Gain more control over projects and quality with Jira

Software development requires structure and flexibility. Every project brings new requirements, dependencies, and priorities. At SST Software, we use Jira to manage this dynamic. The system helps us gain insight into work, clearly assign responsibilities, and monitor progress.

Jira is more than a tool; it's a way of collaborating. Through consistent processes, clear workflows, and transparency of progress, we don't just build software; we build trust. This aligns with our core values: quality, collaboration, and reliability.

Each project within SST Software has its own place in Jira. The project manager sets up the project, determines the process type, grants access, and manages authorizations. Because Jira uses a strict permissions structure, we maintain control and security over sensitive information. If you encounter any limitations, you can always contact your project manager.

By centrally managing our processes through the project manager, we ensure that every project is set up according to proven methods. This provides structure and trust for the team and the client.

Within Jira, we work with two process types: Kanban and Sprint.

• Kanban focuses on a continuous flow of work. The backlog is divided into work in progress and work in progress.
• Sprint works in defined iterations. In this method, we plan in advance the tasks that will be completed within a sprint (usually two weeks).

Both methods revolve around one principle: transparency. The backlog shows exactly what still needs to be done and what is already underway. This allows us to respond quickly, adjust priorities, and collaborate effectively.

Thanks to our years of experience with both methods, we know exactly which approach best suits the nature and phase of a project.

In Jira, we describe each piece of work in a ticket. There are three main types:

• Feature: a new feature, function, or change in the application
• Bug: a deviation from the specification or expected behavior
• Technical debt: improvements or refactorings that were previously postponed

We also have Epics: overarching tickets that bundle multiple smaller tickets. This way, we maintain an overview of larger themes or releases.

New tickets are easily created using the Create button and appear at the bottom of the backlog. From there, they are prioritized and dragged to the appropriate location. In Sprint projects, tickets can be added directly to a sprint, provided it's not already active.

By always defining tickets consistently, we create clarity in our communication and execution. Everyone knows what's expected.

Each ticket goes through three main phases:

1. Preparation: preparation and specification
2. In progress: execution and testing
3. Done: completion and delivery

Within these phases, we distinguish different statuses.

For example:

• Preparation: "Waiting for review" or "Ready to start"
• In progress: "Testing", "Waiting for acceptance"
• Done: "Delivered" or "Rejected"

This way, we always have an overview of where every piece of work is. This transparency allows teams to collaborate better and clients to see the progress of their project in real time.

This method ensures control, predictability, and trust. Internally and externally.

Our workflow is the backbone of every project. Each ticket goes through fixed steps, from preparation to delivery, ensuring consistency and quality.

The ideal route looks like this:

• Preparation: ticket created and completed
• Review: review by lead engineer
• Ready to start: approved and scheduled
• In progress: execution and testing
• Delivered: completed and delivered

Deviations are possible, but always traceable. This way, everyone always knows where the ticket is and who needs to take the next action.

By working with a proven workflow, we create predictability and trust.

Everything we do starts in the backlog. This is where we collect all requests, bugs, and improvements.

Our motto: "Work that's not on the backlog doesn't exist."

The project manager oversees priorities, while the business analyst helps with the content development. This keeps the focus on what truly adds value.

Thanks to this structure, we ensure that no detail is overlooked.

Ultimately, it's all about delivery.

When work is completed, we bundle tickets into a release. These releases are defined in Jira by the lead engineer. Tickets that are part of a release are linked via the "Fix Version" field. The Releases tab shows which versions exist, which tickets are included, and their status.

With a single click on "Release Notes," an overview of all delivered components is automatically generated, a valuable tool for customer communication.

By releasing in a structured manner, we deliver not only software but also continuous value. Every project step is measurable, manageable, and traceable.

At SST Software, we believe that structure is the foundation for freedom. Thanks to Jira, our teams can work more efficiently, provide customers with real-time insight, and celebrate successes together.

Whether it's bug fixes, new features, or major releases: with a clear process, we maintain control over quality and progress, without losing the human touch of collaboration.

Want to know how we use Jira to keep projects running smoothly and deliver top-quality software?