct value to the purpose don’t make the cut.\n\nIf you find that you are overloading the dashboard or can’t figure out what gadgets should live above the fold, you may be trying to use one dashboard for multiple purposes. Make another one. Split the information. You will be doing yourself a huge favor. As you can see I have about 15, and yes, I look at them everyday.\n
- So what makes a good dashboard? First, figure out what you need it for? An aimless dashboard will become junked up very quickly, and you won’t be able to deduce what’s important. \n\nYou want your dashboards to be as easily digestible as possible. Put the most important information right at the top and let everything filter down from there.\n\nLimit your information! Information overload will kill your dashboard. Don’t pull every bit of data you can think to pull. Filters that you don’t need to see everyday don’t necessarily need to live on your dashboards. Gadgets that don’t add direct value to the purpose don’t make the cut.\n\nIf you find that you are overloading the dashboard or can’t figure out what gadgets should live above the fold, you may be trying to use one dashboard for multiple purposes. Make another one. Split the information. You will be doing yourself a huge favor. As you can see I have about 15, and yes, I look at them everyday.\n
- So what makes a good dashboard? First, figure out what you need it for? An aimless dashboard will become junked up very quickly, and you won’t be able to deduce what’s important. \n\nYou want your dashboards to be as easily digestible as possible. Put the most important information right at the top and let everything filter down from there.\n\nLimit your information! Information overload will kill your dashboard. Don’t pull every bit of data you can think to pull. Filters that you don’t need to see everyday don’t necessarily need to live on your dashboards. Gadgets that don’t add direct value to the purpose don’t make the cut.\n\nIf you find that you are overloading the dashboard or can’t figure out what gadgets should live above the fold, you may be trying to use one dashboard for multiple purposes. Make another one. Split the information. You will be doing yourself a huge favor. As you can see I have about 15, and yes, I look at them everyday.\n
- So what makes a good dashboard? First, figure out what you need it for? An aimless dashboard will become junked up very quickly, and you won’t be able to deduce what’s important. \n\nYou want your dashboards to be as easily digestible as possible. Put the most important information right at the top and let everything filter down from there.\n\nLimit your information! Information overload will kill your dashboard. Don’t pull every bit of data you can think to pull. Filters that you don’t need to see everyday don’t necessarily need to live on your dashboards. Gadgets that don’t add direct value to the purpose don’t make the cut.\n\nIf you find that you are overloading the dashboard or can’t figure out what gadgets should live above the fold, you may be trying to use one dashboard for multiple purposes. Make another one. Split the information. You will be doing yourself a huge favor. As you can see I have about 15, and yes, I look at them everyday.\n
- So what makes a good dashboard? First, figure out what you need it for? An aimless dashboard will become junked up very quickly, and you won’t be able to deduce what’s important. \n\nYou want your dashboards to be as easily digestible as possible. Put the most important information right at the top and let everything filter down from there.\n\nLimit your information! Information overload will kill your dashboard. Don’t pull every bit of data you can think to pull. Filters that you don’t need to see everyday don’t necessarily need to live on your dashboards. Gadgets that don’t add direct value to the purpose don’t make the cut.\n\nIf you find that you are overloading the dashboard or can’t figure out what gadgets should live above the fold, you may be trying to use one dashboard for multiple purposes. Make another one. Split the information. You will be doing yourself a huge favor. As you can see I have about 15, and yes, I look at them everyday.\n
- So what makes a good dashboard? First, figure out what you need it for? An aimless dashboard will become junked up very quickly, and you won’t be able to deduce what’s important. \n\nYou want your dashboards to be as easily digestible as possible. Put the most important information right at the top and let everything filter down from there.\n\nLimit your information! Information overload will kill your dashboard. Don’t pull every bit of data you can think to pull. Filters that you don’t need to see everyday don’t necessarily need to live on your dashboards. Gadgets that don’t add direct value to the purpose don’t make the cut.\n\nIf you find that you are overloading the dashboard or can’t figure out what gadgets should live above the fold, you may be trying to use one dashboard for multiple purposes. Make another one. Split the information. You will be doing yourself a huge favor. As you can see I have about 15, and yes, I look at them everyday.\n
- So what makes a good dashboard? First, figure out what you need it for? An aimless dashboard will become junked up very quickly, and you won’t be able to deduce what’s important. \n\nYou want your dashboards to be as easily digestible as possible. Put the most important information right at the top and let everything filter down from there.\n\nLimit your information! Information overload will kill your dashboard. Don’t pull every bit of data you can think to pull. Filters that you don’t need to see everyday don’t necessarily need to live on your dashboards. Gadgets that don’t add direct value to the purpose don’t make the cut.\n\nIf you find that you are overloading the dashboard or can’t figure out what gadgets should live above the fold, you may be trying to use one dashboard for multiple purposes. Make another one. Split the information. You will be doing yourself a huge favor. As you can see I have about 15, and yes, I look at them everyday.\n
- So what makes a good dashboard? First, figure out what you need it for? An aimless dashboard will become junked up very quickly, and you won’t be able to deduce what’s important. \n\nYou want your dashboards to be as easily digestible as possible. Put the most important information right at the top and let everything filter down from there.\n\nLimit your information! Information overload will kill your dashboard. Don’t pull every bit of data you can think to pull. Filters that you don’t need to see everyday don’t necessarily need to live on your dashboards. Gadgets that don’t add direct value to the purpose don’t make the cut.\n\nIf you find that you are overloading the dashboard or can’t figure out what gadgets should live above the fold, you may be trying to use one dashboard for multiple purposes. Make another one. Split the information. You will be doing yourself a huge favor. As you can see I have about 15, and yes, I look at them everyday.\n
- So what makes a good dashboard? First, figure out what you need it for? An aimless dashboard will become junked up very quickly, and you won’t be able to deduce what’s important. \n\nYou want your dashboards to be as easily digestible as possible. Put the most important information right at the top and let everything filter down from there.\n\nLimit your information! Information overload will kill your dashboard. Don’t pull every bit of data you can think to pull. Filters that you don’t need to see everyday don’t necessarily need to live on your dashboards. Gadgets that don’t add direct value to the purpose don’t make the cut.\n\nIf you find that you are overloading the dashboard or can’t figure out what gadgets should live above the fold, you may be trying to use one dashboard for multiple purposes. Make another one. Split the information. You will be doing yourself a huge favor. As you can see I have about 15, and yes, I look at them everyday.\n
- So what makes a good dashboard? First, figure out what you need it for? An aimless dashboard will become junked up very quickly, and you won’t be able to deduce what’s important. \n\nYou want your dashboards to be as easily digestible as possible. Put the most important information right at the top and let everything filter down from there.\n\nLimit your information! Information overload will kill your dashboard. Don’t pull every bit of data you can think to pull. Filters that you don’t need to see everyday don’t necessarily need to live on your dashboards. Gadgets that don’t add direct value to the purpose don’t make the cut.\n\nIf you find that you are overloading the dashboard or can’t figure out what gadgets should live above the fold, you may be trying to use one dashboard for multiple purposes. Make another one. Split the information. You will be doing yourself a huge favor. As you can see I have about 15, and yes, I look at them everyday.\n
- So what makes a good dashboard? First, figure out what you need it for? An aimless dashboard will become junked up very quickly, and you won’t be able to deduce what’s important. \n\nYou want your dashboards to be as easily digestible as possible. Put the most important information right at the top and let everything filter down from there.\n\nLimit your information! Information overload will kill your dashboard. Don’t pull every bit of data you can think to pull. Filters that you don’t need to see everyday don’t necessarily need to live on your dashboards. Gadgets that don’t add direct value to the purpose don’t make the cut.\n\nIf you find that you are overloading the dashboard or can’t figure out what gadgets should live above the fold, you may be trying to use one dashboard for multiple purposes. Make another one. Split the information. You will be doing yourself a huge favor. As you can see I have about 15, and yes, I look at them everyday.\n
- Let’s go through one of my teams’ dashboard to show you how where I was going in this process and how to get the most out of some really great gadgets\nThe purpose of the team dashboard is to provide full visibility for the team and product owner into the health of the sprint.\nThe most important pieces of information that we need to see are Impediments, Sprint Burndown, Defects, and a gadget to highlight our cumulative Work In Progress.\nI realize you guys can’t see the details on these so I’ve broken this down a bit further.\n
- I wanted to make sure Impediments were given a prominent spot on the dashboard. Impediments derail my teams’ progress, and the whole team as well as the P.O. should be aware of them. I set up a filter to pull anything that was flagged as an impediment on this team, and added the “filter results” gadget to display those here. \n\nWhen you add this gadget you can choose which fields to show based on your particular needs or go with the default. Feel it out to see what works best for you.\n
- I wanted to make sure Impediments were given a prominent spot on the dashboard. Impediments derail my teams’ progress, and the whole team as well as the P.O. should be aware of them. I set up a filter to pull anything that was flagged as an impediment on this team, and added the “filter results” gadget to display those here. \n\nWhen you add this gadget you can choose which fields to show based on your particular needs or go with the default. Feel it out to see what works best for you.\n
- Greenhopper has a fantastic chart setup to automatically track sprint burndowns, and a built in Agile Gadget so that you can add it to your dashboards to display it. This gadget can also track a ton of other usefulness and will link you to the issue tracker, taskboard, planning board, and a few other places. But since we are looking for a quick “at-a-glance” view, I keep it set to the Burndown. \n\nWe have this set to Story Points, but you can set it to just about any statistic you want to track. A quick overview: The Red line is our guideline. The green is our burndown. And the orange line shows how many points we would need to close out daily to meet our commitment.\n
- Just a heads up there are a few quick steps to set it up that I was completely unaware of for months. I was creating burndowns in excel, because I just couldn’t make it work. \n
- First, you have to Add the new sprint from the Planning board\n\nSecond, and this is the key, you must enter a Start Date and End Date. If you don’t your burndown will only track 2 days \n\nBack to our dashboards.\n
- First, you have to Add the new sprint from the Planning board\n\nSecond, and this is the key, you must enter a Start Date and End Date. If you don’t your burndown will only track 2 days \n\nBack to our dashboards.\n
- First, you have to Add the new sprint from the Planning board\n\nSecond, and this is the key, you must enter a Start Date and End Date. If you don’t your burndown will only track 2 days \n\nBack to our dashboards.\n
- First, you have to Add the new sprint from the Planning board\n\nSecond, and this is the key, you must enter a Start Date and End Date. If you don’t your burndown will only track 2 days \n\nBack to our dashboards.\n
- First, you have to Add the new sprint from the Planning board\n\nSecond, and this is the key, you must enter a Start Date and End Date. If you don’t your burndown will only track 2 days \n\nBack to our dashboards.\n
- First, you have to Add the new sprint from the Planning board\n\nSecond, and this is the key, you must enter a Start Date and End Date. If you don’t your burndown will only track 2 days \n\nBack to our dashboards.\n
- Tracking defects can really give you a feel of the health of your process. I keep a “Created vs Resolved” Chart of defects looking back 14 days. This chart is a gadget that comes with JIRA that you can set to look at any of your favorite filters. If the red goes above the green (meaning we are creating more defects than we are closing out) that may be an indication that we are over-commiting and possibly cutting corners or testing to meet sprint goals. You can see this team knocked out a ton of defects, while not really creating many. \n\nBut this one, while being in the red, is doing a pretty great job of resolving the defects as they come in. We have a Zero Known defects policy, so this is bueno.\n
- Tracking defects can really give you a feel of the health of your process. I keep a “Created vs Resolved” Chart of defects looking back 14 days. This chart is a gadget that comes with JIRA that you can set to look at any of your favorite filters. If the red goes above the green (meaning we are creating more defects than we are closing out) that may be an indication that we are over-commiting and possibly cutting corners or testing to meet sprint goals. You can see this team knocked out a ton of defects, while not really creating many. \n\nBut this one, while being in the red, is doing a pretty great job of resolving the defects as they come in. We have a Zero Known defects policy, so this is bueno.\n
- I also included a Filter Results gadget of open defects for this team. It’s not only important to see the rate at which we are producing defects, we also need to know exactly what is out there. \n
- On this team we are really working on Minimizing Work In Progress and getting things across the finish line one at a time. So I set up this to really give them an idea of how they were doing at this goal. This is the Cumulative Flow Chart, another awesome Greenhopper Gadget. It gives me a great feel of our pacing by tracking the tickets in the sprint by status. If we are knocking out Stories one at a time, this should have a nice up and to the right flow. It looks pretty good this sprint.\nThere are two things that I want to point out. See the orange and purple swaths? These are the “In Dev” and “In QA” flows. As long as these stay relatively thin, we are doing a good job of minimizing WIP. \n\nThe second thing that I absolutely love about this chart (and that makes my P.O.s and Devs think I’m super sneaky)? It takes a snapshot each day. I knows the number of tickets in or out. See how the top edge climbs as the sprint goes on. This means tickets have been pulled in. In this case it was all those defects that they were fixing. The line just about follows the same pattern. But check this out. Check out their original commitment vs what they actually got done. Sneaky sneaky. \n\nAs one of my jobs is protecting the team from changes to their sprint commitment, this is great information to have. \n
- These are the 5 things that make up the team dashboards. As the teams are focusing on different goals or require different bits of information, I will swap out gadgets and filters to make sure they get the most out of their dashboard. Each member of the team or the P.O. should be able to open this up and get a quick feel for the health of the sprint.\n
- Now it&#x2019;s your turn. Go create a dashboard of your own. Save yourself some steps. Create a ton of visibility at all levels. JIRA is an information powerhouse! Every field is searchable in some form or fashion and you have all of the tools at your disposal to make it yours!\n\nAlso, I&#x2019;ve added step-by-steps and the JQL for all of the filters I presented to <website>. Thanks for your time. Enjoy the rest of the summit.\n\n \n
- Now it&#x2019;s your turn. Go create a dashboard of your own. Save yourself some steps. Create a ton of visibility at all levels. JIRA is an information powerhouse! Every field is searchable in some form or fashion and you have all of the tools at your disposal to make it yours!\n\nAlso, I&#x2019;ve added step-by-steps and the JQL for all of the filters I presented to <website>. Thanks for your time. Enjoy the rest of the summit.\n\n \n
- fin\n