Podcasts about Jira

Episode web page: https://bit.ly/3MWTjzQ Episode description:  In this forward-looking episode of Insights Unlocked, Mike McDowell returns to the mic to share what's ahead for UserTesting in 2026—and it's all about speed, scale, and smarter insights. Mike and host Nathan Isaacs dive into the latest developments in AI-powered research, from automated test creation and participant feedback to enhanced report generation and seamless integrations with tools like Figma. As always, Mike brings a ton of energy and clarity to what these innovations mean not just for researchers, but for anyone trying to get closer to their customers. Whether you're a product manager, designer, or marketer, this episode will leave you inspired by what's possible when AI meets human insight. Key takeaways AI-enhanced test creation: Just type what you want to learn, and AI builds the test plan for you—making customer feedback more accessible to non-researchers than ever. New Figma plug-in: Beta users can now launch usability tests directly from Figma, without leaving the design environment. Automated insight generation: From smart analysis to video summaries and report creation, AI is speeding up the time from question to answer. Smarter screener tools: AI-powered fraud detection and screener guidance ensure better participant quality and more reliable feedback. Customer empathy at scale: Mike emphasizes the power of embedding customer videos in tools like Jira, Confluence, and Figma to build buy-in and challenge internal assumptions. Resources & links Mike on LinkedIn (https://www.linkedin.com/in/mmcdowell1/) Nathan Isaacs on LinkedIn (https://www.linkedin.com/in/nathanisaacs/) Learn more about Insights Unlocked: https://www.usertesting.com/podcast

As we wrap up 2025, join the TJL crew as we recall the best, worst, and overall amazing adventures we went through this past year! Recount with us the highs and lows that happened in the Atlassian community this year!Thank you to Revyz for backing us up and making The Jira Life possible. https://www.revyz.io/The Jira Life=====================================Having trouble keeping up with when we are live? Sign up for our Atlassian Community Group!https://ace.atlassian.com/the-jira-life/Or Follow us on LinkedIn!https://www.linkedin.com/company/the-jira-life/Become a member on YouTube to get access to perks:https://www.youtube.com/@thejiralife/joinHosts:- Alex "Dr. Jira" Ortizhttps://www.linkedin.com/in/alexortiz89/https://www.youtube.com/@ApetechTechTutorials- Rodney "The Jira Guy" Nissenhttps://www.linkedin.com/in/rgnissen/https://thejiraguy.com- Sarah Wrighthttps://www.linkedin.com/in/satwright/Producer:- "King Bob" Robert Wenhttps://www.linkedin.com/in/robert-wen-csm-spc6-a552051/Executive Producer: - Lina OrtizMusic provided by Monstercat:=====================================Intro: Nitro Fun - Cheat Codeshttps://www.youtube.com/c/monstercatOutro: Fractal - Atriumhttps://www.youtube.com/c/monstercatinstinct

In this episode, we're joined by Youssef Hounat, product leader, ex-auditor, and (unexpectedly) freestyle-rap-ready builder of tools for accountants. He went from training at Ernst & Young to helping scale DataSnipper into one of the Netherlands' unicorns, and now he's building again as Head of Product at ComplianceWise. We unpack what's actually changing inside product teams: AI stops being a rewrite/search tool and becomes a teammate that takes real work off your plate. Youssef shares how the best teams reduce context switching, turn customer research into a habit, and use agentic workflows + MCPs to connect tools like email, Jira, Figma, and docs without becoming a “fleshy meat puppet” copy-pasting between 10 tabs. Here are some of the key questions we address: Why do 99% of teams still use AI wrong, and what mindset shift fixes it? How do you turn customer research into a continuous habit using transcripts + automated pipelines? What's a real example of AI helping product push back on “build this to close the deal” and finding the true request underneath? How do top teams use MCP + coding agents to move from idea → PRD → Jira tickets without leaving the terminal? What's the difference between a prototype you build to learn vs a product you build to earn — and why vibe-coded output can't go straight to production? How do you avoid reinventing the wheel and start with small weekly automations that compound? What's the real risk behind shadow AI usage  and how do you get IT onside instead of blocked?

Czy Twój zespół naprawdę dowozi to, co zaplanuje? A może się przyzwyczailiście do tego, że zrealizowany jest tylko ułamek planu na iterację? Rozkładamy na czynniki pierwsze przewidywalność zespołu. Miara ta może być potężnym wsparciem dla zespołu, ale i źródłem frustracji czy złych decyzji. Pokażemy Ci jak mierzyć ją w Jira, Excelu czy innych narzędziach. Podpowiemy też, jak interpretować wyniki, by realnie ustabilizować w zespole proces dowożenia zaplanowanego zakresu prac. Cała rozmowa odnosi się do case study z naszej pracy z jednym z zespołów. Jeśli masz już dość niewykonanych planów oraz ciągłych tłumaczeń, ten odcinek jest dla Ciebie. Porządny Agile · Przewidywalność zespołu Zapraszamy Cię do obejrzenia nagrania podcastu Transkrypcja podcastu „Przewidywalność zespołu” Poniżej znajdziesz pełny zapis rozmowy z tego odcinka podcastu Porządny Agile. Jacek: Ostatnio na naszej stronie pojawiło się nowe case study. Dotyczy ono tego, jak w jednym z zespołów poprawiliśmy przewidywalność. Uznaliśmy z Kubą, że jest to dobra okazja, żeby powiedzieć trochę więcej o przewidywalności w ramach tego odcinka. Kuba: Adres case jest nie do przedyktowania w nagraniu audio, więc po prostu zachęcam Cię do tego, żeby znaleźć wspomniany case study w notatkach do odcinka i przeczytanie tego, co Jacek tam pisze. Jacek: Jaki spis treści na dzisiaj? Przede wszystkim zdefiniujemy, czym dla nas jest przewidywalność. Opowiemy, jak mierzyć przewidywalność. Podzielimy się wskazówkami na temat stosowania przewidywalności i na koniec damy kilka wskazówek, jak faktycznie, jakimi praktykami poprawić przewidywalność zespołu. Kuba: To przechodząc do rzeczy, pierwsza część to definicja przewidywalności. Przewidywalność rozumiemy to, jak zespół dowozi czy dostarcza to, co zaplanował. W jakim stopniu realizuje ten plan, który sobie przyjął? Czy, jak mówią, że coś będzie zrealizowane, czy to faktycznie będzie? Z jakim prawdopodobieństwem zespół realizuje swoje zamiary. Jacek: Więc jest to dla nas z jednej strony miara, o której powiemy za chwilę trochę więcej, bo można ją bardzo konkretnie wyrazić, a z drugiej strony, jak mówimy o tym, że zespół jest przewidywalny, to myślimy też w kontekście takim, że jest to pewna pożądana cecha zespołu. To jest taki zespół, na którym w kontekście tych prognoz, z którymi się dzielą z organizacją, można na nim polegać. Kuba: Dla równowagi powiemy też, czym nie jest przewidywalność według nas, choć niektórzy to też tak rozumieją. Niektórzy rozumieją przewidywalność jako pewną taką cechę generyczną rozumianą jako prawdopodobieństwo dostarczania, ale również prawdopodobieństwo o bardzo niskim stopniu albo o bardzo dużej zmienności tej wartości. W sensie, takim matematycznym, to też jest przewidywalność, tak samo jak smród jest zapachem albo jakiś brunatny też jest kolorem, ale jednak jako przewidywalność rozumiemy coś pozytywnego, zjawisko korzystne. W tym sensie nie cieszy nas fakt, że jakiś zespół ma przewidywalność, tylko ta przewidywalność to jest jedno zadanie na cztery zaplanowane albo 20% planu. W sensie matematycznym to jest przewidywalność, ale my się od takiej przewidywalności i takiego rozumienia tego słowa odcinamy, uważamy, że przewidywalność jest cechą czy charakterystyką pozytywną. Miarą, która powinna dążyć też do pewnych wartości. Zespół przewidywalny to taki, który dostarcza to, co planuje, a nie dostarcza tyle, ile zazwyczaj dostarcza. Nawet jeśli zazwyczaj dostarcza bardzo mało. Zespół, który przewidywalnie dostarcza mało, to jest dla nas zespół nieprzewidywalny, a nie przewidywalny w jakimś dziwnym znaczeniu. Jacek: To prowadzi nas do pytania, w jaki sposób możemy przeżyć przewidywalność. Ogólny wzór jest bardzo prosty. W dużym uproszczeniu jest to stosunek tego, co zostało faktycznie zrealizowane w konkretnym Sprincie czy w konkretnej iteracji w stosunku do tego, co było zaplanowane. Najczęściej jest to wyrażone po prostu w procentach. Kuba: Natomiast w szczegółach już może być trochę bogato. Różne zespoły uwzględniają do tego wzoru różne składowe elementy. Najprościej, gdy po prostu bierze się wszystko to, co zespół realizuje, niezależnie od tego, jakie typy pracy, jakie typy elementów planów wchodzą w skład danego Sprintu właśnie czy iteracji. Ale wiemy też i obserwujemy, i czasem ma to sens, że są zespoły, które liczą na przykład tylko historyjki użytkownika, storki, czy jakkolwiek to się w danym zespole nazywa. Czasem ficzery, czasem jakieś wyłącznie prace rozwojowe. Inne zespoły uwzględniają zadania czy jakiś rodzaj subtasków, jakaś praca techniczna do wykonania tego, co jest potrzebne do zrobienia w danym Sprincie. Kontrowersje mogą się zaczynać gdzieś w sferze tego, gdy się zaczyna liczyć do przewidywalności zaplanowane rozwiązania błędów, które wiemy, że istnieją, gdy zaczyna się Sprint, ale jest plan w zespole, żeby je rozwiązać. No i kontrowersją mogą być też zadania utrzymaniowe, czyli jakieś zadania powtarzalne, które z góry wiadomo, że trzeba zrealizować, no i choćby nie wiadomo, co się działo, to one po prostu faktycznie są częścią pracy w Sprincie. W ewentualnej kontrowersji głębiej się nie chcemy zagłębiać. Tutaj tylko jakby sygnalizuje, że jest temat, jakie typy pracy uwzględniać w mierze przewidywalności. No moim zdaniem jest tu temat do przemyślenia i bardzo świadomego zaplanowania czy do doprecyzowania, co jest uwzględnione we wzorze dla Twojego zespołu. Jacek: Może to jest dobry czas na taki prosty, namacalny przykład. Jeżeli zespół planował dostarczyć 10 elementów, nazwijmy to bardzo ogólnie, i dostarczył tylko dwa elementy, no to dla nas, patrząc na ten wzór przewidywalność, to jest 20%. Jeżeli planował dostarczyć 10, a dostarczył 5, no to przewidywalność jest 50%, natomiast jeśli planował dostarczyć 10, a dostarczył 12, to przewidywalność wynosi 120%. Tak więc przewidywalność jest miarą, w której ta wartość oczekiwana raczej jest pewnym zakresem. Takim dla nas powiedzmy akceptowalnym punktem do rozpoczęcia rozmowy, to jest przewidywalność między 80 a 120%. I bardziej chodzi nam o przebywanie w tym zakresie, niż osiąganie jakiegoś konkretnego, precyzyjnego wyniku. W szczególności powtarzalne osiąganie 100% może oczywiście wskazywać na to, że no ta miara być może za bardzo jest traktowana jako jakiś taki punkt do osiągnięcia. Z kolei o tym zakresie, który można nazwać, że jest powiedzmy zdrowy, można myśleć tak jak na przykład o wskaźnikach, kiedy idziemy na badanie krwi. Dostajemy wylistowaną listę, dostajemy poukładaną listę wyników i najczęściej jesteśmy w stanie znaleźć informacje, czy ta konkretna wartość zbadania jest w normie, czy mieści się w jakimś tam spodziewanym zakresie. I bardzo podobnie, właściwie można powiedzieć, wręcz identycznie działa to w przypadku przewidywalności. Kuba: Jeśli chodzi o przewidywalność, warto też wspomnieć to, jak narzędziowo można to mierzyć, jak można to liczyć, czyli jak konkretnie w narzędziu, jakim sposobem to zrealizować. Jest kilka opcji, wymienimy cztery. Jacek: Tak, pierwsze narzędzie takie, no, najczęściej nadal spotykane przez nas w organizacjach, to jest JIRA. Należałoby się skierować do sekcji raportów i znaleźć tam w wersji anglojęzycznej Velocity Chart i na tym wykresie oprócz tej informacji, ile faktycznie zespół zrealizował, czyli jaka jest prędkość zespołu, no, można również znaleźć tę informację o tym, ile na dany Sprint zostało zaplanowane. Te dane, te wykresy powinny się właściwie same wyświetlić, jeśli tylko przestrzegasz jakiejś takiej podstawowej higieny pracy w JIRA. To znaczy faktycznie uruchamiane są Sprinty. We właściwych momentach takich prawdziwych, kiedy zaczyna się Sprint, to ten Sprint jest startowany, powinien też być zamykany faktycznie wtedy, kiedy Sprint się kończy. Sprint powinien zawierać w sobie tę faktycznie wykonywaną pracę. Jak również pewna taka otoczka dotycząca tego boardu, na którym się znajdujemy, czy projektu, który realizujemy, te rzeczy też powinny być poprawnie skonfigurowane, no i wtedy można powiedzieć, że ten wykres dostajemy z pudełka. Właściwie nic nie musimy dodatkowego zrobić, żeby móc zobaczyć sobie historycznie, jak ta przewidywalność się w naszym zespole układała. Kuba: Drugą opcją narzędziową jest po prostu Excel. W porównaniu do JIRA, Excel stanie się, czy jest o wiele bardziej elastyczny, co prawda nie budują się dane same, jak w JIRA. Jeśli dobrze zachować tą dyscyplinę, o której mówi Jacek, no to JIRA liczy to sama, no w Excelu siłą rzeczy, ktoś odpowiedzialny za proces, albo członek zespołu, albo jakiś jego rodzaj lidera, po prostu musi te dane do tego Excela wprowadzić. Pamiętać o tym, żeby je przepisać, żeby złapać te dane historyczne bazowe i też pewnie w odpowiednie formuły wprowadzić te dane, żeby pokazały pewien wynik. Jest to oczywiście praca trochę ręczna, ale za to po drugiej stronie, zwłaszcza gdyby zespół miał jakąś bardziej skomplikowaną sytuację, albo bardziej wysublimowane warunki, co uwzględniać, czego nie uwzględniać, no to może się okazać, że ten Excel jest bardziej wiarygodny i pod większą kontrolą, niż narzędzia, które biorą po prostu wynik jakiegoś filtru lub nie są tak dobrze prowadzone. Jacek: Innymi narzędziami mogą być wszelkiego rodzaju narzędzia, które pomagają nam wizualizować pracę i pewne koncepcje z nią związaną. Czyli z jednej strony w warunkach online’owych to może być jakiś Mural czy Miro. W warunkach stacjonarnych to może być tablica, flipchart czy nawet wręcz kartka papieru. Tak naprawdę istotne jest, żeby te dane się znalazły w tych miejscach, wokół których będziemy się skupiać jako zespół. Na bazie moich doświadczeń bardzo często zespoły pracujące online dokonują refleksji na przykład na Muralu. No i w takim przypadku śledzenie tych informacji procesowych w kontekście tego odcinka, mówię tutaj w szczególności o przewidywalności, może być takim naturalnym miejscem, na które i tak spojrzymy w momencie, kiedy będziemy realizować cotygodniową czy co dwutygodniową refleksję. Tak więc posiadając komplet informacji w miejscu, do którego i tak rutynowo zaglądamy, drastycznie zwiększa szanse, że na te dane spojrzymy i zastanowimy się co z tych informacji, które posiadamy płynie, jakie wnioski do zespołu. Kuba: Ostatnią opcją, którą wymienimy, jeśli chodzi o narzędziowe pokazanie, mierzenie i uwidacznianie przewidywalności to są narzędzia BI-owe. W kilku organizacjach niezależnie od siebie widziałem taki efekt podłączenia bazy danych. Najczęściej pod spodem była jakaś JIRA, może Azure DevOps, albo tego typu narzędzia do mierzenia zadań, pokazywania tych zadań, kończenia ich. Dane surowe z takich narzędzi można przerzucić do narzędzi BI-owych. Czy to jest Power BI, czy to jest Tablo, czy to jest jeszcze coś innego. Kilka narzędzi różnie popularnych w różnych organizacjach. Oczywiście wymaga to już pewnych konkretnych kompetencji, żeby to wszystko podłączyć, żeby też być może odpowiednio skonfigurować raporty. No potencjalnie po stronie nagrody jest dosyć atrakcyjny sposób wizualizacji, być może sposób też jakiejś konfiguracji dodatkowego filtrowania dodatkowego, może dokładania kolejnych danych. W kontekście dużej organizacji wartością w sobie samo może być też pokazanie na jednym dash-boardzie wyników wielu zespołów, czy może pewien rodzaj standaryzacji pomiędzy zespołami, jakie aspekty są tam odpowiednio uwzględniane. Potencjalnie nagroda wielka, no ale tak jak wspomniałem też potencjalnie pewien koszt. Jeśli ma się te kompetencje w zespole, to może ten koszt jest siłą rzeczy pomijalny, a czasami warto to zainwestować, żeby dostać wartościowe widoki, czy wartościowe mierniki. Kuba: Ostatnią opcją, którą wymienimy, jeśli chodzi o narzędziowe pokazanie, mierzenie i uwidacznianie przewidywalności to są narzędzia BI-owe. W kilku organizacjach niezależnie od siebie widziałem taki efekt podłączenia bazy danych. Najczęściej pod spodem była jakaś JIRA, może Azure DevOps, albo tego typu narzędzia do mierzenia zadań, pokazywania tych zadań, kończenia ich. Dane surowe z takich narzędzi można przerzucić do narzędzi BI-owych. Czy to jest Power BI, czy to jest Tablo, czy to jest jeszcze coś innego? Kilka narzędzi różnie popularnych w różnych organizacjach. Oczywiście wymaga to już pewnych konkretnych kompetencji, żeby to wszystko podłączyć, żeby też być może odpowiednio skonfigurować raporty. No potencjalnie po stronie nagrody jest dosyć atrakcyjny sposób wizualizacji, być może sposób też jakiejś konfiguracji dodatkowego filtrowania dodatkowego, może dokładania kolejnych danych. W kontekście dużej organizacji wartością w sobie samo może być też pokazanie na jednym dash-boardzie wyników wielu zespołów, czy może pewien rodzaj standaryzacji pomiędzy zespołami, jakie aspekty są tam odpowiednio uwzględniane. Potencjalnie nagroda wielka, no ale tak jak wspomniałem też potencjalnie pewien koszt. Jeśli ma się te kompetencje w zespole, to może ten koszt jest siłą rzeczy pomijalny, a czasami warto to zainwestować, żeby dostać wartościowe widoki, czy wartościowe mierniki. Kuba: I zanim przejdziemy do następnego rozdziału, przypominamy, że jeżeli chcesz pogłębić wiedzę, jeszcze bardziej niż robimy to w podcaście, to znajdziesz nasze płatne produkty na stronie porzadnyagile.pl/sklep. Jacek: Przechodzimy do kolejnej sekcji dzisiejszego odcinka, czyli kilka wskazówek na temat tego, jak stosować miary przewidywalności w praktyce. Kuba: Pierwsza rzecz, od której chcę zacząć, to uwzględnij stopień innowacyjności zespołu. Przewidywalność jako miara w typowym zespole wytwórczym powinna być mierzona. To jest też cecha, którą taki zespół powinien posiadać. Natomiast mamy w swoim doświadczeniu kilka przykładów takich zespołów, które są naprawdę mocno innowacyjne, robią zadania takie mocno polegające na jakimś rodzaju research and development, jakimś badaniu, jakimś odkrywaniu, w takim stopniu innowacyjności naprawdę dużym. Te zespoły siłą rzeczy z racji na taką dużą chaotyczność czy dużą złożoność swojej pracy badawczej, po prostu tej przewidywalności osiągnąć nie za bardzo mogą, w takim znaczeniu, o jakim mówimy w tym odcinku. Dlatego tutaj bierzemy taką poprawkę, może taką dokładamy gwiazdkę do przewidywalności. W wybranej organizacji to niektóre zespoły będą siłą rzeczy nieprzewidywalne, w których firmach może w ogóle wszystkie, bo taka jest natura produktu czy branży, w której się działa, więc może wziąć warto poprawkę na to, że nie we wszystkich zespołach, nie we wszystkich firmach ta przewidywalność, o której dzisiaj powiedzieliśmy i jeszcze będziemy mówić, jest adekwatna, czy jest miarą, na którą warto spoglądać. Jacek: Jednocześnie przy tej okazji warto zwrócić uwagę na taki pewien ewenement, który obserwujemy z Kubą, że wiele zespołów wpada w poczucie, że są właśnie takim bardzo wyjątkowym i innowacyjnym zespołem, który ze względu na naturę swojej pracy nie jest w stanie pracować w przewidywalny sposób i nasze doświadczenie jest takie, że raczej nie do końca jest tak na takiej zasadzie, że faktycznie takie zespoły spotykamy, ale tych zespołów jest zdecydowania mniejszość. Nawet jeśli to faktycznie jest ten research, o którym wspominał Kuba, takie działania też można planować, można dzielić je na mniejsze kroki, bardzo precyzyjnie sobie określać kryteria akceptacji. I też w miarę w uporządkowany sposób decydować, czy to, co zaplanowaliśmy sobie zrobić, niekoniecznie te uzyskane rezultaty, ale tę pracę wykonaną, którą planowaliśmy, jesteśmy w stanie zaplanować. Raczej większość zespołów tę pracę, którą wykonuje ona, ma najczęściej jednak charakter taki, że jesteśmy w stanie przewidzieć, co będziemy realizować. Więc tutaj chcemy z Kubą wyraźnie zaznaczyć taką potencjalną pułapkę, żeby dokonać faktycznej refleksji, czy rzeczywiście ta nasza praca nosi znamiona takiej absolutnie niezarządzalnej, nieprzewidywalnej, czy tylko wpadliśmy w tę pułapkę, że tak o tej pracy myślimy. Jacek: Druga wskazówka, świadomie wybierz zmienne do wzoru. Wspomnieliśmy, jak taki wzór mógłby wyglądać, wspomnieliśmy, w jakiej jednostce wyrażony jest wynik. Taką główną wątpliwością osób, które podchodzą do tematu przewidywalności, jest wybór tego, czy powinniśmy patrzeć na konkretne elementy, które posiadamy jako zakres w danym konkretnym Sprincie, czy iteracji, czy raczej powinniśmy patrzeć na sumę story pointów I o ile historycznie pierwsze próby mierzenia się z przewidywalnością kierowały nas z Kubą w stronę story pointów, no to dzisiaj zdecydowanie jest nam bliżej do tego, żeby raczej patrzeć na tę liczbę elementów, które bierzemy do Sprintu. Konkretnie w Jirze można sobie przestawić wykres, ustawić go na to, żeby pokazywał issue count, czyli żeby po prostu policzył nam tę liczbę elementów, którą mamy w Sprincie. No i generalnie zbliża nas to do myślenia bardziej o patrzeniu i mierzeniu przepustowości i przewidywalności na tej bazie, niż na takie klasyczne Velocity, które najczęściej wyrażane jest jako suma story pointów zaplanowanych na konkretny Sprint. Kuba: Dlaczego poświęcamy na to czas w tym nagraniu? Bo wiele zespołów poświęca niepotrzebnie czas na przykład szczegółowy wycenianie, bo inaczej nie będzie pewien element uwzględniony we wzorze, a po wszystkim zwłaszcza też niezależne próby to potwierdzają w wielu zespołach, w wielu firmach korelacja między ilością skończonych elementów a story pointami zakończonymi jest na tyle silna, że w zasadzie nie ma potrzeby wkładać dodatkowej energii w to, żeby nawyceniać wszystkie prace. Zwłaszcza jeśli ma to prowadzić do, no naszym zdaniem, absurdów takich jak wycenianie błędów czy wycenianie jakichś zadań technicznych, tylko po to, żeby one się później ładnie w słupki sumowały. Może się okazać, że prosta suma ilości elementów jakichkolwiek, które uwzględniamy w takim predictability po prostu są do wzięcia i tyle, to jest dosyć łatwe, łatwo mechanicznie wyliczyć taki wzór i po prostu niepotrzebnie nie wkładać dodatkowej energii w coś, co nie wniesie dodatkowej wartości. I zaakcentuję, czy może tak trochę refrenem powtórzę to, co powiedział Jacek, niestety domyślnie Jira pokazuje, a Jira jest też najbardziej popularnym narzędziem z tego, co widzimy, pokazuje właśnie po story pointach, co może oznaczać, że nie uwzględnia rzeczy niewycenionych do tego typu wzorów na przewidywalność, no i z drugiej strony właśnie trochę miesza w przewidywalności, jeśli zespół cierpi na zadania przechodzące między Sprintami. Jeśli zespół właśnie uwzględnia w swoich działaniach również elementy, które są niewyceniane, więc tutaj domyślny sposób pokazania przewidywalności mierzonej w story pointach może być pewną pułapką, stąd wskazówka świadomie wybierz zmienne do wzoru. Kuba: Trzecia wskazówka to traktuj przewidywalność jako wewnętrzny kompas zespołu. Dużo nieszczęścia dzieje się w organizacjach, w których zostaje się celem. Jacek już to lekko zaznaczył, ja to wzmocnię. Są organizacje, które wręcz żądają, domagają się, zostawiają w celach rocznych, uzależniają premię od tego, czy zespół będzie przewidywalny, ustawiając też konkretne oczekiwane wartości. Najczęściej spotykam, że wartością oczekiwaną jest dokładnie 100%, czyli róbcie dokładnie tyle, ile planujecie, to poprowadzi do pewnych pułapek, ale znam też organizację, w której oczekiwana wartość przewidywalności to jest nie powinna przekraczać powiedzmy 80%. Czyli przewidywalny zespół to taki, który w przewidywalny sposób zawsze trochę nie dowozi. Też nie najszczęśliwszy pomysł. Więc tutaj mocno opieramy się na pomyśle, że przewidywalność to jest raczej miara wewnętrzna do mierzenia procesu przez zespół, do traktowania go jako punkt odniesienia przy usprawnianiu się, do myślenia o nim w czasie planowania, myślenia o nim w czasie Retrospektyw, myślenia o nim w jakimś tam dłuższym horyzoncie, ale na pewno nie jako sposób czy podstawa do tego, żeby dostać nagrodę albo karę, bo siłą rzeczy, zresztą jak każda inna miara tego typu, może się to łatwo przeinaczyć czy wręcz wypaczyć, stać się celem samym w sobie zamiast wiarygodną podstawą do usprawniania. Jacek: I czwarta porada, nie polegaj wyłącznie na przewidywalności. Tutaj zdecydowanie rekomendujemy, żeby przewidywalność nie była jedyną miarą procesu, którą zespół monitoruje. Dobrze jest od czegoś zacząć, ale zdecydowanie nie spoczywałbym tutaj na laurach. Przykładowo jednocześnie warto spojrzeć na throughput, czyli na przepustowość. Można do tego dołożyć sobie jakąś miarę jakości, można dołożyć jakąś miarę wartości biznesowej. To, co jest dla nas w danym momencie istotne i to, na co chcemy zwracać uwagę i wtedy patrzeć na pewien zestaw miar. Patrzeć jak one się wzajemnie zachowują. Może być tak, że poprawa jednej konkretnej miary może pogarszać wyniki w drugiej. Warto na to zwrócić uwagę i tak sobie skonfigurować te miary, żebyśmy mieli taki dosyć pełny obraz tego, jaka jest kondycja naszego zespołu i jego otoczenia. Kuba: I ostatni rozdział. Jak poprawiać przewidywalność zespołu? Ten rozdział będzie krótki, bo tak naprawdę to, co poprawia przewidywalność było tematem masy z poprzednich odcinków. My w zasadzie sami się z Jackiem zaśmialiśmy, że tak późno z naszej strony odcinek o przewidywalności w czasie, gdy mnóstwo praktyk poprawy przewidywalności już było przez nas poruszonych. Więc tutaj nie będziemy pogłębiać tematu, co dokładnie oznacza dana praktyka. Raczej potraktuj tę zawartość tego jako pewnego rodzaju spis treści czy nasze rekomendowane tak dokładnie osiem praktyk poprawy przewidywalności. Jeśli które z nich brzmi dla Ciebie intrygująco albo coś, czego jeszcze nie stosujesz, to po prostu odsyłamy Cię do materiałów, które też zamieszczamy w opisie odcinka. Jacek: Ok, czyli jakie praktyki zastosować, żeby poprawić przewidywalność zespołu? Kuba: Przede wszystkim zacznij kończyć, skończ zaczynać. Stosuj krótkie Sprinty. Wzmacniaj odpowiedzialność zespołu za produkt i dziel pracę na mniejsze kawałki. Jacek: Dodatkowo planuj zespołowo, zarządzaj zależnościami zewnętrznymi, traktuj codzienny stand-up jako bezpiecznik i usprawniaj się w oparciu o miary dostarczania produktu. Kuba: Wszystkie wymienione koncepcje, tak jak powiedziałem, znajdziesz w naszych starszych odcinkach, które linkujemy w opisie odcinka i na stronie tego odcinka porzadnyagile.pl/140 Jacek: Przewidywalność to miara i jednocześnie pożądana cecha zespołu, który realizuje zakres pracy, jaki sobie zaplanował na Sprint. Najczęściej przewidywalność podaje się w procentach jako stosunek liczby elementów faktycznie zrealizowanych do liczby elementów pierwotnie zaplanowanych. Kuba: Przewidywalność jest miarą, której wartość oczekiwana jest zakresem. Naszym zdaniem powinna mieścić się zazwyczaj między 80 a 120 procent. Istnieje szereg praktyk wspierających przewidywalność zespołu i zachęcamy do ich zastosowania w Twoim zespole. Jacek: Przyczyny braku przewidywalności w danym zespole mogą oczywiście być różne. Jako doświadczenie eksperci dołączamy do zespołu lub wskazanej części firmy i jasno je wskazujemy wraz z rekomendacjami sposobów, aby zmienić proces wytwórczy tak, by przewidywalność faktycznie rosła. Sprawdź naszą propozycję na stronie 202procent.pl/diagnoza. Kuba: A notatki do tego odcinka, artykuł, transkrypcję, wspomniane linki do innych rekomendowanych materiałów oraz zapis wideo znajdziesz na stronie porzadnyagile.pl/140. Jacek: I to by było wszystko na dzisiaj. Dzięki Kuba. Kuba: Dzięki Jacek. I do usłyszenia wkrótce. ________ To była pełna transkrypcja odcinka podcastu Porządny Agile. Dziękujemy za lekturę! The post Przewidywalność zespołu first appeared on Porządny Agile.

So, what does Marketing ops actually look like? Atlassian's Head of Lifecycle Marketing Ops Kelly Jo Horton joins Daniel to break down what ops actually is, why it's so complex, and how high-performing teams are evolving the function for 2026 and beyond. She explains why MOPS isn't “just sending an email,” why process is everything, and why marketers need to stop treating ops like a drive-thru and start treating it like a Michelin-star kitchen. She also reveals how Atlassian structures its ops organization and why she believes the MQL is officially dead. You'll also learn: >  What modern Marketing Ops actually does and why it varies by company > How AI can automate repetitive ops tasks (like list cleaning and lead investigations) > How Atlassian uses Jira, Confluence, Slack bots, and Loom to run ops like engineering This is for anyone in Marketing, rev ops, or GTM who wants to build a scalable system…and for every Marketer who's ever said “it's just an email.” Easily record and share AI-powered video messages with your teammates and customers to supercharge productivity at https://www.loom.com/ Follow Kelly Jo: LinkedIn: https://www.linkedin.com/in/kellyjohorton/ Follow Daniel: LinkedIn: https://www.linkedin.com/in/daniel-murray-marketing/ Sign up for The Marketing Millennials newsletter: https://themarketingmillennials.com/ Daniel is a Workweek friend, working to produce amazing podcasts. To find out more, visit: https://workweek.com/

Joining the TJL crew this week is Long Nguyen, Senior Software Engineer for Atlassian. Long has worked on Rovo starting with Rovo Chat to his present responsibilities to improving Rovo Agents. Tune in to hear background stories of the initial development as well as the tips and tricks Alex (and you) need to improve your prompts to Rovo Agents.Thank you to Revyz for backing us up and making The Jira Life possible. https://www.revyz.io/The Jira Life=====================================Having trouble keeping up with when we are live? Sign up for our Atlassian Community Group!https://ace.atlassian.com/the-jira-life/Or Follow us on LinkedIn!  / the-jira-life  Become a member on YouTube to get access to perks:https://www.youtube.com/@thejiralife/...Hosts:Alex "Dr. Jira" Ortiz ⁠  / alexortiz89  ⁠⁠   / @apetechtechtutorials  ⁠ Rodney "The Jira Guy" Nissen ⁠  / rgnissen  ⁠⁠https://thejiraguy.comSarah Wright  / satwright    Producer:"King Bob" Robert Wen   / robert-wen-csm-spc6-a552051  Executive Producer: Lina OrtizMusic provided by Monstercat:=====================================Intro: Nitro Fun - Cheat Codes   / monstercat  Outro: Fractal - Atrium   / monstercatinstinct  

L'intelligence artificielle est déjà partout dans notre quotidien professionnel. Depuis plus d'un an, Google a intégré son IA Gemini dans la suite Google Workspace : résumés automatiques dans Gmail, rédaction de documents dans Drive, prise de notes dans Meet… Mais avec l'arrivée de l'IA dite « agentique », le géant de la tech passe à l'étape suivante.Google vient d'annoncer le lancement de Google Workspace Studio, un nouvel outil destiné aux professionnels. Promesse affichée : permettre de créer, en quelques minutes, de véritables agents IA capables d'automatiser les tâches du quotidien, sans écrire une seule ligne de code. Il suffit d'expliquer, en langage naturel, ce que l'on souhaite faire. L'agent se charge du reste, grâce à la puissance de Gemini 3. Ces agents ne se contentent pas d'exécuter des consignes figées. Ils sont conçus pour analyser des situations, s'adapter à de nouvelles informations et déclencher des actions en fonction du contexte. Concrètement, ils peuvent surveiller vos mails, détecter des mots-clés, envoyer automatiquement des alertes, préparer des briefings, ou encore organiser des tâches à partir de contenus présents dans vos documents. Ils peuvent aussi aller chercher des informations sur le web pour ajuster leur comportement.Autre point clé : l'ouverture aux outils tiers. Google Workspace Studio peut se connecter à des applications professionnelles majeures comme Jira, Salesforce, Mailchimp ou Asana. Les agents peuvent ainsi automatiser des chaînes complètes de travail, de la gestion de projet au suivi client. Ils sont aussi partageables entre collaborateurs, avec des modèles prêts à l'emploi pour accélérer la prise en main. Google voit déjà plus loin. Des évolutions sont annoncées, notamment le partage externe, l'envoi d'e-mails hors du domaine principal, ainsi qu'une prise en charge avancée des webhooks, ces mécanismes qui permettent aux applications de dialoguer entre elles en temps réel. Le déploiement a commencé cette semaine. L'accès pour les utilisateurs finaux est prévu à partir du 5 janvier 2026, pour les domaines à activation progressive. L'outil reste réservé aux abonnements payants Business, Enterprise, Education et aux offres Google AI dédiées. Les mineurs, eux, n'y auront pas accès. Derrière cette annonce, un signal clair : Google ne veut plus seulement proposer de l'assistance par IA, mais confier aux entreprises de véritables agents numériques autonomes. Hébergé par Acast. Visitez acast.com/privacy pour plus d'informations.

Les agents IA permettent aujourd'hui une "hyper-automatisation" des tâches en entreprise. C'est la mission que s'est fixée la startup française MindflowInterview : Evan Bourgouin, Directeur des opérations de MindflowL'hyper-automatisation agentique, concrètement, qu'est-ce que cela change pour les entreprises ?Nous automatisons les tâches répétitives dès qu'un humain, un ordinateur et un processus entrent en jeu. Beaucoup d'organisations utilisent déjà des services comme AWS, Microsoft Azure ou encore Salesforce et SAP, mais ces systèmes restent souvent isolés.Chez Mindflow, notre obsession, c'est l'intégration : connecter chaque service, chaque opération, au niveau le plus granulaire.Sur cette base, nous automatisons des processus dans la cybersécurité, l'IT ou les ressources humaines — par exemple l'onboarding d'un collaborateur, la création d'accès, de rôles, de comptes sur des outils comme Jira ou un CRM. Ce sont des tâches indispensables, mais pas celles où la valeur humaine est la plus forte.Quel est l'impact sur la cybersécurité et la charge des équipes ?Dans la cybersécurité, recevoir 100 alertes par jour sur un SIEM comme Splunk ou Microsoft Sentinel est devenu courant. Avec une équipe restreinte, une partie finit forcément par ne pas être traitée.Nous automatisons donc une part de ces réponses, tout en gardant l'humain dans la boucle.Cela change radicalement le quotidien : c'est un secteur où l'épuisement professionnel est très élevé. Les jeunes analystes arrivent et se font submerger par les tâches répétitives. En retirant cette charge, on leur permet de se concentrer sur l'analyse et la résolution de nouvelles menaces.Les utilisateurs vont du C-level jusqu'à l'alternant : chacun retrouve une capacité à créer, à améliorer son travail, en s'appuyant sur la plateforme.Automatisation ou agentique : comment expliquer la différence ?L'automatisation est déterministe : même input → même output.L'agentique, elle, adapte son comportement en fonction du contexte — par exemple une alerte différente sur ServiceNow ou une anomalie détectée dans un ERP. Mais on n'a pas besoin d'IA partout : certaines entreprises ne souhaitent pas envoyer leurs données dans des modèles d'IA pour des raisons de confidentialité.La vraie différence, c'est que nous avons résolu le problème de l'intégration, ce qui fait de Mindflow « l'IA du dernier kilomètre ». Une fois qu'on sait se connecter à AWS, Azure, Salesforce, Jira, un ERP ou un data lake, l'agent peut vraiment agir. Sans intégration, rien n'est possible.Comment une entreprise démarre-t-elle un projet d'automatisation ?Tout commence par une volonté interne et une culture favorable. Avec nos clients — souvent de grands groupes comme LVMH, Hermès, Thales ou Auchan — nous réalisons un état des lieux : où sont les goulots d'étranglement, quelles équipes sont surchargées, quels profils veulent devenir "builders".Une fois l'intégration réalisée, tout s'accélère. Les quick wins sont fréquemment dans la cyber, l'IT ou le support opérationnel, mais chaque entreprise a ses propres cas d'usage, même si elles utilisent parfois les mêmes outils.-----------♥️ Soutien : https://mondenumerique.info/don

Pour la dernière grande journée de son événement annuel AWS re:Invent, Amazon Web Services a levé le voile sur une annonce stratégique : l'arrivée de Graviton5, son tout nouveau processeur maison. Une puce ARM de cinquième génération, gravée en 3 nanomètres, embarquant… 192 cœurs. Un monstre de calcul, pensé pour bouleverser l'équation performance-prix du cloud.AWS ne s'en cache pas : le pari Graviton est déjà un succès. Plus de la moitié des nouvelles capacités de calcul de la plateforme reposent désormais sur cette architecture, et près de 90 % des 1 000 plus gros clients EC2 utilisent déjà ces processeurs. Avec Graviton5, Amazon ne se contente plus d'optimiser : il change d'échelle. Cette nouvelle génération marque un véritable saut technologique. En concentrant 192 cœurs sur une seule puce, Amazon augmente considérablement la densité de calcul. Résultat : les échanges entre cœurs sont 33 % plus rapides. Le cache L3, cette mémoire ultra-rapide essentielle aux performances, a été multiplié par cinq. Chaque cœur dispose ainsi de 2,6 fois plus d'espace immédiat que sur Graviton4. Concrètement, cela accélère fortement les bases de données, l'analyse de données massives, mais aussi les jeux en ligne ou les services temps réel.Côté réseau, les progrès sont tout aussi notables : +15 % de bande passante en moyenne, jusqu'à un doublement sur les instances les plus puissantes. L'accès au stockage cloud progresse aussi de 20 %. Graviton5 promet au total 30 % de performances supplémentaires et 20 % de latence en moins par rapport à la génération précédente. La gravure en 3 nm, l'une des plus avancées du marché — dominée par TSMC, Samsung et Intel — permet d'augmenter la puissance tout en réduisant la consommation. Un point crucial à l'heure où les data centers pèsent de plus en plus lourd dans la consommation électrique mondiale. AWS va même jusqu'à refroidir directement la puce, sans boîtier intermédiaire.Autre avancée majeure : la sécurité. Avec le Nitro Isolation Engine, AWS ne se contente plus d'affirmer l'isolation des données… il en apporte une preuve mathématique. Une garantie très recherchée par les banques, les hôpitaux et les administrations. Les premiers retours sont enthousiastes. Airbnb gagne 25 % sur ses moteurs de recherche. Atlassian observe 30 % de rapidité en plus sur Jira. SAP annonce même jusqu'à 60 % d'accélération sur ses bases de données. Les premières instances EC2 M9g sont déjà disponibles en test. Les déclinaisons C9g et R9g, dédiées au calcul intensif et à la mémoire, arriveront en 2026. Hébergé par Acast. Visitez acast.com/privacy pour plus d'informations.

W tym odcinku bierzemy na warsztat kolejne narzędzie z ekosystemu Atlassiana – Great Gadgets. To dodatek do Jiry (Data Center i Cloud), który pozwala budować rozbudowane dashboardy z metrykami przepływu, a następnie udostępniać je zespołom, także np. na Confluence. Opowiadam: - dla kogo jest Great Gadgets i w jakich organizacjach ma największy sens, - jak wygląda model licencjonowania i dlaczego cena z Marketplace'u nie zawsze jest tą, którą realnie płacicie, - jak konfigurować gadżety na dashboardach (źródła danych: board, filtr, JQL), - jak korzystać z histogramu czasów realizacji i percentyli (50, 85, 95) zamiast średniej, - co daje Work in Progress Aging Chart (WIP Aging) przy śledzeniu starzenia się pracy w toku, - jak mierzyć tempo dostarczania (throughput / Kanban Velocity), - jak czytać Time in Status i gdzie „kiszą się” zadania, - jak wyglądają CFD, WIP Run Chart oraz trend/cycle time (scatterplot) w Great Gadgets. Jeśli wolisz widzieć niż tylko słuchać, zajrzyj na: kanbanprzykawie.pl – we wpisie do tego odcinka znajdziesz screenshoty omawianych gadżetów, YouTube – kanał „Kanban przy Kawie” – tam w kilka dni po premierze audio również wersja wideo z wizualizacjami. Na koniec proszę Cię o podpowiedź: jakie kolejne narzędzia chcesz, żebym wziął na warsztat? Komercyjne dodatki? A może coś budowanego samodzielnie? Daj znać w komentarzu lub wiadomości na LinkedIn.

Join us as we reunite with Bill Wood! Catch up with Bill as he relates his life so far in Europe and the Atlassian Community he finds there. Learn about the partners and priorities "across the pond".Thank you to Revyz for backing us up and making The Jira Life possible. https://www.revyz.io/The Jira Life=====================================Having trouble keeping up with when we are live? Sign up for our Atlassian Community Group!https://lnkd.in/g5834KixOr Follow us on LinkedIn!https://lnkd.in/epszdbRjBecome a member on YouTube to get access to perks:https://lnkd.in/gzDWDAzNHosts:Alex "Dr. Jira" Ortiz ⁠https://lnkd.in/eP2TQHcE⁠⁠https://lnkd.in/ewxmQs2s⁠ Rodney "The Jira Guy" Nissen ⁠https://lnkd.in/exhJAMVm⁠⁠https://thejiraguy.comSarah Wright https://lnkd.in/gA6vNvmX⁠ Producer:"King Bob" Robert Wen https://lnkd.in/gTpSr7_vExecutive Producer: Lina OrtizMusic provided by Monstercat:=====================================Intro: Nitro Fun - Cheat Codeshttps://lnkd.in/eZp7w7ieOutro: Fractal - Atriumhttps://lnkd.in/eMpcN8rf

Kurfii Hardhaa kana keessatti:Haala naannoo Gaanfa Afrikaa fi naannoo ArabiyaaHaal biyyoota Nepal, Argentina fi Suudan Kibbaa keessatti mumullataa jiruufii,Hujii mishaa Abiy Ahmad Ali raawwataa jirurraa, Lammiin biyyaa akka namaatti kabajaa dhabuufi serri bakka dhabuuf kkf gabaabsaan yaada dhuunfaaDhihaadhaa!

Join a community of ambitious CEOs who are looking to build market-leading companies without sacrificing health and happiness.Check out: https://limitless.ceoWhat if the “boring” SaaS backup tool you rarely think about is actually a rocketship, and the CEO behind it refuses to sacrifice his marriage or his health to build it?In this episode, I sit down with my friend Mike Potter, co-founder & CEO of Rewind – the category-defining backup platform for mission-critical SaaS apps like Shopify, GitHub, Jira, Confluence, and more. We talk about how a catastrophic hard-drive failure at Adobe turned Mike into a backup obsessive, how he and his co-founder quietly created a new category in SaaS, and why the big platforms' own backups won't save you when just your account goes sideways. We also get into the messy reality behind the scenes: bootstrapping for years, supporting 16+ platforms without drowning, and ultimately raising from Inovia, Bessemer, and Insight without abandoning their values.The second half of the conversation is all about how to build a big business without blowing up your life. Mike shares the story of his first startup nearly costing him his marriage, the panic attack that became a turning point, and the explicit pact he made with his co-founder this time: “The business will not destroy our relationships.” We unpack his operating rules for sustainable high performance: respecting people's time, using sleep and space to solve hard problems, building systems so the CEO can walk away, and delegating so the company no longer depends on him to “save” it.If you're a founder or CEO trying to balance hypergrowth with your health, your family, and your sanity, this one's for you.Mike Potterhttps://www.linkedin.com/in/mikepotter/?originalSubdomain=caConnect with me:My website: https://limitless.ceo/Linkedin:https://www.linkedin.com/in/themarkmacleod/Instagram: https://www.instagram.com/markmacleodcoach/Subscribe to Mark MacLeod for The Startup CEO Show Podcast, actionable insights, coaching, and strategy for CEOS.https://www.youtube.com/@MarkMacLeod-CEOCoach?sub_confirmation=1

Qophii torban kanaa keessatti gabaasa gara-garagaraa aduunyaa keessatti mullateefii qabsoo haqaa kan mirgaafi seenaa dhugaaf gaggeefamurratti yaada kiyya gabaabsaan.Dhihaadhaa!

Celebrate gratitude with The Jira Life as Atlassian Community leaders, creators, and champions share what they're thankful for in 2025. From Team 25 in Anaheim and Barcelona meetups, to certifications, career changes, community events, and the Atlassian Builder Summit, this special episode highlights the people, partners, and experiences shaping our ecosystem. Hear heartfelt messages from champions, creators, partners, and longtime contributors who make the Atlassian world thrive. Whether you're a Jira admin, power user, ACE leader, or community member, this episode captures the spirit of connection, growth, and support that defines our community.Thank you to Revyz for backing us up and making The Jira Life possible. https://www.revyz.io/Music by=========================================================Intro: Nitro Fun - Cheat Codeshttps://www.youtube.com/c/monstercatOutro: Fractal - Atriumhttps://www.youtube.com/c/monstercatinstinct =========================================================The Flow of Time by Alex-Productions https://soundcloud.com/alexproductionsmusicCreative Commons — Attribution 3.0 Unported — CC BY 3.0Free Download / Stream: http://audiolibrary.com.co/alex-productions/the-flow-of-timeMusic promoted by Audio Library https://youtu.be/jqIDnltiDRI

Senior technical writers Gareth Brinn and Lydia Pedersen talk about using GPTs and n8n to automate release notes: scripting, prompt engineering, and synthesizing data from Jira and GitHub. Next plans include using AI for first drafts of core docs while maintaining oversight. Their advice: start simple, iterate, and grow to achieve process improvements and strategic benefits.

In this episode, Dave and Jamison answer these questions: Hey Dave and Jamison, Big fan of the show — listening from Portugal! (Proof that even across the Atlantic, software politics are universal.) I'm a tech lead, and lately I've noticed a culture where people seem to care way more about how things look than what actually gets done. It's like the appearance of productivity matters more than real impact. Honestly, it drives me nuts!! I know politics are part of any organization, and way more in a leadership role, but this feels excessive. As someone who values substance and solid engineering, how do I deal with or influence this kind of culture without losing my sanity (or turning into one of those “optics-first” people myself)? Thanks for all the insights and laughs. Kudos from Portugal! Listener Charlie says, I'm fresh out of college at my first software engineering job. Several months ago I was appointed the accessibility champion for my team. I proposed a few items in the quarterly planning session, but I think it wasn't enough. My project manager called out our whole team, but I think it was mostly aimed at me. I've been struggling with creating Jira cards, shaping with the team, writing a11y guidelines, etc. It's tedious and I'm not really familiar with this kind of work. How can I get better at the “other stuff” besides just writing code? P.S. I volunteered for this responsibility

THE GAME IS CHANGING! THE LINES ARE BLURRING! In a previous episode, we looked at the ways of extending the capabilities of Jira and other Atlassian tools: Marketplace Apps, Forge, and Rovo. Now, Rovo shows the promise of easing creation of both Rovo Agents and Forge Apps. What does this mean for the Atlassian admins, the Atlassian marketplace, and the Community in general. Join us for the discussion!Thank you to Revyz for backing us up and making The Jira Life possible. https://www.revyz.io/The Jira Life=====================================Having trouble keeping up with when we are live? Sign up for our Atlassian Community Group!https://ace.atlassian.com/the-jira-life/Or Follow us on LinkedIn!https://www.linkedin.com/company/the-jira-life/Become a member on YouTube to get access to perks:https://www.youtube.com/@thejiralife/joinHosts:- Alex "Dr. Jira" Ortizhttps://www.linkedin.com/in/alexortiz89/https://www.youtube.com/@ApetechTechTutorials- Rodney "The Jira Guy" Nissenhttps://www.linkedin.com/in/rgnissen/https://thejiraguy.com- Sarah Wrighthttps://www.linkedin.com/in/satwright/Producer:- "King Bob" Robert Wenhttps://www.linkedin.com/in/robert-wen-csm-spc6-a552051/Executive Producer: - Lina OrtizMusic provided by Monstercat:=====================================Intro: Nitro Fun - Cheat Codeshttps://www.youtube.com/c/monstercatOutro: Fractal - Atriumhttps://www.youtube.com/c/monstercatinstinct

Hay'adda Diiwaangelinta iyo Aqoonsiga Dadweynaha Soomaaliyeed (NIRA) ayaa waxa ay ku howlaneyd in muddo ah bixinta karaarka aqoonsiga dadweynaha. Balse dhowrkii bil ee ugu dambeeyay waxaa jirtay in dadweynuhu aad ugu xoomeen qaadashada kaarka, halkaasoo culeysyo kala duwan ay la kulmeen dadweynaha kaarka dalbanayay iyo howlwadeennada Hay'adda. Qeybtan 39-aad ee Adeeg Wanaag, Aweis Ahmed iyo Maxamed Cabdullaahi Juuni, oo ah agaasimaha Waaxda Howlgelinta ee hay'adda NIRA, waxa ay ku falanqeynayaan waxyaabaha sababay dadweynuhu in ay isku ciriiriyaan qaadashada kaarka aqoonsiga, culeysyada soo kordhay, sida Haya'ddu ay u maareysay illaa iyo hadda iyo waxa uga qorsheysan in la fuddudeeyo qaadashada kaarka. Contact Somali Public Agenda's Adeeg Wanaag Podcast · Tweet us at @somalipubagenda, @Aweisade (the host), and @SPAPolicyLab · Email us at podcasts@somalipublicagenda.org Thanks for listening!

HOW MUCH DIRECTION TO NEW ATLASSIAN FEATURES SHOULD COME FROM THE USER POPULATION? - Joining us to discuss this topic is Jens Schumacher, former Atlassian and CEO of Released. Jens has a long history of working with "JAC" (jira.atlassian.com) and feels while it may have served its purpose long ago, there are other ways of balancing user desires with Atlassian priorities for better apps.Thank you to Revyz for backing us up and making The Jira Life possible. https://www.revyz.io/The Jira Life=====================================Having trouble keeping up with when we are live? Sign up for our Atlassian Community Group!https://lnkd.in/g5834KixOr Follow us on LinkedIn!https://lnkd.in/epszdbRjBecome a member on YouTube to get access to perks:https://lnkd.in/gzDWDAzNHosts:- Alex "Dr. Jira" Ortiz https://lnkd.in/eP2TQHcE https://lnkd.in/ewxmQs2s- Rodney "The Jira Guy" Nissen https://lnkd.in/exhJAMVm https://thejiraguy.com- Sarah Wright https://lnkd.in/gA6vNvmX Producer:- "King Bob" Robert Wen https://lnkd.in/gTpSr7_vExecutive Producer: - Lina OrtizMusic provided by Monstercat:=====================================Intro: Nitro Fun - Cheat Codeshttps://lnkd.in/eZp7w7ieOutro: Fractal - Atriumhttps://lnkd.in/eMpcN8rf

The key to longevity in today's ever-changing tech landscape? Yes, you've heard it before: maintaining a positive outlook and a growth mindset so you can remain as versatile as possible. Easier said than done? Perhaps. But this week's guest, Japna Sethi, absolutely embodies this. Japna runs the Jira product group at Atlassian, and has turned her origins in physics and materials science into a career that spans hardware design, software development, growth product management, advising, angel investing, even real estate. Hear about her path and be inspired by her advice on networking, lifelong learning, and doubling down on your strengths. Japna encourages us to get to know our authentic selves better, and to engage in regular, healthy bouts of self-reflection. 00:00 Introduction 01:48 An unusual path to product management06:08 The scientific method works for product, too09:15 Always be learning10:13 Double down on your strengths12:45 Leverage network effects13:38 How to think about angel investing15:30 The “Get Sh*t Done” framework21:00 Why we should be excited about AI22:50 Save time to explore24:45 Where to learn more about Japna

Koox caalami ah oo saynisyahanno ah ayaa ka digtay in shimbiraha penguins-ka la yiraahdo ay dunida oo dhan halis ugu jiraan saamaynta cimilada daran.

"Rovo knows everything, works everywhere, and helps everyone". With these words uttered by Mike Cannon-Brookes during TEAM '25 Europe, he introduced the further capabilities of Atlassian's Agentic AI solution.Joining us to help elaborate on this new chapter is return guest Jensen Fleming, Principal Product Manager for AI/Rovo. Tune in to see and hear the major and minor announcements that came from Barcelona!Thank you to Revyz for backing us up and making The Jira Life possible. https://www.revyz.io/The Jira Life=====================================Having trouble keeping up with when we are live? Sign up for our Atlassian Community Group!https://ace.atlassian.com/the-jira-life/Or Follow us on LinkedIn!  / the-jira-life  Become a member on YouTube to get access to perks:   / @thejiralife  Hosts:Alex "Dr. Jira" Ortiz ⁠  / alexortiz89  ⁠⁠   / @apetechtechtutorials  ⁠ Rodney "The Jira Guy" Nissen / rgnissen  ⁠⁠https://thejiraguy.com⁠Sarah Wright/ satwright  ⁠     Producer: "King Bob" Robert Wen  / robert-wen-csm-spc6-a552051  Executive Producer: Lina OrtizMusic provided by Monstercat:=====================================Intro: Nitro Fun - Cheat Codes   / monstercat  Outro: Fractal - Atrium   / monstercatinstinct  

Karim Harbott: From Requirements Documents to Customer Obsession—Redefining the PO Role Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. The Great Product Owner: Strategic, Customer-Obsessed, and Vision-Driven   "The PO role in the team is strategic. These POs focus on the customer, outcomes, and strategy. They're customer-obsessed and focus on the purpose and the why of the product." - Karim Harbott   Karim believes the industry fundamentally misunderstands what a Product Owner should be. The great Product Owners he's seen are strategic thinkers who are obsessed with the customer. They don't just manage a backlog—they paint a vision for the product and help the entire team become customer-obsessed alongside them.  These POs focus relentlessly on outcomes rather than outputs, asking "why are we building this?" before diving into "what should we build?" They understand the purpose of the product and communicate it compellingly.  Karim references Amazon's "working backwards" approach, where Product Owners start with the customer experience they want to create and work backwards to figure out what needs to be built. Great POs also embrace the framework of Desirability (what customers want), Viability (what makes business sense), Feasibility (what's technically possible), and Usability (what's easy to use). While the PO owns desirability and viability, they collaborate closely with designers on usability and technical teams on feasibility.  This is critical: software is a team sport, and great POs recognize that multiple roles share responsibility for delivery. Like David Marquet teaches, they empower the team to own decisions rather than dictating every detail. The result? Teams that understand the "why" and can innovate toward it autonomously.   Self-reflection Question: Does your Product Owner paint a compelling vision that inspires the team, or do they primarily manage a list of tasks? The Bad Product Owner: The User Story Writer "The user story writer PO thinks it's their job to write full, long requirements documents, put it in JIRA, and assign it to the team. This is far away from what the PO role should be." - Karim Harbott   The anti-pattern Karim sees most often is the "User Story Writer" Product Owner. These POs believe their job is to write detailed requirements documents, load them into JIRA, and assign them to the team. It's essentially waterfall disguised as Agile—treating user stories like mini-specifications rather than conversation starters. This approach completely misses the collaborative nature of product development.  Instead of engaging the team in understanding customer needs and co-creating solutions, these POs hand down fully-formed requirements and expect the team to execute without question. The problem is that this removes the team's ownership and creativity. When POs act as the sole source of product knowledge, they become bottlenecks.  The team can't make smart tradeoffs or innovate because they don't understand the underlying customer problems or business context. Using the Desirability-Viability-Feasibility-Usability framework, bad POs try to own all four dimensions themselves instead of recognizing that designers, developers, and other roles bring essential perspectives. The result is disengaged teams, slow delivery, and products that miss the mark because they were built to specifications rather than shaped by collaborative discovery. Software is a team sport—but the User Story Writer PO forgets to put the team on the field.   Self-reflection Question: Is your Product Owner engaging the team in collaborative discovery, or just handing down requirements to be implemented?   [The Scrum Master Toolbox Podcast Recommends]

In this episode, Aydin chats with Allan Isfan, Senior Director of Global Video Platform at Warner Bros Discovery, about how AI is reshaping creativity, software development, and large-scale enterprise culture. Allan explains how he drives AI literacy for 1,500+ employees, the power of internal demos and sandboxes, and gives a hands-on walkthrough of generative video tools like Gemini V3, Flow, and Sora. He also dives into AI video analysis, the Wizard of Oz project at The Sphere, and the future of creative storytelling powered by AI.

If you're a leader in game dev who feels stuck, able to spot problems but struggling to make a real difference, there is a path forward that levels up your leadership and accelerates your team, game, and career. Sign up here to learn more: https://forms.gle/nqRTUvgFrtdYuCbr6 Are you inadvertently forcing your team to serve a tool, instead of letting your tools serve your team and game? In a recent conversation with Clinton Keith, Ben asked how Clint would help all of game development. Clint's response? "Delete Jira" - and Ben laughed to keep from crying. Jira is a powerful tool, but in the hands of uninformed game development leadership, it often becomes a weapon against the very teams it's meant to help. Ben, who has used Jira and other tools as a producer within large studios, dissects the common, catastrophic misuses of Jira. While you might be better off deleting the tool, the real work is about fixing the broken cultural and organizational patterns that turn a simple work management system into the "boss" of your game studio. Learn the four cascading failure patterns that are draining your team's effectiveness and how to correct them, making collaboration and player outcomes your true north. What You'll Learn In This Episode: Why senior leaders keep breaking Jira without realizing it How Jira causes centralization and decision bottlenecks What Jira DOESN'T tell you, and why that makes it dangerous How perverse incentives emerge from overreliance on Jira and other tools like it The reason you end up feeling like a slave to the tool How to avoid the traps Jira leads you into Connect with us:

 In this eye-opening episode of UC Today, host David Dungay is joined by Paul Magnaghi, Zoom's Head of AI and ISV Go-To-Market, to unpack the real meaning of agentic AI—and why it's more than just a buzzword. As AI continues to reshape how we work, Paul shares how Zoom is positioning itself at the center of this evolution, empowering companies of all sizes to move faster, work smarter, and innovate with confidence. If you're wondering how to actually use AI (not just talk about it), this is a must-watch.Agentic AI is no longer on the horizon—it's here. But what does it really mean for your organization?In this expert-led interview, Zoom's Paul Magnaghi demystifies agentic AI and reveals how it's helping teams orchestrate workflows, act autonomously, and drive measurable ROI across departments—from IT to marketing.Key Takeaways:Defining agentic AI: Why reasoning, memory, orchestration, and action are the core pillars that separate agents from automation.Who needs it? Spoiler: Every business—from scrappy startups to sprawling enterprises—can benefit from agent-driven productivity.Real-world use cases: Discover how Zoom AI Companion automates webinar asset creation and turns meeting notes into live tickets (think: Jira as a meeting attendee).AI readiness: Why clean data, strong security policies, and cross-platform interoperability are non-negotiables in successful deployments.Zoom isn't just building smarter meetings—it's turning conversations into outcomes. 

TRELLOWEEN RETURNS! Joining us for this holiday tradition is Brittany Joiner, Mike Day, and Rob Hean for spooky stories of haunted apps!Thank you to Revyz for backing us up and making The Jira Life possible. https://www.revyz.io/The Jira Life=====================================Having trouble keeping up with when we are live? Sign up for our Atlassian Community Group!https://ace.atlassian.com/the-jira-life/Or Follow us on LinkedIn!  / the-jira-life  Become a member on YouTube to get access to perks:https://www.youtube.com/@thejiralife/...Hosts:Alex "Dr. Jira" Ortiz  / alexortiz89  ⁠⁠   / @apetechtechtutorials  ⁠ Rodney "The Jira Guy" Nissen / rgnissen  ⁠⁠https://thejiraguy.com⁠ Sarah Wright / satwright  ⁠ Producer:"King Bob" Robert Wen   / robert-wen-csm-spc6-a552051  Executive Producer: Lina OrtizMusic provided by Monstercat:=====================================Intro: Nitro Fun - Cheat Codes   / monstercat  Outro: Fractal - Atrium   / monstercatinstinct  

Here's the big problem with journey maps...It's often like you've composed a masterpiece, but no one is there to actually play it.This is what I feel when I see a carefully crafted map (our version of "music on paper"), which ultimately fails to make an impact. Sure, we do the research, map the insights, and identify opportunities, but on Monday morning, everyone just goes back to their old routines, checking off to-do items in Jira, ClickUp, or Asana.The map becomes an impressive visual, but it's disconnected from the way work is done.This is the implementation gap, and it's where most journey management efforts fail.So in episode 7 of the Journey Management Playbook series, Tingting Lin and I address this exact problem head-on. This isn't a guide about what to map rather, it's about how to plug your insights into the operational reality of your organization.We're moving beyond the theory and into the practical, day-to-day workflow.I even share my own project management setup, share how things get done in my business and we discuss how to bridge the gap between my project list and the customer journey.In this episode, you'll hear:* Why creating a "parallel workflow" for journey management is a recipe for failure.* How to "plug into" your organization's existing ceremonies.* A practical way to reverse-engineer your team's current project backlog and to connect it back to the journey.* The right way to use prioritization matrixes to spark stakeholder conversations and grow alignment.So if you want to make your journeys the driving force behind your daily decisions, not just another document lost on a hard drive or fading away on the wall, make sure you don't miss this one.--- [1. LINKS ] ---Playbook Slides - https://go.servicedesignshow.com/-sofmSign up for TheyDo - https://go.servicedesignshow.com/scjwb --- [ 2. GUIDE ] ---00:00 Welcome to TheyDo EP 0702:00 Implementation gap03:00 Defining the Operational Workflow06:00 The Practical Challenge09:00 Connecting the Triple Diamond to the Music Metaphor12:45 Understanding the big picture15:30 Connecting the churn-reduction journey map 16:30 Journey Management to Project Management 19:30 Modeling initiatives in TheyDo to show a successful integration approach21:30 How to Model Initiatives in TheyDo for Journey Linkage24:00 Linking Initiatives to Opportunities/Journeys25:30 Scoring Initiatives by Impact and Effort28:00 Connecting Discovery (TheyDo) to Delivery (ClickUp/JIRA)30:15 Context in the Journey Tool 32:00 Bi-directional Synchronization34:00 How to set up the connectio35:45 Understanding the Organizational Workflow37:30 Handoffs between the Triple Diamond Workflow39:00 How to Implement the Workflow 41:00 The needed Cultural shift42:00 Impact driven language44:30 How to handle non-journey work47:00 The Workflow is not a Designer's Job Alone49:00 Recap: The 4 steps50:30 Journey of the Journey Manager54:30 Journey Framework for Strategic Alignment56:30 Ensuring Business Value 58:00 Scaling and Governance1:02:30 Coming Up Next --- [ 3. FIND THE SHOW ON ] --- Youtube ~ https://go.servicedesignshow.com/journey-management-playbook-07-youtubeSpotify ~ https://go.servicedesignshow.com/journey-management-playbook-07-spotifyApple ~ https://go.servicedesignshow.com/journey-management-playbook-07-appleSnipd ~ https://go.servicedesignshow.com/journey-management-playbook-07-snipd

LIVE FROM LONG BEACH! Join us live from the Atlassian Builders' Summit as we see how Atlassian community members and JirAmigos get together and exchange ideas on Atlassian administration, Forge development, and Agile ways of working. Hear from attendees such as Josh Golosinskiy of GRYD.IO on the experience and see what's happening in real time.Thank you to Revyz for backing us up and making The Jira Life possible. https://www.revyz.io/The Jira Life=====================================Having trouble keeping up with when we are live? Sign up for our Atlassian Community Group!https://ace.atlassian.com/the-jira-life/Or Follow us on LinkedIn!  / the-jira-life  Become a member on YouTube to get access to perks:https://www.youtube.com/@thejiralife/...Hosts:Alex "Dr. Jira" Ortiz   / alexortiz89  ⁠⁠   / @apetechtechtutorials  ⁠ Rodney "The Jira Guy" Nissen / rgnissen  ⁠⁠https://thejiraguy.com⁠ Sarah Wright  / satwright  ⁠ Producer:"King Bob" Robert Wen   / robert-wen-csm-spc6-a552051  Executive Producer: Lina OrtizMusic provided by Monstercat:=====================================Intro: Nitro Fun - Cheat Codes   / monstercat  Outro: Fractal - Atrium   / monstercatinstinct  

TEAM '25 Europe is done (at least when we do this episode!) Join Sarah #IBelieveSarah Wright and producer "King Bob" as we look at the best of field reports from Rodney and Alex. View the reactions of the latest news from Atlassian. Get insights from Atlassians, partners, and customers. And ease the FOMO.Thank you to Revyz for backing us up and making The Jira Life possible. https://www.revyz.io/The Jira Life=====================================Having trouble keeping up with when we are live? Sign up for our Atlassian Community Group!https://ace.atlassian.com/the-jira-life/Or Follow us on LinkedIn!  / the-jira-life  Become a member on YouTube to get access to perks:   / @thejiralife  Hosts:Alex "Dr. Jira" OrtizRodney "The Jira Guy" NissenSarah Wright"King Bob" Robert WenLina Ortiz   / alexortiz89     / @apetechtechtutorials     / rgnissen  https://thejiraguy.com   / satwright   Producer:   / robert-wen-csm-spc6-a552051  Executive Producer: Music provided by Monstercat:=====================================Intro: Nitro Fun - Cheat Codes   / monstercat  Outro: Fractal - Atrium   / monstercatinstinct  

Order in the court! This week on The Jira Life, we're putting Jira on trial. The charge? Being a tool only for technical teams.In this special jury-style debate, we'll examine both sides of the case:

Mike Cannon-Brookes is the Co-Founder and Co-CEO of Atlassian, the $50BN software giant behind products like Jira, Confluence, and Trello. Since founding the company in 2002, he has scaled it to over 300,000 customers globally, generating more than $5BN in annual revenue. Atlassian now employs over 10,000 people across 13 countries and is one of the most successful bootstrapped-to-IPO stories in tech history. Mike is also a leading climate investor and co-owner of several major sports teams. AGENDA:  00:00 Why Unreasonable Men Win in Startups 07:22 How to Make Co-CEOs Work  13:22 Are We in an AI Bubble? Is Everything Overvalued? 26:46 The Future of Software Development: More or Less Devs 32:53 Do Margins Matter in a World of AI 34:02 The Future of Vibe Coding… 36:35 Does Defensibility Exist in a World of AI 42:09 Is Per Seat Pricing Dead in a World of AI 49:01 The Founder Journey and Leadership 54:28 Quick Fire Round: Parenting Advice, Relationship to Money  

What's stopping CX leaders from turning mountains of customer data into executive-ready stories that prompt real change? In this episode, we dig deep into one of the most urgent—and often overlooked—challenges for customer experience (CX) teams: crafting compelling, actionable narratives from all that customer insight. Data is everywhere, but too often the dots just don't get connected in a way that the C-suite cares about. The difference between a statistic and a strategic priority? It's all in the storytelling. In my conversation with Ania Rodriguez, CEO of JourneyTrack, we explore the tools, techniques, and mindsets you need to bridge that gap—and the game-changing role that AI-driven storytelling is playing right now in CX strategy. If you're a CX practitioner, product leader, or anyone tasked with influencing business outcomes through customer insight, you'll want to hear directly from Ania. Her twenty-five years in the field, expertise in journey mapping, and insider knowledge on harnessing technology for business storytelling makes this episode essential listening. Whether you're tired of your insights landing with a thud—or want to lead boardroom conversations that spark action—Ania's guidance is practical, forward-looking, and instantly applicable. Here are three questions Ania answers in this episode: Why do even seasoned leaders struggle to translate customer data into executive-friendly narratives? How does JourneyTrack's Storytelling AI automate the process of building empathy and urgency for C-suite presentations? What are the crucial integrations and data strategies for making journey management systems truly enterprise-ready—and how can you put them to work right away? Ready to supercharge your customer storytelling and move your executive team from data fatigue to decisive action? Listen now and subscribe so you never miss an episode: Apple Podcasts Spotify You'll also find us on all your favorite podcast platforms! Meet Ania Rodriguez Ania Rodriguez is the CEO and founder of JourneyTrack, a pioneering journey management platform designed for enterprise-scale CX storytelling. With more than 25 years of experience, Ania has led transformational customer experience initiatives for some of the world's most recognizable brands—including Google, where JourneyTrack first launched. She is also the founder and CEO of Key Lime Interactive, a renowned CX consultancy known for its expertise in journey mapping, research, and strategy. Ania's leadership style blends human-centered design with data-driven rigor, and she has a longstanding reputation for coaching executives and teams on turning insights into action. She was among the earliest to bring AI-powered capabilities—like Storytelling AI and Recommendation AI—to journey management, ensuring that organizations can not only aggregate data from diverse sources (like Jira, Qualtrics, Medallia, Snowflake, and more) but can also deliver that information as compelling, actionable presentations tailored to any audience. Connect with Ania Rodriguez on LinkedIn Show Notes & References “Using Storytelling Playbooks to Supercharge Journey Management” (White Paper):  https://bit.ly/47gE1xE JourneyTrack platform: https://journeytrack.io/ LinkedIn: Ania Rodriguez "Made to Stick" by Chip and Dan Heath (Velcro theory of memory): https://heathbrothers.com/books/made-to-stick/ Integration partners referenced: Jira, Qualtrics, Medallia, Snowflake, Adobe Analytics, Google Analytics Forrester on Journey Management (industry wave publication): https://www.forrester.com/ Thanks for tuning in—subscribe for more expert strategies, and let's make customer data tell the stories that drive business forward!

Tyler chats with Andrew Black, co-founder and CEO of Kovr.ai and former AWS Emerging Tech lead, about the unsexy work that makes mission software real: turning security and compliance into something fast, predictable, and built into the dev loop. Andrew explains how Kovr.ai reads system docs, maps to NIST 800-53, drafts control implementations, flags gaps, and recommends fixes, so engineers focus on high-judgment problems while AOs and risk owners get reliable packages that move.What's happening on the Second Front:The true Valley of Death, speed and scale in productionAI that automates SSPs, findings, and control mappingHow to make compliance native to CI and CD with JIRA, Jenkins, SIEMWhy fixed-price software and clear architecture matter for customersCulture over strategy, setting weekly “big rocks,” hiring for gritConnect with AndrewLinkedIn: Andrew BlackConnect with TylerLinkedIn: Tyler Sweatt

What happens when the entire software industry gets repriced on the cost basis of AI? When AI procurement agents are pitting your product against five competitors in real-time speed trials? And when every project management tool builds the exact same agent platform? Welcome to Unsolicited Feedback, where we dig into the messy realities of building in the age of AI. Brian Balfour (Founder and CEO of Reforge) and Aaron White (Founder of Appy.ai, Former CTO at Vendr) are in the thick of building AI tools and their companies for the AI era. In this episode, they pull back the curtain on a massive shift happening right now: The entire industry is scrambling to shift from "all you can eat subscription" pricing to credit-based models that few consumers understand and the secondary effects. Brian and Aaron also tackle the launch of Notion's Agent platform and how it feels like every project management tool from Jira to Glean to Notion to Monday has the exact same strategy.

Nesrine Changuel helped build Spotify, Google Chrome, and Google Meet. Her work has helped her discover the importance of emotional connection in building successful products. At Google, she served as a dedicated “delight PM,” a role specifically focused on making products more delightful. She recently published Product Delight, a book that provides a practical framework for creating products that serve both functional and emotional needs. Based in Paris, she now coaches founders and CPOs on implementing delight strategies in their organizations.What you'll learn:1. Why delight is a business strategy, not just “sprinkling confetti” on top of functionality2. How to identify emotional motivators that drive product retention3. The 50-40-10 rule for balancing delight in your roadmap4. The 4-step delight model5. The origin story of Spotify's Discover Weekly6. Why B2B products need delight just as much as B2C products7. How to get buy-in from skeptical leaders who think delight is a luxury—Brought to you by:DX—The developer intelligence platform designed by leading researchers: https://getdx.com/lennyJira Product Discovery—Confidence to build the right thing: https://atlassian.com/lennyLucidLink—Real-time cloud storage for teams: https://www.lucidlink.com/lenny—Transcript: https://www.lennysnewsletter.com/p/a-4-step-framework-for-building-delightful-products—My biggest takeaways (for paid newsletter subscribers): https://www.lennysnewsletter.com/i/174199489/my-biggest-takeaways-from-this-conversation—Where to find Nesrine Changuel:• LinkedIn: https://www.linkedin.com/in/nesrinechanguel/• Newsletter: https://nesrinechanguel.substack.com/• Website: https://nesrine-changuel.com/—Where to find Lenny:• Newsletter: https://www.lennysnewsletter.com• X: https://twitter.com/lennysan• LinkedIn: https://www.linkedin.com/in/lennyrachitsky/—In this episode, we cover:(00:00) Introduction to Nesrine and product delight(04:56) Why delight matters(09:17) What makes a feature “delightful”(12:29) The three pillars of delight(13:03) Pillar 1: Removing friction (Uber refund example)(15:07) Pillar 2: Anticipating needs (Revolut eSIM example)(17:21) Pillar 3: Exceeding expectations (Edge coupon example)(18:35) The “confetti effect” and when it actually works(22:02) B2B vs. B2C: Why all products need emotional connection(29:52) The Delight Model: A 4-step framework(30:57) Step 1: Identifying user motivators (functional and emotional)(33:55) Step 2: Converting motivators into product opportunities(34:46) Step 3: Identifying solutions with the delight grid(36:46) Step 4: Validating ideas with the delight checklist(40:22) The Delight Model summarized(42:18) The importance of familiarity (Spotify Discover Weekly story)(45:21) Real examples: Chrome's tab management solution(51:32) Google Meet's solution for “Zoom fatigue”(55:02) Getting buy-in from skeptical leaders(59:39) Prioritizing delight: The 50-40-10 rule(1:02:41) Creating a culture of delight in your organization(1:06:45) The habituation effect(1:08:15) When delight goes wrong: Apple reactions example(1:10:21) How delight motivates product teams(1:12:24) Lightning round and final thoughts—Referenced:• Spotify: https://open.spotify.com/• Linear: https://linear.app/• How Linear builds product: https://www.lennysnewsletter.com/p/how-linear-builds-product• Jira: https://www.atlassian.com/software/jira• Asana: https://asana.com/• Monday: https://monday.com/• The Product Delight Model: https://nesrinechanguel.substack.com/p/the-product-delight-model• Revolut: https://www.revolut.com/• How Revolut trains world-class product managers: The “local CEO” model, raw intellect over experience, and a cultural obsession with building wow products | Dmitry Zlokazov (Head of Product): https://www.lennysnewsletter.com/p/how-revolut-trains-world-class-product-managers• Microsoft Cashback: https://www.microsoft.com/en-us/edge/features/shopping-cashback• Superhuman's secret to success: Ignoring most customer feedback, manually onboarding every new user, obsessing over every detail, and positioning around a single attribute: speed | Rahul Vohra (CEO): https://www.lennysnewsletter.com/p/superhumans-secret-to-success-rahul-vohra• Brian Chesky's secret mentor who died 9 times, started the Burning Man board, and built the world's first midlife wisdom school | Chip Conley (founder of MEA): https://www.lennysnewsletter.com/p/chip-conley• Workday: https://www.workday.com/• SAP: https://www.sap.com/• ServiceNow: https://www.servicenow.com/• Salesforce: https://www.salesforce.com/• GitHub: https://github.com/• Atlassian: https://www.atlassian.com/• Snowflake: https://www.snowflake.com/• Data Superheroes: https://www.snowflake.com/en/data-superheroes/• Google Meet: https://meet.google.com/• Andy Nesling on LinkedIn: https://www.linkedin.com/in/andynesling/• Matic: https://maticrobots.com/• Diego Sanchez's (Senior Product Manager at Buffer) post on LinkedIn: https://www.linkedin.com/feed/update/urn:li:activity:7365014292091346945/• Miro: https://miro.com/• Arc browser: https://arc.net/• Competing with giants: An inside look at how The Browser Company builds product | Josh Miller (CEO): https://www.lennysnewsletter.com/p/competing-with-giants-an-inside-look• Migros Supermarket: https://www.migros.ch/• The rise of Cursor: The $300M ARR AI tool that engineers can't stop using | Michael Truell (co-founder and CEO): https://www.lennysnewsletter.com/p/the-rise-of-cursor-michael-truell• Building Lovable: $10M ARR in 60 days with 15 people | Anton Osika (CEO and co-founder): https://www.lennysnewsletter.com/p/building-lovable-anton-osika• Linear's secret to building beloved B2B products | Nan Yu (Head of Product): https://www.lennysnewsletter.com/p/linears-secret-to-building-beloved-b2b-products-nan-yu• Suno: https://suno.com• Snapchat: https://www.snapchat.com/• Use Reactions, Presenter Overlay, and other effects when videoconferencing on Mac: https://support.apple.com/en-us/105117• Dr. Lipp: https://drlipp.com/• How to be the best coach to product people | Petra Wille (Strong Product People): https://www.lennysnewsletter.com/p/how-to-be-the-best-coach-to-product• The Great American Baking Show: https://www.imdb.com/title/tt21822674/• Le Meilleur Pâtissier: https://en.wikipedia.org/wiki/Le_Meilleur_P%C3%A2tissier• The Upside on Amazon Prime: https://www.amazon.com/gp/video/detail/amzn1.dv.gti.3cb8500f-31af-9f4f-5dec-701e086d58e8• The Intouchables: https://www.imdb.com/title/tt1675434/• Yoyo stroller: https://www.stokke.com/USA/en-us/category/strollers/yoyo-strollers• UppaBaby strollers: https://uppababy.com/strollers/—Recommended books:• Product Delight: How to Make Your Product Stand Out with Emotional Connection: https://www.amazon.com/Product-Delight-Stand-Emotional-Connection-ebook/dp/B0FGZ93D9Y/• Factfulness: Ten Reasons We're Wrong About the World—and Why Things Are Better Than You Think: https://www.amazon.com/Factfulness-Reasons-World-Things-Better/dp/1250107814• STRONG Product Communities: The Essential Guide to Product Communities of Practice: https://www.amazon.com/STRONG-Product-Communities-Essential-Practice/dp/3982235189/r—Production and marketing by https://penname.co/. For inquiries about sponsoring the podcast, email podcast@lennyrachitsky.com.Lenny may be an investor in the companies discussed. To hear more, visit www.lennysnewsletter.com

BONUS: Nesrine Changuel shares how to create product delight through emotional connection! In this BONUS episode we explore the book by Nesrine Changuel: 'Product Delight - How to make your product stand out with emotional connection.' In this conversation, we explore Nesrine's journey from research to product management, share lessons from her experiences at Google, Spotify, and Microsoft, and unpack the key strategies for building emotionally resonant products that connect with users beyond mere functionality. The Genesis of Product Delight "I quickly realized that there is something that is quite intense while building Skype... it's not just that communication tool, but it was iconic, with its blue, with ringtones, with emojis. So it was clear that it's not just for making calls, but also to make you feel connected, relaxed, and part of it." Nesrine's journey into product delight began during her transition from research to product management at Skype. Working on products at major companies like Skype, Spotify, and Google Meet, she discovered that successful products don't just function well—they create emotional connections. Her role as "Delight PM" at Google Meet during the pandemic crystallized her understanding that products must address both functional and emotional user needs to truly stand out in the market. Understanding Customer Delight in Practice "The delight is about creating two dimensions and combining these two dimensions altogether, it's about creating products that function well, but also that help with the emotional connection." Customer delight manifests when products exceed expectations and anticipate user needs. Nesrine explains that delight combines surprise and joy—creating positive surprises that go beyond basic functionality. She illustrates this with Microsoft Edge's coupon feature, which proactively suggests discounts during online shopping without users requesting it. This anticipation of needs creates memorable peak moments that strengthen emotional connections with products. Segmenting Users by Motivators "We can discover that users are using your product for different reasons. I mean, we tend to think that users are using the product for the same reason." Traditional user segmentation focuses on demographics (who users are) or behavior (what they do). Nesrine advocates for motivational segmentation—understanding why users engage with products. Using Spotify as an example, she demonstrates how users might seek music for specific songs, inspiration, nostalgia, or emotional regulation. This approach reveals both functional motivators (practical needs) and emotional motivators (feelings users want to experience), enabling teams to build features aligned with user desires rather than assumptions. In this segment, we refer to Spotify Wrapped.  The Distinction from Jobs To Be Done "There's no contrast. I mean to be honest, it's quite aligned, and I'm a big fan of the job to be done framework." While aligned with Clayton Christensen's Jobs To Be Done framework, Nesrine's approach extends beyond identifying triggers to practical implementation. She acknowledges that Jobs To Be Done provides the foundational theory, distinguishing between personal emotional motivators (how users want to feel) and social emotional motivators (how they want others to perceive them). However, many teams struggle to translate these insights into actual product features—a gap her Product Delight framework addresses through actionable methodologies. Navigating the Line Between Delight and Addiction "Building for delight is about creating products that are aligned with users' values. It's about aligning with what people really want themselves to feel. They want to feel themselves, to feel a better version of themselves." The critical distinction between delight and addiction lies in value alignment. Delightful products help users become better versions of themselves and align with their personal values. Nesrine contrasts this with addictive design that creates dependencies contrary to user wellbeing. Using Spotify Wrapped as an example, she explains how reflecting positive achievements (skills learned, personal growth) creates healthy engagement, while raw usage data (hours spent) might trigger negative self-reflection and potential addictive patterns. Getting Started with Product Delight "If you only focus on the functional motivators, you will create products that function, but they will not create that emotional connection. If you take into consideration the emotional motivators in addition to the functional motivators, you create perfect products that connect with users emotionally." Teams beginning their delight journey should start by identifying both functional and emotional user motivators through direct user conversations. The first step involves listing what users want to accomplish (functional) alongside how they want to feel (emotional). This dual understanding enables feature development that serves practical needs while creating positive emotional experiences, leading to products that users remember and recommend. Product Delight and Human-Centered Design "Making products feel as if it was done by a human being... how can you make your product feel as close as possible to a human version of the product." Nesrine positions product delight within the broader human-centered design movement, but focuses specifically on humanization at the product feature level rather than just visual design. She shares examples from Google Meet, where the team compared remote meetings to in-person experiences, and Dyson, which benchmarks vacuum cleaners against human cleaning services. This approach identifies missing human elements and guides feature development toward more natural, intuitive interactions. In this segment we refer to the books Emotional Design by Don Norman, and Design for Emotion by Aarron Walter..  AI's Role in Future Product Delight "AI is a tool, and as every tool we're using, it can be used in a good way, or could be used in a bad way. And it is extremely possible to use AI in a very good way to make your product feel more human and more empathetic and more emotionally engaging." AI presents opportunities to enhance emotional connections through empathetic interactions and personalized experiences. Nesrine cites ChatGPT's conversational style—including apologies and collaborative language—as creating companionship feelings during work. The key lies in using AI to identify and honor emotional motivators rather than exploit them, focusing on making users feel supported and understood rather than manipulated or dependent. Developer Experience as Product Delight "If the user of your products are human beings... whether business consumer engineers, they deserve their emotions to be honored, so I usually don't distinguish between B2B or B2C... I say like B2H, which is business to human." Developer experience exemplifies product delight in B2B contexts. Companies like GitHub have created metrics specifically measuring developer delight, recognizing that technical users also have emotional needs. Tools like Jira, Miro, and GitHub succeed by making users feel more competent and productive. Nesrine advocates for "B2H" (business to human) thinking, emphasizing that any product used by humans should consider emotional impact alongside functional requirements. About Nesrine Changuel Nesrine is a product coach, trainer, and author with experience at Google, Spotify, and Microsoft. Holding a PhD from Bell Labs and UCLA, she blends research and practice to guide teams in building emotionally resonant products. Based in Paris, she teaches and speaks globally on human-centered design. You can connect with Nesrine Changuel on LinkedIn.

Think cloud security is boring? Think again. Daniel talks with Tom Orbach, Director of Growth Marketing at Wiz and creator of the Marketing Ideas newsletter. His mission? Make “boring” impossible to ignore. Tom reveals the three-step framework he's used to turn a quiet cybersecurity brand into a social-media magnet: Humor. Participation. Status. He drops real examples you can steal: a CISO Toy Store, a cybersecurity musical, even a meditation app for stressed-out security leaders. These stunts turned brand awareness into fuel for sales and made Wiz the name everyone in cloud security knows. Whether you market SaaS, finance, or any “too serious” industry, this conversation proves “boring” can be exciting if you know how to Market your brand. If you want your brand to get noticed, talked about, and remembered, this episode is for you.  Atlassian is made for teams. Organize, collaborate, and manage work with a suite of tools that include Jira, Confluence, Trello, and more. To learn about how Atlassian can change the game for your team, go to https://www.atlassian.com/ Follow Tom: LinkedIn: https://www.linkedin.com/in/tomorbach/ Follow Daniel: YouTube: https://www.youtube.com/@themarketingmillennials/featured Twitter: https://www.twitter.com/Dmurr68 LinkedIn: https://www.linkedin.com/in/daniel-murray-marketing Sign up for The Marketing Millennials newsletter: www.workweek.com/brand/the-marketing-millennials Daniel is a Workweek friend, working to produce amazing podcasts. To find out more, visit: www.workweek.com

Adam Torres had a talk with Jonathan Shroyer, CEO of Quimbi.ai, to unpack his new venture: “agentic AI” super agents that plug into a company's stack (game data, Jira, CRM, Reddit, etc.), pre-draft hyper-personalized replies, flag fraud, suggest incentives, and help agents architect player/customer outcomes. Jonathan shares early traction (founded in May, first customers live, 20+ in pipeline), the plug-and-play rollout, and why this will be table stakes in five years. Follow Adam on Instagram at https://www.instagram.com/askadamtorres/ for up to date information on book releases and tour schedule. Apply to be a guest on our podcast: https://missionmatters.lpages.co/podcastguest/ Visit our website: https://missionmatters.com/ More FREE content from Mission Matters here: https://linktr.ee/missionmattersmedia Learn more about your ad choices. Visit podcastchoices.com/adchoices

Shawn Dsouza: From AI Anxiety to AI Advantage: A Scrum Master's Experimental Approach Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. Shawn faces the massive AI transformation currently reshaping the tech industry, acknowledging both its benefits and the fear it creates among professionals questioning their relevance. In his organization, he witnesses AI delivering wonders for some teams while others struggle and lose projects. Rather than viewing AI as an overwhelming wave, Shawn advocates for experimentation. He shares practical examples, like helping a Product Owner streamline story creation from Excel to JIRA using AI tools, and leveraging MIRO AI for team collaboration. His approach focuses on identifying friction points where AI experiments could add value while keeping conversations centered on possibilities rather than fears. Self-reflection Question: Instead of fearing technological changes like AI, how can you create small experiments to explore new possibilities and reduce friction in your current work processes? [The Scrum Master Toolbox Podcast Recommends]

OpenAI has launched a beta version of Developer Mode for ChatGPT, which allows developers to utilize full read and write support for model context protocol tools. This new feature promises to enhance automation capabilities, enabling developers to create connectors for various applications, such as updating JIRA tickets or triggering workflows in services like Zapier. However, the introduction of this feature raises significant security concerns, particularly regarding the potential for prompt injections and the risk of malicious users exploiting these capabilities to access sensitive information. As the industry rapidly adopts this model context protocol, the need for secure configurations becomes increasingly urgent to prevent data breaches.In addition to Developer Mode, OpenAI has released GPT-5 Codecs, a large-language model optimized for coding tasks. This new model has reportedly led to a tenfold increase in usage among developers within a month, largely due to its integration with GitHub for dynamic code reviews. The Codex model has been trained on real-world coding tasks, making it a powerful tool for software engineers. Developers are already recognizing its potential to identify complex bugs that other tools may miss, which could lead to higher quality code and faster delivery cycles.Microsoft is also making strides in the AI space by introducing free co-pilot chat features in its Office applications for all Microsoft 365 Business users. This update includes a co-pilot chat sidebar in key applications like Word, Excel, and Outlook, allowing users to draft documents and analyze spreadsheets without needing an additional co-pilot license. While the premium version offers enhanced capabilities, the free features change the baseline for AI accessibility, putting powerful tools in the hands of every employee and raising concerns about shadow IT.On the cybersecurity front, the U.S. government has redirected crucial funding originally allocated to combat threats from Huawei towards tax cuts for wealthy individuals and corporations. This shift has left national security at risk, as projects aimed at enhancing U.S. cybersecurity and infrastructure suffer from a lack of follow-through. Meanwhile, the Department of Defense is set to implement its Cybersecurity Maturity Model certification requirements, which will be mandatory for defense contractors. As scammers increasingly target small businesses with fake reviews, the need for effective cybersecurity measures and compliance becomes more pressing for service providers.Four things to know today 00:00 AI Becomes Default: OpenAI Expands Workflows, Microsoft Democratizes Copilot, and Licensing Chaos Grows07:19 Huawei Money Gone, CMMC Is Here, and Your Reviews Are Under Attack10:04 Devicie, Zensai, and Apple Redefine Value: Automation, Adoption, and Repair Access12:57 Twice the Reach, No More Cash: Broadband Program's Success Meets a Dead EndThis is the Business of Tech.     Supported by: https://scalepad.com/dave/Webinar:   https://bit.ly/msprmail  All our Sponsors: https://businessof.tech/sponsors/ Do you want the show on your podcast app or the written versions of the stories? Subscribe to the Business of Tech: https://www.businessof.tech/subscribe/Looking for a link from the stories? The entire script of the show, with links to articles, are posted in each story on https://www.businessof.tech/ Support the show on Patreon: https://patreon.com/mspradio/ Want to be a guest on Business of Tech: Daily 10-Minute IT Services Insights? Send Dave Sobel a message on PodMatch, here: https://www.podmatch.com/hostdetailpreview/businessoftech Want our stuff? Cool Merch? Wear “Why Do We Care?” - Visit https://mspradio.myspreadshop.com Follow us on:LinkedIn: https://www.linkedin.com/company/28908079/YouTube: https://youtube.com/mspradio/Facebook: https://www.facebook.com/mspradionews/Instagram: https://www.instagram.com/mspradio/TikTok: https://www.tiktok.com/@businessoftechBluesky: https://bsky.app/profile/businessof.tech Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Feeling like you're spinning your wheels despite being busier than ever? You're not alone. Most productivity advice treats you like a machine that needs optimization, but you're a person created for relationship.In this episode, Nick and Kim break down the four core productivity challenges keeping Christian leaders overwhelmed and unfulfilled:Time awareness gaps - not knowing where your hours actually goPrioritization traps - spending more time on urgent than important tasksSystem shortages - constantly reacting instead of being proactiveFocus fallacies - getting distracted from meaningful workDiscover the urgent vs. important matrix that will transform your decision-making and learn why productivity isn't optimization—it's stewardship of the gifts God has given you.Resources:Michael Hyatt Focus PlannerAsana, Jira, Pomodoro TimerBook a strategy call: relationalleadership.co/contactConnect: relationalleadership.co | @relationalleadershipHow you can support us:• Leave us a 5-star review on iTunes or Spotify• Share this episode with a friend• Send a question for a future Office Hours episodeYou can work with us at Relational Leadership.

When Holly Grey first examined Horizon3.ai, she saw more than a cybersecurity startup. She saw a technology that could change the way companies safeguard themselves. Traditional pen tests, she tells us, are human-driven, vary widely by auditor, and usually happen just once a year. Horizon3.ai, by contrast, “started out as a technology alternative to pen testing.” Its platform can be deployed “within minutes, not hours or weeks or months,” Grey tells us, and has already executed “over 100,000 pen tests.”The system identifies exposures, connects them to known threat actors, and—most critically—prioritizes which vulnerabilities to fix. It integrates directly with tools like Jira, creates tickets, and confirms results after remediation. “Even as a CFO, I want to know we're not exposed,” Grey explains. That value proposition has already attracted more than 4,000 customers, she tells us.Her decision to join Horizon3.ai was equally deliberate. Grey noticed two respected colleagues had recently come aboard, including the CRO. That relationship, she says, is vital: “I need to know that I can trust that CRO implicitly.” After doing her own diligence, Grey was convinced of the company's momentum: “It's hard to grow over 100% year over year, and do that multiple years, without having product market fit.”The timing was fortuitous. Just as the company raised $100 million in Series D funding, its VP of Finance resigned. Horizon3.ai was ready to appoint its first CFO. “Here I am,” Grey tells us, “and I could not be happier in terms of joining.”

Waggoota torban dabran keessatti xurree heddurraa himannaan ተረኞች, ባለጊዜ, የኦሮሙማ መንግሥት, Oromoon masaraa seenee jiraa fi ka jiru mootummaa Oromooti jadhamee ballinaan hoggu himamu dhagahaa hardha geenye.Bara 2025 "mootummaa harkaa qaban" yookaan "mootummaa harkaa qabna" jachuun qoma dhiibanii dubbachuun kan dandahamu yoo warra furtuu diinagdee biyyaa bifa hedduun of- harkaatti galfatan adda baasanii beekan callaa. Kanaaf futuwwan diinagdee biyyaa yaroo ammaan kanatti Oromo moo warra biraati of-harkaa qaba? Furtuu diinagde dursanii of-harkatti galfachuun hegereef bu'aa maalii qabaa? Warra madda jajjabaa diinagdee ammayyaarraa moggaafamaniiho akkamiin miidhuuf jiraata? Dhihaadhaa!

Adam Cohen grew up in Toronto, in North York. He showed early signs of entrepreneurship by putting his lemonade stand on a wagon, and taking it door to door - or hustling his friends to buy souvenirs on a school field trip. His Dad was in VC, and was a big influence on his life, pushing him to succeed. Outside of professional life, he is big into sports, specifically basketball. In the past, he loved playing fantasy sports, which also influence how he built his business ventures.Adam and his team went through several iterations of AI tooling - summarizing AI, integrating git and JIRA, etc. While they were doing this, they realized that the best way to make a difference, was to first focus on the data itself.This is the creation story of Weave.SponsorsPaddle.comSema SoftwarePropelAuthPostmanMeilisearchMailtrap.TECH Domains (https://get.tech/codestory)Linkshttps://workweave.dev/https://www.linkedin.com/in/adam-b-cohen/Support this podcast at — https://redcircle.com/code-story-insights-from-startup-tech-leaders/donationsAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Making Invisible Work VisibleLately I noticed, sprint velocity looked fine and Jira showed progress. But none of the key tests, critical analysis and silent validations are tracked.After my observations I questioned: How much of our real work is visible?In Agile teams, productivity is often measured by delivered outputs: written code, released features, completed user stories, increasing metrics in dashboards, sprint completion rates, closed Jira tasks, the number of successful CI/CD runs, pull requests deployed to production, or customer-facing new functionalities.These are all important indicators. However, the behind-the-scenes efforts that make these visible outcomes possible are just as valuable.How to connect with AgileDad:- [website] https://www.agiledad.com/- [instagram] https://www.instagram.com/agile_coach/- [facebook] https://www.facebook.com/RealAgileDad/- [Linkedin] https://www.linkedin.com/in/leehenson/

In this season of Building Better Developers with AI, hosts Rob Broadhead and Michael Meloche revisit a past topic: 'Transform Your Projects: The Ultimate Guide to Effective User Stories.' This episode offers a fresh perspective on how teams can achieve greater success by writing better user stories. The hosts initially tackled this subject in an earlier season, but they return to it because the challenge remains timeless: poorly written user stories continue to derail software projects. This time, they dive deeper into lessons learned, customer-centric approaches, and frameworks that make user stories truly work. Why Writing Better User Stories Still Matters Rob opens with a familiar frustration: sitting in sprint planning and realizing the user stories don't make sense. Vague requirements create confusion, rework, and wasted effort. A user story is not a specification—it's a promise for a conversation that builds shared understanding. By writing better user stories, teams maintain focus on outcomes, rather than implementation. They deliver features that users actually need, instead of technical solutions that fall short. The Philosophy of Writing Better User Stories User stories should always: Stay customer-centric by focusing on what the user wants, not the technical details. Break down work into small, manageable chunks that improve agility and estimation. Emphasize outcomes over implementation, avoiding the trap of data tables and CSS classes too early. Rob illustrates this with the ATM example: “As a customer, I want to withdraw cash so that I can access money in my account.” This keeps the story grounded in the user's experience. The Anatomy of Writing Better User Stories At the core of writing better user stories is a simple formula that makes requirements clear and human: As a [user role] I want [goal] So that [reason] This framework ensures that every story is tied directly to a user's perspective, their needs, and the value they'll receive. However, strong stories extend beyond this sentence structure. Rob and Michael highlight two key frameworks that add depth and clarity: The Three C's – Card, Conversation, and Confirmation, which explain how stories spark dialogue and define “done.” The INVEST Model – Independent, Negotiable, Valuable, Estimable, Small, and Testable- is a checklist that helps teams evaluate whether a story is ready to move forward. Finally, one important reminder: each story should only have one meaning. If a story can be interpreted in multiple ways—or contains “if/then” scenarios—it should be split into smaller, more focused stories. This keeps the backlog clean and avoids confusion later in development. The Three C's of Writing Better User Stories 1. Card The card represents the user story itself. Traditionally, teams would write stories on index cards. Today, tools like Jira, Trello, or Asana take their place. The key is that the card is just a placeholder for a conversation, not the entire requirement. It captures the essence of the story but leaves room for discussion. 2. Conversation The conversation is where the real value happens. Developers, product owners, and stakeholders discuss the story, ask clarifying questions, and uncover details that weren't written down. These discussions ensure that the team shares a common understanding of the user's needs. Without this step, the story risks being too vague or misinterpreted. 3. Confirmation The confirmation defines how the team knows the story is complete. This typically takes the form of acceptance criteria or test cases. Confirmation transforms a story from an idea into a verifiable piece of functionality. It answers the critical question: What does “done” look like? Card captures the idea. Conversation builds the understanding. Confirmation proves the work is complete. The INVEST Model for Writing Better User Stories The INVEST model is a simple but powerful checklist that helps ensure user stories are clear, practical, and actionable. Each letter represents a quality that a strong user story should have. Independent A good user story should stand on its own. That means it can be developed, tested, and delivered without being blocked by another story. Independence reduces dependencies and keeps projects moving smoothly. Negotiable User stories are not contracts carved in stone—they're open to discussion. Teams should be able to negotiate details, scope, and implementation during conversations. This flexibility encourages collaboration and prevents rigid requirements that may not fit real-world needs. Valuable If a story doesn't provide business or user value, it doesn't belong in the backlog. Every story should clearly tie back to outcomes that matter for the end-user or the organization. This keeps the team focused on delivering impact, not just features. Estimable A story should be clear enough that the team can estimate the effort to complete it. If it's too vague or too large, it can't be accurately sized. Estimable stories make sprint planning realistic and help track progress more effectively. Small Stories should be small enough to complete within a single iteration. Large stories, sometimes called “epics,” should be broken down into smaller, more manageable pieces. Small stories are easier to understand, estimate, and test. Testable Finally, a user story must be testable. The team needs to know how to verify it's “done.” This often takes the form of acceptance criteria or test cases, ensuring the functionality can be validated from the user's perspective. The INVEST model keeps stories clear, focused, and actionable. If a story fails any of these tests, refine it before moving forward. Lessons From the Trenches: Writing Better User Stories in Practice Michael highlights a recurring issue: customers often don't fully understand their “why.” They may use outdated paper trails, redundant processes, or even misuse tools they already own. Sometimes developers must reverse-engineer requirements by observing workflows, asking why at each step, and uncovering hidden pain points. Rob adds that trust plays a huge role—stakeholders may initially follow the “official” process, but only reveal their real practices after rapport is established. Avoiding Common Pitfalls Even with good intentions, stories can fall short when they are: Too vague or incomplete. Disconnected from actual business processes. Written without acceptance criteria. Michael stresses that implied requirements are dangerous. Developers should always strive for clearly defined acceptance criteria that leave no room for ambiguity or uncertainty. Practical Tips for Writing Better User Stories The hosts wrap up with actionable guidance for developers: Speak up – Don't code vague tickets without asking questions. Push for the “so that” – The business value matters most. Write acceptance criteria – Define what “done” means. Break down big stories – Smaller, testable stories are easier to validate. Stay user-focused – Keep technical details in subtasks, not in the story. Example: Bad: Add a contact form. Good: As a potential customer, I want to fill out a contact form with my name, email, and message, so that I can get in touch with the company about their services. This richer story sparks the right questions: Which fields are required? Should multiple contact methods be supported? These clarifications lead to solutions that match real needs. Final Thoughts By revisiting this subject, Rob and Michael remind us that user stories are more than backlog items—they are bridges between developers and customers. Writing better user stories keeps teams aligned, prevents rework, and ensures projects deliver meaningful results. Implied requirements are not good requirements. Defined requirements are good requirements. Stay Connected: Join the Developreneur Community We invite you to join our community and share your coding journey with us. Whether you're a seasoned developer or just starting, there's always room to learn and grow together. Contact us at info@develpreneur.com with your questions, feedback, or suggestions for future episodes. Together, let's continue exploring the exciting world of software development. Additional Resources Updating Developer Tools: Keeping Your Tools Sharp and Efficient Building Your Personal Code Repository Your Code Repository and Ownership of Source – Consulting Tips Using a Document Repository To Become a Better Developer The Developer Journey Videos – With Bonus Content Building Better Developers With AI Podcast Videos – With Bonus Content

In this Marketing Over Coffee: Katie Robbert returns to talk Project Management, Software Development Lifecycle, Wednesday, and more! Direct Link to File Project Management, The List: Asana, JIRA, Monday, Trello, MS Project, Wrike, Basecamp, Airtable, Excel Project management vs. Task Management Project management vs. Digital Asset Management vs. Community Building Applying Software Development Lifecycle Practices […] The post What’s In Your Project Management Toolbox? appeared first on Marketing Over Coffee Marketing Podcast.