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A
All
right
so
setting
the
context
a
little
bit:
John
Mason
and
I
chatted
last
week,
just
about
analytics
value
stream,
stuff
plans
roadmap,
some
of
the
challenges
we
were
facing
and
some
of
the
customer
needs
just
like
having
more
actionable
contextual
information
and
and
boards
and
abuse.
He
suggested
that
we
kind
of
do
a
collaborative
design,
so
I
shouldn't
kind
of
talk
about
that,
a
little
bit
more
because
I
do
agree.
A
Kanban
boards
are
pretty
much
like
played
it
out
to
a
certain
degree
in
terms
of
what
they
can
do
and
since
we
have
everything
in
the
same
application,
we
have
a
unique
opportunity
to
look
at
the
value
stream
of
how
we're
closed
in
a
different
way.
So
I
think
we
kind
of
want
to
touch
on
that
a
little
bit
and
I,
don't
know
where
we
want
to
start
I,
don't
have
an
agenda
other
than
like.
Let's
talk
about
some
of
the
root
problems,
John
do
anything
you
want
to
add
to
TSM.
Well,.
B
What
what
I
might
recommend
is
that
I
we
share
a
few
ideas
and
competing
products.
You
share.
You
know
very
briefly,
some
of
the
work
that
you
had
done.
We
try
to
tie
in
box
that
to
just
a
few
minutes
and
then
we
go
into
a
sketching
exercise
and
just
have
everybody
do
their
own
sketches
for
a
few
minutes.
B
A
Sounds
good
if
you
want
I
can
kind
of
run
through
a
couple
different
products
that
are
out
there,
that
we
were
looking
at
or
at
least
from
playing
standpoint
if
I'd
be
helpful,
just
high-level
cool
I'll
share.
My
screen
should
go
see
this.
This
is
first
one.
This
is
pivotal
tracker.
This
is
kind
of
tailored
towards
teams
that
do
time,
box,
iterations
or
prints
scrump.
That
sort
of
thing
it's
not
necessarily
Kanban
board,
but
the
nice
thing
about
it
is
it's
all.
In
one
view
like
your
basic
work
item
is
a
story.
A
It'll
give
you
like
an
estimated
completion
date,
which
this
is
what
I
use
before
I
came
to
get
lab
just
because
it
was
simple.
It
was
all
in
one
view
and
then
I
literally
could
get
the
ice
box
where
all
the
news
news
stories
got.
Dumped
I
couldn't
organized
those
in
the
epics
and
then
you
can
also
drop
releases
into
this
kind
of
Timeline
view
and
they
kind
of
act
as
a
card.
A
So
you
didn't,
but
basically,
as
a
product
manager,
all
I
had
to
do
was
make
sure
that
the
these
were
prioritize
from
one
to.
However,
many
and
everything
went
through
like
a
normal
workflow,
where
you
just
start,
you
finish
a
card,
you
deliver
the
card
and
then
the
product
manager
or
whoever
the
stakeholders
accepts
and
rejects
it,
and
then
they
recently
well
not
that
recently
anymore,
but
they
added
a
bunch
of
analytics
into
it,
which
was
nice.
A
So
you
can
see
project
trends,
which
is
your
velocity
points
accepted
over
time,
and
you
basically
have
detailed
reports
for
each
these.
You
can
see
stories
accepted
a
cycle
time,
rejection
rate,
which
is
how
many
times
did
the
stakeholder
reject
a
delivery
at
issue
because
it
didn't
meet
the
acceptance
criteria
or
whatever
you've
burn
up
charts
cumulative
flow,
and
then
you
can
dig
into
kind
of
some
deeper
things
like.
If
you
want
to
portray
ssin
report,
you
can
get
that
you
can
get
a
breakdown
of
your
epics
of,
like
you
know,
points
in
progress.
A
What's
the
like
completion
date
for
this,
so
it's
like
a
quick
way
to
do
that.
You
also
have
released
reports,
which
is
a
similar
type
thing
to
an
iteration.
It's
just
a
bigger
time
box,
like
our
milestones,
an
activity
breakdown
that
has
kind
of
details,
and
then
your
cycle
time
for
different
things,
so
you
can
actually
see
it
/,
pretty
sure
and
then
I
guess
that
will
roll
up
into
this
like
kind
of
nice
chart
here
that
ends
up
happening,
but
it's
not
meant
for
like
a
giant
portfolio.
A
C
A
All
in
one
thing-
and
it's
all
prioritized,
there's
not
like
there's
not
I,
don't
have
to
have
cross
sections
of
workflow
States
right.
So
in
people
attractor,
you
can't
define
like
what
steps
a
story
goes
through
it's.
Basically,
it's
a
five
for
you.
You
start
it
right,
you
finish
it
you
deliver
it
and
then
you
accept
to
reject
it
and
that's
it
so
I
don't
need
those
like
horizontal
or
I,
mean
vertical
swim
lanes
and
what's
nice
about
it
is
that
it
ties
together.
A
A
Well,
how
much
can
we
fit
into
a
sprint
like
it
just
will
say
like
this
is
what
you
can
do
based
on
what
you've
done
in
the
past,
and
you
know
if
you
happen
to
get
done
with
all
your
stuff
great.
You
can
pull
new
things
in
like
it's,
not
keeping
you
from
doing
that,
but
it
just
simplified
one
view
never
have
to
go
anywhere
else
like
to
manage
at
least
like
and
they're
saying
what
we
can
plan
what
we
can
get
done
what's
in
flight,
that
sort
of
thing
yeah
really.
C
A
They
had
to
how
you
can't
start.
So
if
you
notice
here
like
this,
is
the
story
point
scale
and
you
can
set
it
up
like
on
a
per
project
basis,
so
I
think
you
can
go
into
more
settings
and
you
basically
pick
when
you
start
your
iteration.
What
the
project
starts
time
zones,
how
long,
how
many
weeks
long
they
are.
A
You
know
initial
velocity
and
then
what
your
point
scale
is
so
because
you
do
that,
it
will
basically
force
you
to
estimate
it
before
it
can
be
started,
which
is
helpful
because
then
you,
basically
you
add
this
before
is
we
would
have
backlog
grooming
sessions
where
we
would
just
go
through
and
like
we'd
hop
on
a
call
like
this
and
we
talk
through
it
was:
what
is
this
story?
I
mean
we'd
have
a
conversation
about
it
and
then
the
engineers
would
just
wait
on
it.
We
go
the
next
one
and
talk
about
it.
A
So
it's
more
synchronous,
conversational
type
approach
to
things
which
is
like
in
the
traditional
agile
sense.
The
the
card
which
we
have
on
our
boards
in
which
were
here
is
supposed
to
represent
a
conversation
right,
and
so
you,
don't
you
don't
write
a
bunch
of
requirements
on
it,
because
that's
wasteful,
like
what,
if
you
don't
end
up
doing
it,
you
like
basically
write
a
sentence,
is
a
placeholder
have
that
conversation,
and
then
you
talk
about
it
right
before
we
start
it
and
flush
it
out
and
put
an
estimate
on
it.
So.
D
It's
totally
fine.
Those
were
good
questions.
I
just
wanted
to
kind.
We
walk
through
that
left
column
and
ensure
that
I
understand
how
its
functioning.
If
you
don't
mind
so
it
looks
like
we've
got
items
that
are
starred
and
bugs
I'm.
Guessing
that's
issue
types
you
know
feature
versus
bug
or
something
like
that.
Is
that
correct,
that's
correct.
A
You
can
have
right
here,
you
can
add
a
story
type
which
is
a
feature
bug
chore
or
release.
The
release
is
the
thing
that
will
give
you
like
kind
of
the
milestone
and,
if
you
like,
create
a
like
release,
dot
one
dot,
zero
or
something
like
this
I
can
go
ahead
and
set
it
a
fixed
date
for
this
and--but,
based
on
the
date
that
I
set.
It
will
automatically
put
that
down
into
my
Timeline
view
right,
so
I
can
I
can
drag
it
around
and
if
I
say
the
release
is
on
a
given
date.
A
It
will.
It
will
basically
give
me
a
burn
down
chart
for
everything
above
this
that
we
need
to
get
done
before
it.
So,
like
that's
kind
of
how
you
include
everything
above,
it
gets
included
in
release
and
then,
if
the
date
moves,
it
will
actually
show
you
the
things
that
will
fall
out
of
it.
If
you
can't
get
them
done
by
that
date.
So
so.
D
A
It
defines
these
dates,
because
these
are
what
I
said
in
my
settings
over
here
for
my
iteration
schedule,
so
I
said
it
starts
on
the
20th
mightor
issue.
Length
is
one
week
and
that's
it
so
it's
it.
It
basically
automatically
creates
a
new
iteration
for
me
every
week,
starting
on
Monday,
because
that's
what
I
said
so
you
see
this
number
right
here
is
the
iteration
count,
and
then
this
is
the
date
of
the
iteration,
if
that
makes
sense.
So
it's
basically
saying
in
this.
A
This
is
my
current
one
right
here,
which
is
27
through
May
3rd,
or
maybe
that's
one
coming
up
next
week.
I'm,
not
sure
you
know
that's
this
week
yeah.
So
this
is
what
this
week
is.
This
is
next
week's
this
is
the
following
week,
and
I
only
have
one
thing
in
next
week
because
I,
my
velocity
is
10,
and
this
is
like
an
eight-point
story,
so
I
can't
fit
anything
else
below
it,
but.
D
A
Finished
work
so
usually
like
the
way
the
the
workflow
would
go
is
like
an
engineer,
would
click
start
or
they
would
use
a
commit
hug
or
something
like
that
from
a
branch
and
get
help
or
get
lag
or
whatever,
and
it
would
basically
say,
I'm
going
to
start
this
issue,
which
would
change
transition
to
the
state
when
they
get
their
issue
up
for
reviews
they
would
click
finish,
you're,
ready
for
use
and
then
more
or
less.
This
would
basically
be
saying
it's
in
review
right
now,
because
it
hasn't
been
delivered
after
the
review
is
done.
A
It
gets
merged.
You
had
delivered,
which
means
it's
live
somewhere,
that
a
stakeholder
can
go,
accept
it,
and
then
this
is
where
I
would
go,
accept
it.
In
whatever
environment
we
had
for
our
acceptance,
environment,
usually
production
and
so
I
could
go
through
and
be
like.
Okay,
yes,
this
meets
what
we
talked
about.
This
meets
my
expectations,
the
stakeholder
and
then
I
click
accept
you
know,
and
so
this
was
particularly
useful
as
a
proc
donor
or
product
manager,
but
also
as
somebody
who
worked
with
external
stakeholders
that
had
like
you
were
our
customers.
A
We
were
building
things
for
they
they
had
to
be
the
ones
who
accept
it
because,
like
it
was
the
sign
of
saying
this
meets
what
we
talked
about
like
here
like
make
sure
it
conforms
to
what
you
expected
and
then,
if
they
would
reject
it,
we
would
have
a
conversation
be
like
it
is
a
surreal
rejection
or
like
in
the
original
requirements
we
missed,
or
is
this
something
that,
like
you
want?
You
think
you
want,
but
you
didn't
specify
it.
A
C
B
A
I
would
go
through
you
can
like
in
the
ice
box.
You
can
like
kind
of
drag
and
drop
things
around
too
so
similar,
like
you,
have
your
things
that
have
been
prioritized
like
we're
going
to
do
this
and
then
you
have
I
would
maintain
the
drag-and-drop
order
here,
I
personally,
what
I
would
do
and
when
I
would
start
beating
over
like
50
like
where
I
couldn't
see
it?
A
In
one
view,
I
go
to
the
bottom
when
I
delete
everything
which
I
know
it
sounds
crazy,
but
the
theory
is
like
maintaining
a
lot
of
stories
around
is
actually
more
confusing
because
people
don't
know
what's
accurate
or
what's
not,
and
it's
basically
like
a
you,
consider
an
inventory
that
is
an
inventory
cost
money
to
hold,
so
don't
keep
it,
and
if
it's
something
important,
it
will
come
up
again
and
you'll
prioritize
it.
You
know
so.
A
B
E
Just
before
you
do
that
Joe
Mason,
maybe
I
can
I
can
summarize
the
key
things
that
I
think
came
out
of
that.
So
we're
all
on
the
same
page
and
I
listen
to
some
of
the
features
there.
Doesn't
you
go
through
the
features,
but
I
think
maybe
some
of
the
principles
that
seemed
to
stand
out
for
day
were
optimizing
for
the
p.m.
to
prioritize.
E
B
A
B
All
right,
I,
I'm,
just
gonna,
share
this
screen
real,
quick
and
then
one
more.
What
we're
looking
at
here
is
a
board
from
version
one,
and
the
thing
I
want
you
to
see
here
is
that
this
is
like
a
Kanban
board
in
that
you've
got
columns
representing
stages
of
your
process,
but
you
can't
actually
see
the
text
of
the
stories
here
and
that
might
seem
like
a
big
limitation
and
in
some
ways
it
is.
But
on
the
other
hand,
it
definitely
helps
me
understand
what
I
need
to
worry
about.
B
I
can
clearly
see
red
dots
where
I
need
to
pay
attention
to
things
to
intervene
where
something
is
stuck
or
something's
problematic.
So,
if
you're,
what
you're
trying
to
do
is
kind
of
understand
the
flow
of
work
understand
what
sorts
of
things
I
need
to
act
on
have
prompts.
You
know
in
a
stand-up
meeting
or
something
like
that.
This
is
pretty
helpful.
B
D
I
worked
at
version
one
for
four
years:
awesome,
no
good!
You
can
bring
lots
of
insight
into
this
I
didn't
work
in
the
particular
product,
but
I
know
that
one
of
the
problems
with
this
view
was
that
people
couldn't
quickly
see
what
was
red
and
what
was
green
in
terms
of
the
details,
so
they
would
have
to
actually
hover
to
interact
and
get
that
information.
Yeah.
B
D
C
D
B
In
terms
of
helping,
you
understand
your
flow
across
many
different
tools
and
the
dots
represented
specific
issues
or
work
items
and
each
stage
could
be
defined
with
a
query
that
and
then
there
were
value
stream
kind
of
metrics
underneath
and
if
something
needed
attention
you
know
there'd
be
a
little
red
circle
and
to
highlight
it.
But
one
of
the
things
that
you
see
here
that
I
think
is
really
interesting.
B
Is
that
if
you
look
at
the
way
people
use
Kanban
when
they're
just
using
visual
boards,
it's
not
a
linear
flow,
they
actually
will
have
branches
in
their
flow.
You
know
different
queues
where
work
is
coming
in
and
being
groomed
by
different
people
or
different
activities,
and
then
they
might
join
in
an
area
and
the
traditional
Kanban
board
can't
pick
that,
whereas
something
like
this
could
and
I
I
think
that
can
be
a
really
valuable
tool
in
describing
your
your
process.
So
that's
all
I
wanted
to
share
to
just
get
some
ideas
going.
I.
A
Think
one
other
thing
kind
of
about
value
stream.
Why
it's
important
is
like,
like
a
gala,
we
talked
about
merge,
request,
throughput
and
like
having
a
certain
amount
per
month
per
engineer,
but
one
of
the
things
we're
not
looking
at
is
like
lead
time.
So
I
think
it
was
surprising
when
we
did
that
hoc
retro
when
I
brought
up
the
data
point
that,
like
even
omitting
weekends
like
the
average
time,
an
issue
goes
from
ready
for
development
till,
like
out
of
verification,
is
53
days
right.
A
So
like
you're,
looking
at
when
you
fragment
your
work
across
all
these
different
things,
you're
actually
slowing
down
delivering
any
one
piece
of
value,
and
it's
like
totality
and
I.
Think
that's
where
our
boards
don't
help
us
understand
that
and
don't
help
us
like,
might
not
work
on
a
bunch
of
fragmented
things,
but
work
on
things
from
start
to
finish
like,
even
if,
even
if
you
have
10m
ours,
you
can
do
timmmmm
ours
against
one
of
value.
Instead
of
1mr
against
ten
pieces
of
value
right
makes
it
get.
B
It
over
the
line,
yeah,
that's
super
important,
because
our
natural
instincts
often
are
have
us
doing
the
wrong
thing
in
terms
of
optimizing
that
whole
flow
and
so
prompting
users
to
take
the
right
action
that
actually
accelerates
you
know,
delivery
and
reduce
the
cycle.
Time
is
something
people
need
a
lot
of
help
with,
because
our
instincts
are
usually
wrong.
Actually
about
that.
B
We
tend
to
think,
for
example,
that
putting
a
high
priority
on
an
item
will
make
it
go
faster,
but
the
study,
that's
that
I
have
done
suggests
that
it
can
be
more
important
what
day
of
the
week,
you
start
it
when
you
actually
look
at
the
metrics
as
far
as
when
you
you
know
something
gets
delivered
so
just
providing
more
kind
of
insights
and
prompting
users
making
it
easy
for
users
to
do
the
right
thing
pick
up
the
right
work.
B
It's
pretty
important,
all
right,
I'm,
very
anxious
to
see
us
get
creative
and
so
I
don't
want
to
talk
anymore,
but
if
we
could
go
heads
down
for
a
few
minutes
just
drawing
some
things.
The
whole
point
here
is
to
just
come
up
with
crazy
ideas
that
might
help
us
learn
and
take
us
to
another
step
of
innovation.
So.
E
So
if
I
can
maybe
frame
the
the
ideation
exercise,
it's
probably
useful.
If
we
are,
we
go
divergent,
but
we
focus
it
on
a
particular
sort
of
opportunity
or
area
that
we
want
to
tackle.
So
maybe
based
on
the
stuff
that
that
Gabe
and
job
Mason
we're
talking
about.
We
can
sort
of
frame
the
job
to
be
done
specifically
that
we
want
to
tackle
or
the
view
or
the
the
workflow
that
you're
interested
in
in
particular,
and
then
we
could
sort
of
diverge
around
that.
A
That's
right,
I
think
it
is
like
what
what
do
I
need
to
do
to
help
unblock
my
team
and
then
was
my
team
need
to
do
to
help
deliver
customer
value
faster
or
in
a
more
efficient
way,
basically,
and
understanding
that
like
without
having
to
leave
without
having
to
open
tabs
and
like
just
in
one
place
one
view
one
workflow
I
think
that's
basically
the
job
to
be
done.
I,
don't
know
if
the
kini
you
wanna
add
anything
or.
F
Yeah,
that's
I'm,
I'm
processing,
I'm,
getting
through
my
first
cup
of
coffee
here
so
I'm
running
I'm
running
below
the
speed
limit
now
I
think
we're
on
where
I'm
just
trying
to
keep
I
guess
where
I'm
struggling
is
also
it's
it's
impossible
for
me
to
ignore
the
expectation
from
the
folks
coming
over
from
the
JIRA
platform,
and
so
this
is
where
I
usually
get
locked
into
the
idea
of
horizontal
columns
and
drag-and-drop
functionality
and
so
I'm
trying
to
trying
to
break
my
presuppositions
on
what
that
error
looks
like
for
users
transitioning
over.
Oh.
A
Yeah
I
would
say
you
can
still
have
drag
and
drop
like
like
I
shouldn't
put
like
you,
can
drag
drop
stuff
from
pivotal
tracker.
No,
but
it
also
automatically
moves
things
for
you
so
like
you,
don't
have
to
have
one
or
the
other
I
guess
no,
but
the
job
is
basically
like
we're
sitting
down
as
a
team,
and
we
need
to
figure
out
the
next
thing
to
work
on
and
then
the
next
thing
and
the
next
thing,
and
we
need
to
move
that
work
item
through
whatever
our
workflows
in
the
most
efficient
way.
F
F
A
Be
part
of
it,
but
it's
also
like,
even
if
we
have
fantastic
back
management,
we
still
have
to
manually
drag
things
through
our
issue
board.
Now
we
still
have
to
manually
move
things
and
like
open
tabs
and
like
look
at
the
latest
comment
and
then
open
a
merge
request
to
find
the
link
to
review.
It
then,
like
just
all
these
things
that
that's
where
we
talk
about
like
that's,
clicks
and
that's
brain
space
that
we're
we're
losing
basically
so
too
wasteful
exercises.
Instead
of
making
it
like
something
that
users
shouldn't
have
to
go.
D
That's
a
quick
question:
this
is
really
a
question
to
all
the
PM's,
but
would
you
say
it's
more
about
clearing
obstacles
and
reducing
interferences
such
as
blockers
and
that
kind
of
thing
or
helping
the
team
to
understand
the
highest
value
and
the
priority
order
and
I
thought
it
was
really
interesting.
What
John
was
saying
about
setting
the
highest
priority
doesn't
necessarily
make
a
difference.
D
A
Is
part
of
the
problem
right
so
in
pivotal
tracker,
it's
easy
because
you
just
maintain
a
prioritized
list
of
like
your
backlog
and
your
Sprint's,
you
everything
has
one
one
view
one
order,
it's
all
relative
to
each
other.
So
no
an
engineer
just
goes
and
picks
up
the
next
thing
on
the
list.
They
don't
ever
have
to
look
anywhere
else
so
like
what's
the
next
thing,
that
I
can
click
start
on
and
that's
what
they
do
right.
E
And
how
can
I
address
that
so
communicate
in
that
sort
of
value
to
PMS?
Would
it
does
that?
Does
that
make
sense
to
break
it,
break
it
down
into
two
ten-minute
sort
of
sprints,
and
then
we
come
back
and
we
can
well.
Actually
we
can
do
both
at
the
same
time
and
then
we
can
spend
around
15
minutes
of
clustering
stuff
together
and
figuring
out
some
different
ideas
and
concepts
that
emerge
from
it.
That's.
A
E
One
thing
that
we've
used
in
the
past
ignore
that
logo
right
there
is
a
concept
sheet,
so
the
minimum
unit
that
you
want
to
be
using
for
these
sort
of
divergent
activities
isn't
isn't
a
sticky
note,
it's
a
concept
sheet,
something
which
gives
you
a
rough
idea
with
an
illustration.
It
doesn't
need
to
be
beautiful.
It
just
needs
to
get
the
point
across
something
with
the
title,
some
note
and
some
notations
just
to
get
the
idea
out
there.
You
can
do
that
on
a
piece
of
paper.
E
You
can
do
that
a
mural
whatever
you
want
and
then
we'll
try
and
get
a
more
like
10
to
15
of
these
each
and
you
need
to
worry
about
whether
they're
there
quality
or
not
just
get
as
many
things
out
there
as
possible
and
and
sort
of
just
stretch
yourself.
So
let's
spend
15
minutes
using
concept
sheets
to
try
and
address
different
ways
of
helping
teams
figure
out,
what's
blocking
them
and
what
their
value
drivers
are.
E
D
B
I
think
this
is
gonna
be
one
of
many
rounds
and
I'd.
Rather
we
were
a
little
less
structured
and
just
a
little
bit
more
brainstorming
at
first
and
then
we
can.
You
know,
after
we've
kind
of
gotten
our
fingers
into
the
problem
a
little
bit.
We
can
hone
and
you
know
we
can
get
a
little
crisper
and
so
on,
but
I'm
curious
to
just
see
everybody
get
their
fingers
dirty
with
the
with
a
problem
play
around
okay.
E
E
E
E
E
So
we
are
able
to
sort
of
flick
between
those
two
things.
Another
idea
was
creating
like
a
personal
value,
matrix
2x2
chart
that
that
consultants
use
showing
urgency
on
one
dimension
and
value
on
the
other,
and
and
allowing
you
to
sort
of
see
where,
where
there
are
areas
of
high
value
that
you
can
pursue.
E
Having
prompt
when
a
developer
developer
picks
up
like
a
an
issue
or
an
mr
prompting
them
saying,
you
could
be
working
on
something
else
which,
if
that's
urgent
or
something
like
that,
representing
the
value
stream,
abstraction
away
a
lot
of
the
the
details
of
the
units
but
showing
it
as
a
like.
A
sales
funnel.
Almost.
E
D
Alright
I'm
going
to
share
my
screen.
Real
quick
I,
probably
should
have
gone
more
for
number
of
ideas
rather
than
level
of
detail,
but
I
started
out
with
kind
of
a
standard
board
swimlanes,
because
I
love,
pivotal
approach
to
you
having
the
dates
in
there
not
visible
here,
but
my
thought
was
sort
of
a
predefined
fixed
backlog
that
you
can
pull
from
ready
as
kind
of
the
things
that
have
been
prioritized.
Some
of
this
is
pretty
standard,
of
course,
but
also
including
a
couple
of
additional
features
to
help
provide
insight
to
the
team.
D
So
we
have
now
a
configurable
section
and
then
also
a
recommended
section.
So
what
I'm?
Thinking
with
that-
and
this
is
all
very
messy
and
I
apologize
for
that.
Let
me
see
if
I
can
rotate.
This
really
quick
is
that
you've
got
these
options
within
configure
to
allow
you
to
show
what
you
determine
what
you
want
to
see
and
not
see
just
to
kind
of
clear
the
clutter
off
of
the
board
and
simplify
the
view.
So,
if
you
want
to
see
labels,
you
can
turn
on
labels.
D
If
you
don't,
you
can
hide
them
same
with
participants,
but
then
also
having
more
options
to
see
additional
types
of
work
items.
In
addition
to
just
issues,
you
can
also
expand
to
see-
maybe
your
epics
and
your
M
Mars,
and
haven't
quite
sorted
through
how
that
would
all
relate
to
one
another
in
the
actual
board
view,
but
just
giving
the
user
more
power
to
configure
what
they're
looking
at
and
then
recommended
section
so
based
on
maybe
the
the
settings
that
the
PM
has
configured.
D
It
provides
recommendations
for
what
needs
to
be
defined
as
priority,
because
Gabe
said
that
sometimes
the
PM's
don't
always
get
it
right.
So
maybe
the
system
can
help
to
provide
insight
to
them
as
to
what
to
work
on
first
based
on
timelines
and
weight
and
team
capacity,
and
then
maybe
make
recommendations
with
an
option
for
them
to
move
those
issues
into
sort
of
a
priority
position
in
the
board
view,
and
that's
what
I've
got.
D
A
A
The
ideas
like
these
would
be
configurable
by
the
end-user,
what
they
do,
but
you
have
more
or
less
grouping
everything
into
this
like
kind
of
feature
bucket
and
then
that
at
the
top
feature,
or
the
most
important
bucket
of
things
is
always
at
the
top
and
the
second
and
you
have
to
maintain
a
numbered
order
and
it's
visible,
like
everyone
basically
so
like.
But
from
this
view
I
can
add
a
new
epic
or
a
big
feature
and
I
can
see
everything
grouped
together.
A
I
also
have
like
my
my
cycle
time
more
or
less
in
each
of
these
stage
and
I'm
highlighting
automatically
what
the
biggest
constraint
and
my
flow
is,
because
you
can
only
have
one
bottleneck
at
a
time,
and
so
this
is
basically
highlighting
what
that
is,
and
it
will
change
dynamically
based
on
what
the
bottleneck
is
is
as
things
evolve.
But
then
your
little
dots
kind
of
have
are
your
status
indicators
of
things
and
so
like
for
this
one
example.
A
You
know
the
average
time
is
four
days
here,
but
this
one
that's
been
in
here
for
seven
days,
which
is
like
what's
understand.
Why
is
like
stuck?
Do
we
need
to
like
support
that
and
then
contextually
changing
these
dots
based
on
other
things,
like
you
know,
something's
blocked
going
here?
Can
we
get
it
unblocked,
but
then
all
of
rolling
that
up
until
like
here's,
here's
an
estimated
completion
date?
A
So
if
I
can
figure
out
how
to
cut
scope
from
this-
or
you
know,
remove
things
that
might
that
date
might
change,
but
the
idea
is
you
could
open
any
of
these
in
this
view,
like
you
know,
overlay
or
something
like
that
to
interact
with
the
issue
or
the
object
to
get
more
context
without
having
to
leave
this
view.
So
that's
what
I
got.
E
B
C
Probably
a
little
bit
more
silly
crazy,
but
yeah
from
the
conversation
I
was
hearing
that,
like
the
important
things
I
pulled
out,
is
like
highlighting
what
hasn't
been
groomed,
highlighting
what
has
been
sitting
for
a
long
time,
highlighting
what
it's
at
at
what
stage
highlighting
customi
needs.
What
people
ask
for
letting
engineers
know
what
the
next
thing
you
know.
They
should
be
working
on
or
automating
that
maybe
it's
the
one
eye
highlighting
that
things
need
to
be
updated,
lock
in
certain
dates.
I'm
thinking.
C
Maybe
there
are
some
automation
around
that
and
then
I
think,
like
a
single
source
of
truth
is
always
kind
of
a
problem.
Something
I
think
would
be
interesting,
would
be
some
kind
of
rules,
I
didn't
like
it
or
into
any
of
these,
but
yeah
I,
like
the
idea
of
prioritizing
by
customer
I,
think
it
could
be
kind
of
interesting
I.
Don't
know
what
that
would
look
like
I
was
thinking,
maybe
with
the
up
books.
C
We
have
there's
some
kind
of
priority
line
and
then
we
Auto
pirate
eyes
high
highly
things
that
users
care
about,
and
then,
if
we
do
prioritize
those
it's
like
very
intentional
about
like
okay
cool,
like
you're,
disappointing
eighty
people
by
D
prioritizing
this
right
and
like
you
have
to
say:
okay,
yeah
I'm,
fine,
and
if
it
sits
for
a
long
time
or
you
D,
prioritize,
deviant
change
and
it's
like
80
customers
for
being
ignored,
deleting
ungroomed
issues.
So
I
like
the
idea.
C
Again,
this
is
just
scratching
the
surface
that
maybe
even
just
when
we
allow
people
to
kind
of
set
the
capacity
we
could
be
like
all
right,
Donald
has
capacity
to
say
fun.
Like
eight,
you
know,
a
way
of
a
cushaw
could
take
ten.
If
you
saw
is
you
know,
he
has
some
capacity
things
that
are
groomed
into
sitting
this
auto-assign
to
him.
C
F
C
F
The
idea
of
like
a
dependency
chain
or
a
dependency
map
that
we
can
visualize
to
help
showcase,
if
maybe
works,
been
done
out
of
sequence
or
help
identify
what
work
should
happen
next.
So
you
know
here
are
the
high
level
idea.
Is
that
you
know
if
you
hover
over
an
item
or
click
a
button
whatever?
If
you
access
a
dependency
map,
it
actually
highlights
issues
that
are
blocking
each
other
and
like
has
it
and
doesn't
actually
the
full
chain,
not
just.
E
Cool
so
we're
at
time
right
now,
but
what
I
recommend
that
we
do?
Is
we
flesh
out
and
just
make
sure
that
each
of
these
concepts
that
we've
created
is
highlighted
within
this
mural
document
and
sort
of
annotated?
Just
enough,
so
we
understand
what's
going
on
and
then
from
there.
Maybe
Gabe
and
and
John
Mason
can
start
highlighting
some
of
the
ideas
that
are
most
attractive
and
that
maybe
we
could
explore
or
combine
or
whatever
it
may
be.
E
A
F
For
me,
I
think,
having
a
little
bit
of
focus,
helps
and
then
also
just
accepting
the
context
of
the
reality
that
we're
in
right.
There
are
things
that
we
have
users
who
expect,
and
we
do
have
like
you
know.
Customized
workflows,
like
I,
struggled
to
see
a
scenario
where
we
get
away
from
that
and
still
move
making
progress
against
Europe.
F
So
I
think
it's
like
it's
great
that
we
have
all
these
great
examples
in
the
market
to
draw
inspiration
from,
but
like
focus
on
light,
a
little
more
focus
on
here's,
two
or
three
things
to
focus
on
early.
Maybe
one
job
to
be
done
to
really
nail
in
might
it'll
help
me
at
least
kind
of
mentally
prep
for
a
session
like
this
good
feedback,
but
overall
yeah.
It's
great.
E
Yeah
I
I
think
a
clue
in
coming
in
with
a
more
clearly
defined
problem
statement
and
and
sort
of
a
set
of
in
a
set
of
inspirations
in
for
being
sort
of.
Why
it's
interesting
and
then
allocating
potentially
a
little
bit
more
more
time
to
this
as
well,
so
it
doesn't
feel
so
rushed
and
we
we
have
more
opportunity
to
go
through
like
a
collaborative
cycle,
so
yeah
I
think
next
time,
I'm
done
I've
done
like
a
lot
of
these
design.
Thinking
workshop
things
so
I'm
happy
to
sort
of
prep
for
the
next
time.