In a separate frame, we plan order and timing of the necessary work. Then, we draw up a table to compare the solutions, and we make an estimate of labor costs. “In my team, we use the board to plan initiatives and design technical solutions for them.įor example, as we start working on a new initiative, we create a frame, add requirements, brainstorm ideas, collect several prototype circuits, and immediately carry out the necessary research.
Plan initiatives and design technical solutionsĪlex, engineer from the Business Logic Core team: What we used to create the board: tables, sticky notes, uploads, text. This approach doesn’t completely replace live communication, but it brings a remote team closer together.” For example, it’s easier to choose gifts now. Sometimes, it’s interesting to go to the board and remember who from the team likes what. We use basic functions on the board: stickers, text, pictures, and tables. Every day, before or after a team meeting, we go to the board, pick a question, in a couple of minutes we come up with an answer, and then we share it with the team. On a separate board in Miro, we collect questions that people ask each other in everyday life: what kind of music you like, what movies you’ve watched recently. We took the popular icebreaker approach, brought it over to Miro, and made it a regular fixture. As a result, we chose simple conversations about what we are interested in. We tried different formats to keep the conversation going: Zoom dinners, online board games, chat rooms.
The conversations we have when everyone works in the same place turn out to have a profound effect on team spirit, attitude, and how we feel about work. “When the team switched to remote mode, we lost an important part of work: live communication. Ilia, Team Lead of the Activation and Engagement teams: What we used to create the board: frames, Kanban, cards, Jira cards, sticky notes, text. If the grades get low, it’s a trigger to discuss and to identify the cause to improve the situation in the next sprints.” Each team member can rate how happy they are with the sprint, and how safe they feel. If we run into problems during the sprint, we write them down as topics for discussion during our retro.
If the result of such a task is code, the card is converted to a Jira task directly from the board. Miro cards: activities not related to writing code. We use a Kanban widget, which we break down by day of the week and by team member.Īs a result, the Kanban widget holds two types of cards: We currently sprint on a Miro board with the Jira integration. “We used to plan sprints in Jira, but it took a lot of time due to the complex interface and the inability to see the whole picture. What we used to create the board: frames, sticky notes, shapes, text Plan sprints To give a more accessible explanation of the structure and the difference between plans in Miro, useful also to train new employees, we created a Miro board, where we schematically visualized a complex technical mechanism.” This took a very long time, and it required constant refinements. Therefore, for users to understand the meaning of each term in our realities, it’s necessary to define each term separately. This approach doesn’t always help solve an issue, because different services use the terms “team”, “account”, “profile”, and so on, differently. We try to keep complexity to a minimum to avoid overloading people, so we explain many product and technical issues in simplified terms.
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Besides solving technical problems, we engage also in user education, and we suggest how to conveniently and effectively adapt Miro to specific use cases. “In the support team, we strive for an easy and open dialog with users.
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