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Understand the Importance of Having the Product Vision in a Scrum Team

Stories abound of products launched with much fanfare and failing miserably in the market. What does it take to build a software product that sells? Would the best technology, the best architecture and the best brains guarantee a product that will sell?A lot of energy is spent by the Engineering teams on building the product right – bug-free, scalable, reliable and secure. Throughout this journey the teams also need to be confident that they are building the right product – usable (fit for use), serves the purpose (fit for purpose), solves the customer’s problem and delivers value.A popular representation of this relationship is given belowA Product Vision is a well thought through “future state” of the product that serves the customer’s needs as well as furthers the organization’s product strategy. The product vision serves as the “guiding light” that the teams constantly refers, consults and steers towards.This article is about how a good product vision paves the way for scrum teams to build a good product. It is not the only step but definitely one of the first steps to build a product that will sell.Components of a Product Vision  A well thought through and finely articulated Product Vision includes the following components Purpose and Intent – Why are we building the product and what value it brings to the Customer? What problems is the product going to solve for the Customer? Target Market – Who is the Customer(s) / Market Segment that the product is meant for Business Goals – By building this product how are we aligning with the organization’s strategy and goals in the market. Every product offered by an organization should align with the larger goals and strategy so that it fits well with the organization’s product portfolio. Differentiating Factors – How and what features are we offering that is a differentiator in the market and which sets the organization apart from its competitors. Many a product fails to see the light of the day or serve the purpose of the customer if it has failed to justify on any one or more of the above components.  Creating the Product Vision Anyone who is connected to the Product can contribute to the Product Vision. Organizations usually have idea boards and forums to welcome innovative ideas from all employees. But the ownership of defining, communicating and nourishing the product vision lies with the Business Group or Product Management Group. Usually the vision is created through a Workshop involving the right stakeholders who have the expertise to contribute. The stakeholders represent Business, Engineering, Marketing, Sales, Support, Training etc.  Various techniques such as Brainstorming, Affinity grouping, Dot Voting can be employed in the workshop to come up with the final Product Vision. Prior to the workshop findings from Market research on target customers, competitors, information on Personas are made available to the participants so that they are well informed and bring the best to the table. Product Vision Formats The Product Vision board as recommended by Roman Pichler, leading Product Management Expert. The Product Vision Board A Simple template first introduced in the book Crossing the Chasm by Management Consultant and author Geoffery More.Communicating the Product Vision  A great Product Vision will not get realized into the final product unless it is communicated well, not just once but multiple times, to all the important stakeholders – the Senior Leadership, the Engineering teams, Sales, Marketing, Documentation, Training and Support. It is the responsibility of the Head of the Business (e.g Director of Product Management) to introduce and explain the Product Vision to the rest of the organization before the product development is started. A Kickstart All-Hands meeting usually happens when a new Product Vision is ready. The road map and strategy for the immediate future (every Quarter/Release) to realize the vision is also shared in this meeting. It is important that all stakeholders who are participating in building the product gets to hear the same information at the same time from the Head of Business. This All-Hands happens at a defined cadence (every Quarter /Release) where the changes to the product vision, strategy and road map for the next quarter /release is communicated. The Heads of Engineering would also present their plans for the Quarter /Release to further the product vision.  Heads guiding the team It should not be an open and shut communication for a day, but the Product Managers and Owners need to constantly refer and draw from the vision when interacting with the Scrum Teams. When requirements are refined into Epics and User Stories and prioritized the Scrum Teams need to be able to relate them to the Vision. Changes in the Product Vision  So is a Product Vision written on stone never to change? No, because that would defy Agile Principles of continuously seeking feedback, embracing and adapting change.  A learning organization has a pulse on the market and actively seeks feedback. It adapts the product vision according to the changing market, competition and customer feedback. It has a constant sense of Urgency to Fail Fast, has the Courage to Pivot when required and Persevere on the right track as part of the Organization culture.  There are stories of many organizations that have imbibed and practiced this culture and succeeded. Significance of Production Vision within the Scrum Teams A journey without a destination sounds exciting but not practical and not always fruitful. R&D engineers would not have any dearth of imagination to build products that are beautiful and perfect. But would these products serve the customer’s needs? Understand the Larger Purpose: Scrum teams need to understand the big picture and the larger purpose of their everyday work – for whom are they building, for what and most importantly why. During Backlog Grooming sessions, the Product owners can act as ambassadors for the Product Vision helping the teams to refine user stories with end goal in mind. The questions to be constantly asked and validated include  “Are we solving the customer problem?” , “Are we adding value?”, “Are we building the right product?” Product Strategy and Vision to Plan your roadmap Contribute in Product Strategy and Roadmap: Scrum teams can contribute effectively to the product strategy and roadmap if they know and understand the product vision.  Understanding the Priorities: Understanding the Product vision helps the team to identify with the priority put forth by the Product Owner. The Product Owner and the teams can make use of the product vision in the Sprint Planning and Backlog refinement meetings to streamline user stories.  Influence in Sprint Execution: Having the product vision in the back of their minds plays an important role in the story writing, refinement, acceptance criteria, coding and testing.  Knowing the customer problems and target market helps teams to build “just enough” and stop from over engineering and manufacturing unwanted imaginary requirements. Unwanted code is a waste that can cause unwanted testing, bugs and needs to be avoided. Knowing the target Customer / market, purpose and the problems that need to be resolved, helps the teams to  Refine and write better Epics and User Stories . Helps to identify the ‘Must Have’ and ‘Good to Have’ Acceptance Criteria. Helps to architect and design better knowing the immediate priority and the upcoming roadmap. Helps to code incorporating enough customization for reuse and extensions in future. Define and formulate the appropriate test scenarios and data Collaboration: Multiple teams come together to build a product. Having a common Product Vision to refer to improves their collaboration and serves as a good point of reference to manage conflicts and dependencies.  Alignment with the Organization’s Goals: There is also another very important piece of information within the Product Vision - How the Product Vision aligns to their organization’s overall strategy. This is definitely of interest to every employee of the organization. An engaged employee always is curious about how the product he is helping to build today fits and aligns with the organization’s goals. The fact that he/she is contributing towards furthering the Organization’s goals does instil a sense of pride and confidence. Adapting to Changes in the Product Vision: The changes to the vision has to be constantly communicated to all the stake holders especially the Scrum teams who are building it. The teams need to also be told why there has been a change in the Product Vision. Only then would they appreciate and embrace the changes. Tips for your Product Vision: Ideas can come in from unlikeliest of places. Inputs should be encouraged and accepted from all stakeholders and funnelled into the Product Vision creation workshop. Prior to the workshop, sufficient Market research has to be conducted to get information on target customer, personas and the competitor landscape. A vision not shared well remains only that and does not become a reality. Communicate at every opportunity – kickoff meetings, through posters and through dedicated ambassadors -Product Owners , Product Managers , Line Managers. Seek feedback and gauge the market continuously to adapt Do not fear to pivot if needed and change course. Failing early and fast is better. Do not try to address all the “How” and “When” in product vision, but the “What” and “Why”. In conclusion, a Product Vision plays a very important role in the working of a Scrum Team providing the larger purpose of what is being built by them everyday. Only through constant communication about the vision and about the changes to it can the Scrum Teams keep relating to the vision and make the vision a reality - a good product that sells. 

Understand the Importance of Having the Product Vision in a Scrum Team

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Understand the Importance of Having the Product Vision in a Scrum Team

Stories abound of products launched with much fanfare and failing miserably in the market. What does it take to build a software product that sells? Would the best technology, the best architecture and the best brains guarantee a product that will sell?

A lot of energy is spent by the Engineering teams on building the product right – bug-free, scalable, reliable and secure. Throughout this journey the teams also need to be confident that they are building the right product – usable (fit for use), serves the purpose (fit for purpose), solves the customer’s problem and delivers value.

A popular representation of this relationship is given below

Understand the Importance of Having the Product Vision in a Scrum Team

A Product Vision is a well thought through “future state” of the product that serves the customer’s needs as well as furthers the organization’s product strategy. The product vision serves as the “guiding light” that the teams constantly refers, consults and steers towards.

This article is about how a good product vision paves the way for scrum teams to build a good product. It is not the only step but definitely one of the first steps to build a product that will sell.

Components of a Product Vision 

 A well thought through and finely articulated Product Vision includes the following components 

  • Purpose and Intent – Why are we building the product and what value it brings to the Customer? What problems is the product going to solve for the Customer? 
  • Target Market – Who is the Customer(s) / Market Segment that the product is meant for 
  • Business Goals – By building this product how are we aligning with the organizations strategy and goals in the market. Every product offered by an organization should align with the larger goals and strategy so that it fits well with the organizations product portfolio. 
  • Differentiating Factors – How and what features are we offering that is a differentiator in the market and which sets the organization apart from its competitors. 

Many a product fails to see the light of the day or serve the purpose of the customer if it has failed to justify on any one or more of the above components.  

Creating the Product Vision 

Anyone who is connected to the Product can contribute to the Product Vision. Organizations usually have idea boards and forums to welcome innovative ideas from all employees. 

But the ownership of defining, communicating and nourishing the product vision lies with the Business Group or Product Management Group. Usually the vision is created through a Workshop involving the right stakeholders who have the expertise to contribute. The stakeholders represent Business, Engineering, Marketing, Sales, Support, Training etc.  

Various techniques such as Brainstorming, Affinity grouping, Dot Voting can be employed in the workshop to come up with the final Product Vision. Prior to the workshop findings from Market research on target customers, competitorsinformation on Personas are made available to the participants so that they are well informed and bring the best to the table. 

Product Vision Formats 

The Product Vision board as recommended by Roman Pichler, leading Product Management Expert. The Product Vision BoardThe Product Vision Board A Simple template first introduced in the book Crossing the Chasm by Management Consultant and author Geoffery More.

Understand the Importance of Having the Product Vision in a Scrum Team

Communicating the Product Vision  

A great Product Vision will not get realized into the final product unless it is communicated well, not just once but multiple times, to all the important stakeholders – the Senior Leadership, the Engineering teams, Sales, Marketing, Documentation, Training and Support. 

It is the responsibility of the Head of the Business (e.g Director of Product Management) to introduce and explain the Product Vision to the rest of the organization before the product development is started. A Kickstart All-Hands meeting usually happens when a new Product Vision is ready. The road map and strategy for the immediate future (every Quarter/Release) to realize the vision is also shared in this meeting. It is important that all stakeholders who are participating in building the product gets to hear the same information at the same time from the Head of Business. Understand the Importance of Having the Product Vision in a Scrum Team

This All-Hands happens at a defined cadence (every Quarter /Release) where the changes to the product vision, strategy and road map for the next quarter /release is communicated. The Heads of Engineering would also present their plans for the Quarter /Release to further the product vision.  

Heads guiding the teamHeads guiding the team It should not be an open and shut communication for a day, but the Product Managers and Owners need to constantly refer and draw from the vision when interacting with the Scrum Teams. When requirements are refined into Epics and User Stories and prioritized the Scrum Teams need to be able to relate them to the Vision. 

Changes in the Product Vision  

So is a Product Vision written on stone never to change? No, because that would defy Agile Principles of continuously seeking feedback, embracing and adapting change.  

learning organization has a pulse on the market and actively seeks feedback. It adapts the product vision according to the changing market, competition and customer feedback. It has a constant sense of Urgency to Fail Fast, has the Courage to Pivot when required and Persevere on the right track as part of the Organization culture.  

There are stories of many organizations that have imbibed and practiced this culture and succeeded. 

Significance of Production Vision within the Scrum Teams 

A journey without a destination soundexciting but not practical and not always fruitful. R&D engineers would not have any dearth of imagination to build products that are beautiful and perfect. But would these products serve the customers needs? 

Understand the Larger PurposeScrum teams need to understand the big picture and the larger purpose of their everyday work – for whom are they building, for what and most importantly why. During Backlog Grooming sessions, the Product owners can act as ambassadors for the Product Vision helping the teams to refine user stories with end goal in mind. The questions to be constantly asked and validated include  “Are we solving the customer problem?” , “Are we adding value?”, “Are we building the right product?” Significance of production Vision within the Scrum TeamsProduct Strategy and Vision to Plan your roadmap 

  • Contribute in Product Strategy and Roadmap: Scrum teams can contribute effectively to the product strategy and roadmap if they know and understand the product vision.  
  • Understanding the PrioritiesUnderstanding the Product vision helps the team to identify with the priority put forth by the Product Owner. The Product Owner and the teams can make use of the product vision in the Sprint Planning and Backlog refinement meetings to streamline user stories.  
  • Influence in Sprint Execution: Having the product vision in the back of their minds plays an important role in the story writing, refinement, acceptance criteria, coding and testing.  Knowing the customer problems and target market helps teams to build “just enough” and stop from over engineering and manufacturing unwanted imaginary requirements. Unwanted code is a waste that can cause unwanted testing, bugs and needs to be avoided. 

Understand the Importance of Having the Product Vision in a Scrum Team

Knowing the target Customer / market, purpose and the problems that need to be resolved, helps the teams to  

  • Refine and write better Epics and User Stories . 
  • Helps to identify the ‘Must Have’ and ‘Good to Have’ Acceptance Criteria. 
  • Helps to architect and design better knowing the immediate priority and the upcoming roadmap. 
  • Helps to code incorporating enough customization for reuse and extensions in future. 
  • Define and formulate the appropriate test scenarios and data 

Collaboration: Multiple teams come together to build a product. Having a common Product Vision to refer to improves their collaboration and serves as a good point of reference to manage conflicts and dependencies.  

Alignment with the Organization’s Goals: There is also another very important piece of information within the Product Vision - How the Product Vision aligns to their organization’s overall strategy. This is definitely of interest to every employee of the organization. An engaged employee always is curious about how the product he is helping to build today fits and aligns with the organization’s goals. The fact that he/she is contributing towards furthering the Organization’s goals does instil a sense of pride and confidence. 

Adapting to Changes in the Product Vision: The changes to the vision has to be constantly communicated to all the stake holders especially the Scrum teams who are building it. The teams need to also be told why there has been a change in the Product Vision. Only then would they appreciate and embrace the changes. 

Tips for your Product Vision: 

  • Ideas can come in from unlikeliest of places. Inputs should be encouraged and accepted from all stakeholders and funnelled into the Product Vision creation workshop. 
  • Prior to the workshop, sufficient Market research has to be conducted to get information on target customer, personas and the competitor landscape. 
  • A vision not shared well remains only that and does not become a reality. Communicate at every opportunity – kickoff meetings, through posters and through dedicated ambassadors -Product Owners , Product Managers , Line Managers. 
  • Seek feedback and gauge the market continuously to adapt 
  • Do not fear to pivot if needed and change course. Failing early and fast is better. 
  • Do not try to address all the “How” and “When” in product vision, but the “What” and “Why”. 

In conclusion, a Product Vision plays a very important role in the working of a Scrum Team providing the larger purpose of what is being built by them everyday. Only through constant communication about the vision and about the changes to it can the Scrum Teams keep relating to the vision and make the vision a reality - a good product that sells. 

Radhika

Radhika Subramoniam

author

The author is an Agile Consultant working in the areas of process consultation and Agile coaching and transformation. She has been part of the software product development industry spanning field service, fleet management, telecom billing and network management. 

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If it is said that there isn’t a thing that one cannot do using JIRA in terms of project management, then that is not an understatement.  Since Agile is the buzzword now and most organizations are opting for it, this article will provide users with a detailed insight on how to carry out their project management tasks and software development activities by using a Scrum framework.   Before moving ahead, there are two basic pre-requisites that the user who intends to use JIRA must have and they are: Pre-Requisites:  An active account on JIRA Required permissions (Super Admin, Project Admin, etc. – Defined by organizations) 1. Creation of Project: The first and most important thing is to create a project in JIRA under which we will be carrying out our activities and tracking the progress of those. There are two ways a user can create a project.  Method 1:  Step 1: Log in to JIRA using your credentials. Once you are logged in, you will land on the project dashboard which will look something like this.  Step 2: Click on Settings icon and select the Projects option as highlighted in the image below.   Step 3: Select “Create Project” option as shown in the image.   Step 4: After clicking on “Create Project”, you will be prompted with two options to select from.  Classic Project  Next Gen Project Step 5: Once you have selected the type of project, you will be asked to enter the Project name. You will also have the option to change the type of template i.e Scrum, Kanban or Bug Fixing, depending on the purpose for which you wish to use JIRA.  Once done, you must click on the “Create” button.  And voila, it’s that simple. Once you have clicked on the create button, you will land on the project dashboard with the name of the project highlighted on the top left. As we can see in the image below, project name “My Scrum Project” is visible. Method 2.  The steps remain the same, only difference is that instead of navigating through settings, once you have logged in, you will have the option to navigate via “Projects” link as depicted in the pic.  2. Creating Backlog: Once the project has been created the second important step is to define requirements in a backlog. As you can see in the pic below, there is the option to select “Backlog” from the left side panel/navigation pane to navigate to the backlog section.  Here you can start creating backlog items. This backlog serves as the “Product Backlog”. Users can outline requirements in terms of Epics, User Stories, Tasks and Bugs which are known as “issue types” in JIRA. In short, everything that is created is an issue in JIRA. Please note that for ease of understanding and reference, I am sticking to the most basic issue types as mentioned above.  Step 1: To create issues in JIRA, all that is needed to be done is to click on the “Create” button on the top most navigation bar. This bar remains visible at all times by default, no matter whichever page you navigate to. Step 2: Once the user clicks on “Create”, a dialog box to enter details of the issue will open.   The two most important fields in this are:  Project: This field, by default, is populated with the name of the project you are in. But in case you wish to change the project field, the same can be selected from the dropdownIssue Type: This option by default is selected as “Story” but can be changed depending on which issue you want to create. The relevant issue can be chosen from the dropdown. Below image shows how it all looks like in JIRA. There are two types of fields on the dialog box; Mandatory and Non-Mandatory. Mandatory fields are marked with a red Asterix. Also, these fields change on change of the issue type i.e. on basis of what is applicable to the issue type being selected.  As already mentioned, JIRA is highly customizable and a JIRA admin can add or change more issue types based on what terminology is being used by the project and/or organization on the whole. E.g. Issue type of Features can also be added in case teams follow a feature-based development approach wherein features are divided across teams and encompass the hierarchy of epics and stories.  In a similar manner, issue type “Story” can be amended to be displayed as “User Story” or at times to be more specific, something like “Functional User story” and/or “Technical User story”. In addition to this, the fields are also customizable. New fields can be added and the rule of mandatory and option field can also be altered depending on what works best for the team. To make these changes, the JIRA admin needs to navigate to the settings section and then to the desired settings type to change them. Please note that these settings will only be available to the user who either is a JIRA admin or has permission to perform these activities. Permissions are issued by the JIRA admin to the user.  Coming back to the topic of creation of backlog, once you fill up the details and click on “Create” at the bottom of the dialog box, a new issue is created in JIRA that now starts reflecting in the backlog.  Issues can also be created by using the short cut link available in the backlog section as highlighted below.  Once you click on “+” icon, you will be able to select the type of issue to create and provide a summary for the same.   After entering the summary details, you are required to click enter and the issue is created. To enter other details, you will have to navigate to the created issue by clicking on it in backlog or opening the same in a new tab and then doing the needful.  As soon as an issue is created, the same starts reflecting in the backlog. Here you can see two stories and one bug that were created, are visible in the backlog. 1. Linking Issues:  We all know the hierarchy of requirements goes something like Epics > Stories > Tasks. JIRA gives us the capability to link one issue type with another. To start with as a very basic ask, stories will fall under the epics and thus need to be linked with the correct epic. This linkage is something which replaces the requirement traceability of traditional models. When everything is perfectly linked then it can be easily known which requirement from the customer was covered under which epic and if we go into a granular level, under which story and even tasks the requirements fall under. Similarly, if a bug is found in the story while working on it, the bug can also be logged and linked against the story.  To link issues, the steps below can be performed.  Epic Link: To link stories under an epic, JIRA specifically provides the field “Epic Link” in stories. The field at most times is made mandatory by organizations to make sure that every story that is created in JIRA is by default linked to the epics. Here the epic becomes the parent issue of the story and thus it also becomes easy to make sure that every requirement has been worked upon.  Step 1: There are two ways to create the Epic link. While creation of the story, you will have the option to mention Epic link or if the story is created using shortcut link, the same can be added by opening the story and then mentioning the epic in the epic link field as shown below. Step 2: Once selected the same starts reflecting in the story details.   Step 3: To see the linkage, you need to navigate back to backlog. The link starts displaying in the backlog.   2. Linking Bugs:  Once the bugs are created, they can be used to block user stories in a similar fashion, though there is no specific field like epic link in case of bugs, they can be linked using the “Link issue” option.  Step 1: Once the bug is created, note the issue ID and open the story which needs to be blocked and select the “Link Issue” option.  Step 2: By default, “is blocked by” option is selected, indicating that the story is blocked due to the following issue. As soon as you enter the bug issue id and click on link, the story is linked with the bug or to be more specific, the story is marked ‘blocked’ by the bug. In this way multiple stories can be blocked with a single bug and vice versa.   Note – Stories can be linked to other stories to showcase linkage, to mark dependency, to display duplicity/redundancy etc in the same manner, all that is needed is to select the correct option from the dropdown after selecting “Link issue”. Issue Prioritization in Backlog.  As the rule goes, the product backlog must be prioritized at all times i.e. the issue with the highest priority should be at the top and the issue with least priority should be at the bottom of the backlog, so that the teams working on the backlog have a clear idea about the work they need to pull in once the next iteration starts or to understand if they have capacity for more during the ongoing sprint. Keeping the backlog prioritized also helps the team to keep working as per the product roadmap in the absence of the product owner and as such the team does not get blocked.  JIRA also provides the capability to keep the backlog prioritized at all times by the simple function of dragging and dropping the issue above or below the other ones. Below images will give you an idea of the same.  Scenario 1: Once you start creating issues in the backlog, the issues start reflecting in the ascending order of their Issue IDs i.e. the order in which they are created. For ease of reference, the issues have been named as 1, 2, 3, 4 and placed one after the other.  Now assume that the priority of Story 4 is the highest and thus it should be at the top of the backlog, followed by test story 2, followed by 1 and 3 respectively. Thus, they should be placed in order of 4,2,1 and 3 in the backlog. This can be done by simply dragging the items to bring them in the desired order.  Scenario 2: Below image gives you a backlog which is sorted on the basis of prioritization of stories as per the priority defined by the PO. Bugs too can be dragged and placed at the relevant position in the backlog depending on their severity and priority. All these activities of creation and prioritization of backlog are done primarily by the PO. In case the PO is supporting multiple teams and there are BAs supporting individual teams or acting as proxy POs for the teams, then POs can leverage them for backlog management. Scrum master needs to ensure that the backlog is prioritized, properly detailed and at least the stories for the immediate next sprint remain in a ready state.   3. Creating & Starting a Sprint:  Once the backlog has been created, the next step for the team is to gather and hold the sprint planning event. PO can open the stories and discuss the details and Acceptance Criteria with team members. Once all the stories have been discussed, the team can start pulling the stories in the sprint and for that to happen the team will need a sprint in JIRA. It is again very simple.  Step 1: In the backlog section, there is a “Create Sprint” button.  Step 2: Once you click on the button; a sprint is created, starting from sprint 1 with a prefix of project ID as shown in the image below. You have the option to create issues directly in the sprint using the quick link as mentioned above for the backlog or the issues can be dragged and dropped in the sprint created. All the issues dragged and dropped in the sprint created, as discussed in sprint planning, will serve as the sprint backlog.  Step 3:  Once all the issues are dragged and dropped in the sprint, the sprint is ready to be started. As an example, we see that test story 4 and 2 as well as a bug have been dragged to sprint 1 as displayed in the image below.Please note as part of sprint planning session, details like Story Assignee, story points and hourly estimates can be filled in the stories using the fields available. Also, in case the story owner wants to highlight the individual tasks they intend to perform as part of working on the story like Analysis, Coding, Review etc or in case multiple team members are working on a single story then to highlight individual work assignments, the option of creating tasks can be used. Tasks can be created just like stories, as mentioned above. It is similar to work breakdown in traditional models.What needs to be made sure is that before marking the sprint planning as being complete, all the stories have been pulled in sprint and assigned and estimated in terms of story points or hours or both, according to the approach the teams have decided to take. All the sub tasks that have been created, can optionally be assigned. If desired, these subtasks can also be estimated. Once all this is done, the Scrum Master can then mark sprint planning as complete and proceed to start the sprint.  As we know that before sprint planning, a goal is provided by the PO to the team. The same goal can be added in the sprint. Just select the three dots option besides the sprint on right side and select edit sprint and you will be able to enter the sprint goal.  4. Starting Sprint: Once the planning is complete and activities like estimations, assignments and tasking have been done, it is time to start the sprint. This is simple to do. In the backlog, there is a “Start Sprint” button. Once you click on it, a dialog box appears where you can verify sprint goal and set a duration for the sprint. After reviewing the details, you can click on “Start” and we are good to go.  5. in Progress:  Once the sprint has started, you can navigate to the “Active Sprint” section to visualize the progress on the stories in the sprint. Team members can update the stories to depict statuses from “To Do”, “In Progress” and “Done” and also update their daily hours in the stories in case teams are estimating in terms of hours.  6. Completing/Closing Sprint:  On the last day of the sprint, it is important to mark the ongoing sprint as closed in JIRA so that next sprint can be planned and started.  All the items which are marked done are considered complete. Anything pending to be completed is either moved to the next sprint or to backlog in consultation with the PO.  Step 1: In the “Active Sprint” section. On the top right corner, you need to click on “Complete Sprint” button.  Step 2: Once the “Complete Sprint” button is clicked, a dialog box appears with details of issues that have been completed and the ones which are pending. Select the place where you wish to move the pending items to, either to the backlog or next sprint which is to be started.Step 3: Once you select the desired value under “Move to” field and click on “Complete” button the Sprint is marked as complete.   
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