Like DanielHonig we also use RallyDev (on a small scale) and it sounds like it could be a useful system for you to at least investigate.
Also, a great book on the user story method of development is User Stories Applied by Mike Cohn. I'd certainly recommend reading it if you haven't already. It should answer a lot of your questions.
I'm not sure if this is what you're looking for, but it may still be helpful. Max Pool from codesqueeze has a video explaining his "agile wall". It's cool to see his process, even if it may not necessarily relate to your question:
So here are a few tips:
We use RallyDev.
We created a view of packages that our requirements live in.
Large stories are labeled as epics and placed into the release backlog of the release they are intended for. Child stories are added to the epics. We have found it best to keep the stories very granular. Coarse grained stories make it difficult to realistically estimate and execute the story.
So in general:
Organize by the release
Keep
iterations between 2-4 weeks
Product owners and project
managers add stories to the release
backlog
The dev team estimates
the stories based on TShirt sizes,
points, etc...
In Spring planning
meeetings the dev team selects the
work for the iteration from the
release backlog.
This is what we've been doing for the past 4 months and have found it to work well. Very important to keep the size of the stories small and granular.
Remember the Invest and Smart acronyms for evaluating user stories, a good story should be:
I - Independent
N - Negotiable
V - Valuable
E - Estimable
S - Small
T - Testable
Smart:
S - Specific
M - Measurable
A - Achievable
R - Relevant
T - Time-boxed
I'd start off by saying Keep it Simple.. use a shared spreadsheet with tracking (and backup). If you see scaling or synchronization problems such that maintaining the backlog in a consistent state is getting more and more time-consuming, trade up. This will automatically validate and justify the expenditure/retraining costs.
A lot of these responses have been with suggestions about tools to use. However, the reality is that your process will be the much more important than the tools you use to implement the process. Stay away from tools that attempt to cram a methodology down your throat. But also, be wary of simply implementing an old non-agile process using a new tool. Here are some strong facts to consider when determining tools for processes:
A bad process instrumented with a software tool will result in a bad
software tool implemention.
Processes will change based on the group you are managing. The
important thing is the people, not the process. Implement something
they can work successfully in, and your project will be successful.
All that said, here are a few guidelines to help you:
Start with a pure implementation of a documented process,
Make your iterations small,
After each iteration talk with your teams and ask what they they
would change, implement the changes that make sense.
For larger organizations, if you are using SCRUM, use a cascading stand-up mechanism. Scrum masters meet with thier teams. Then the Scrum Masters meet in stand-ups of 6 - 9, with a Super-Scrum-MAster responsible for reporting the items from the Scum-Master's scrum to the next level... and so forth..
You may find that have weekly super-scrum meetings will suffice at the highest level of your hierarchy.
Mike Cohn 的书籍，特别是敏捷估算和规划将在这方面为您提供很大帮助阶段，并为您提供一些有用的技术。
祝你好运！
I would counsel you to think carefully before adopting a tool, especially since it sounds like your process is likely to be fluid at first as you find your feet. My feeling is that a tool may be more likely to constrain you than enable you at this stage, and you will find it no substitute for a good card-wall in physical space. I would suggest you instead concentrate your efforts on the task at hand, and grab a tool when you feel like you really need one. By that stage you'll more likely have a clear idea of your requirements.
I have run several agile projects now and we have never needed a more complex tool than a spreadsheet, and that on a project with a budget of over a million pounds. Mostly we find that a whiteboard and index cards (one per user story) is more than sufficient.
When identifying your stories, make sure you always express them in terms that make sense to your users - some (perhaps only small) piece of surfaced functionality. Never allow yourself to slip into writing stories about technical details that you could not demonstrate to a user.
The skill when scheduling the stories is to try to prioritise the things you know least about first (plan for what you want to learn, rather than what you want to do) whilst also starting with the stories that will allow you to develop the core features of your application, using subsequent stories to wrap functionality (and technical complexity) around them.
If you're confident that you can leave some piece of the puzzle till later, don't sweat on getting into the details of that - just write a single story card that represents the big conversation you'll need to have later, and get on with the more important stuff. If you need to have a feel for the size of what's to come, look at a wideband delphi estimation technique called planning poker.
The Mike Cohn books, particularly Agile Estimating and Planning will help you a lot at this stage, and give you some useful techniques to work with.
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与 DanielHonig 一样，我们也使用 RallyDev（小规模），听起来它可能是一个有用的系统，至少可供您研究一下。
另外，一本关于用户故事开发方法的好书是User Stories Applied作者：迈克·科恩。 如果您还没有读过，我当然建议您阅读它。 它应该可以回答你的很多问题。
Like DanielHonig we also use RallyDev (on a small scale) and it sounds like it could be a useful system for you to at least investigate.
Also, a great book on the user story method of development is User Stories Applied by Mike Cohn. I'd certainly recommend reading it if you haven't already. It should answer a lot of your questions.
我不确定这是否是您正在寻找的，但它可能仍然有帮助。 Codesqueeze 的 Max Pool 有一段视频解释了他的“敏捷墙”。 看到他的过程很酷，即使它可能不一定与您的问题相关：
我的敏捷墙（加上一些技巧）
I'm not sure if this is what you're looking for, but it may still be helpful. Max Pool from codesqueeze has a video explaining his "agile wall". It's cool to see his process, even if it may not necessarily relate to your question:
My Agile Wall (Plus A Few Tricks)
所以这里有一些提示：
我们使用 RallyDev。
我们创建了我们的需求所在的包的视图。
大型故事被标记为史诗并放入其预期版本的版本积压中。 史诗中添加了儿童故事。 我们发现最好将故事保持得非常细致。 粗粒度的故事使得现实地估计和执行故事变得困难。
所以一般来说：
按版本组织
保留
2-4 周之间的迭代
产品所有者和项目
经理将故事添加到版本中
待办事项
基于 T 恤尺寸的故事，
积分等...
开发团队选择的会议
为迭代工作
释放积压。
这就是我们过去 4 个月以来一直在做的事情，并且发现效果很好。 保持故事的规模小而精细非常重要。
记住评估用户故事的 Invest 和 Smart 缩写，一个好的故事应该是：
我——独立
N——可协商
V- 有价值的
E-可估计
S-小号
T - 可测试的
智能：
S - 特定
M——可测量的
A-可实现
R-相关
T-- 时间盒
So here are a few tips:
We use RallyDev.
We created a view of packages that our requirements live in.
Large stories are labeled as epics and placed into the release backlog of the release they are intended for. Child stories are added to the epics. We have found it best to keep the stories very granular. Coarse grained stories make it difficult to realistically estimate and execute the story.
So in general:
Organize by the release
Keep
iterations between 2-4 weeks
Product owners and project
managers add stories to the release
backlog
the stories based on TShirt sizes,
points, etc...
meeetings the dev team selects the
work for the iteration from the
release backlog.
This is what we've been doing for the past 4 months and have found it to work well. Very important to keep the size of the stories small and granular.
Remember the Invest and Smart acronyms for evaluating user stories, a good story should be:
I - Independent
N - Negotiable
V - Valuable
E - Estimable
S - Small
T - Testable
Smart:
S - Specific
M - Measurable
A - Achievable
R - Relevant
T - Time-boxed
我首先会说保持简单......使用带有跟踪（和备份）的共享电子表格。 如果您发现扩展或同步问题，导致将待办事项维持在一致状态变得越来越耗时，请升级。 这将自动验证并证明支出/再培训成本的合理性。
我读过一些关于 Thoughtworks 的 Mingle 的好文章。
I'd start off by saying Keep it Simple.. use a shared spreadsheet with tracking (and backup). If you see scaling or synchronization problems such that maintaining the backlog in a consistent state is getting more and more time-consuming, trade up. This will automatically validate and justify the expenditure/retraining costs.
I've read some good things about Mingle from Thoughtworks.
这是我对类似问题的回答，可能会给您一些想法
帮助巴！ 管理用户故事...
here is my response to a similar question that may give you some ideas
Help a BA! Managing User Stories ...
其中许多回复都提出了有关使用工具的建议。 然而，现实情况是，您的流程将比您用于实施该流程的工具重要得多。 远离那些试图将方法强行灌输给你的工具。 但也要小心，不要简单地使用新工具实施旧的非敏捷流程。 在确定流程工具时，需要考虑以下一些重要事实：
软件工具实现。
重要的是人，而不是过程。 实施某事
他们可以成功地工作，您的项目也会成功。
话虽如此，这里有一些指南可以帮助您：
会改变，实施有意义的改变。
对于较大的组织，如果您使用 SCRUM，请使用级联站立机制。 Scrum 大师与他们的团队会面。 然后，Scrum Masters 以 6 - 9 人的站立会议进行会议，超级 Scrum-MAster 负责将 Scum-Master 的 scrum 中的项目报告给下一个级别......等等......
您可能会发现每周都有超级 Scrum 会议足以满足您层次结构的最高级别。
A lot of these responses have been with suggestions about tools to use. However, the reality is that your process will be the much more important than the tools you use to implement the process. Stay away from tools that attempt to cram a methodology down your throat. But also, be wary of simply implementing an old non-agile process using a new tool. Here are some strong facts to consider when determining tools for processes:
software tool implemention.
important thing is the people, not the process. Implement something
they can work successfully in, and your project will be successful.
All that said, here are a few guidelines to help you:
would change, implement the changes that make sense.
For larger organizations, if you are using SCRUM, use a cascading stand-up mechanism. Scrum masters meet with thier teams. Then the Scrum Masters meet in stand-ups of 6 - 9, with a Super-Scrum-MAster responsible for reporting the items from the Scum-Master's scrum to the next level... and so forth..
You may find that have weekly super-scrum meetings will suffice at the highest level of your hierarchy.
我建议您在采用工具之前仔细考虑，特别是因为听起来当您找到自己的立足点时，您的过程可能会很流畅。 我的感觉是，在这个阶段，工具可能更可能限制你而不是为你提供帮助，你会发现它无法替代 物理空间中的良好卡片墙。 我建议您将精力集中在手头的任务上，当您觉得确实需要一个工具时，就抓住一个工具。 到那个阶段，您将更有可能清楚地了解自己的需求。
我现在已经运行了几个敏捷项目，我们从来没有需要过比电子表格更复杂的工具，而且是在一个预算超过一百万英镑的项目上。 大多数情况下，我们发现白板和索引卡（每个用户故事一张）就足够了。
在识别您的故事时，请确保始终使用对用户有意义的术语来表达它们 - 一些（可能只是很小的）表面功能。 永远不要让自己陷入编写无法向用户展示的技术细节的故事。
安排故事时的技巧是首先尝试优先考虑您最不了解的事情（计划您想要学习的内容，而不是您想要做的事情），同时从能够让您开发核心功能的故事开始的应用程序，使用后续故事来包装它们的功能（和技术复杂性）。
如果你有信心可以把一些谜题留到以后解决，那么不要费力去了解细节——只需写一张故事卡来代表你稍后需要进行的大型对话，然后得到继续处理更重要的事情。 如果您需要了解即将发生的事情的规模，请查看名为规划扑克。
Mike Cohn 的书籍，特别是敏捷估算和规划将在这方面为您提供很大帮助阶段，并为您提供一些有用的技术。
祝你好运！
I would counsel you to think carefully before adopting a tool, especially since it sounds like your process is likely to be fluid at first as you find your feet. My feeling is that a tool may be more likely to constrain you than enable you at this stage, and you will find it no substitute for a good card-wall in physical space. I would suggest you instead concentrate your efforts on the task at hand, and grab a tool when you feel like you really need one. By that stage you'll more likely have a clear idea of your requirements.
I have run several agile projects now and we have never needed a more complex tool than a spreadsheet, and that on a project with a budget of over a million pounds. Mostly we find that a whiteboard and index cards (one per user story) is more than sufficient.
When identifying your stories, make sure you always express them in terms that make sense to your users - some (perhaps only small) piece of surfaced functionality. Never allow yourself to slip into writing stories about technical details that you could not demonstrate to a user.
The skill when scheduling the stories is to try to prioritise the things you know least about first (plan for what you want to learn, rather than what you want to do) whilst also starting with the stories that will allow you to develop the core features of your application, using subsequent stories to wrap functionality (and technical complexity) around them.
If you're confident that you can leave some piece of the puzzle till later, don't sweat on getting into the details of that - just write a single story card that represents the big conversation you'll need to have later, and get on with the more important stuff. If you need to have a feel for the size of what's to come, look at a wideband delphi estimation technique called planning poker.
The Mike Cohn books, particularly Agile Estimating and Planning will help you a lot at this stage, and give you some useful techniques to work with.
Good luck!