Tales, often known as "user stories," are brief needs or requests expressed from the point of view of the end user. Epics are vast amounts of labor that may be divided into several smaller jobs (called stories). Initiatives are groups of epics that work together to achieve a shared purpose. The term "epic" was originally used by the software development community to refer to large projects that involve many different people and organizations.
Epics should not be confused with initiatives. An initiative is a project proposed by a manager who wants to improve something about his or her department or organization. Often, this involves creating a new product line or service. Managers use their organizational power to make these proposals happen. Sometimes managers ask other employees for ideas for new initiatives. Employees might like this type of management because they feel involved in deciding what business unit will have priority over others. However, not all initiatives are created equal. Some are larger than others, which means they will likely require more resources to complete. Managers should consider the size of an initiative before assigning staff members to it. Smaller initiatives can be handled directly by the person who proposes them, while larger ones should be broken down into smaller tasks that can be assigned to different people.
There are three main types of initiatives: major, minor, and knowledge-sharing. Major initiatives are those that affect more than one division or business unit within your company.
Epics are used to represent a group of issues that all connect to the same, bigger body of work. Stories, bugs, and tasks explain a single piece of work, but epics describe a group of issues that all pertain to the same, larger body of work. Epics are often performed across numerous sprints, or over a longer time span if sprints are not used. The important thing is that each issue in the epic gets fixed or implemented.
Stories are used to track one particular piece of work. They usually contain details about what was done, why it was done, who did it, when it was done, and any other information that might help someone understand why this particular piece of work is needed. Stories are commonly displayed using the @Narrative annotation which provides basic text and photo capabilities. You can use images from your device's library or take new photos for each story that will be added to your project.
Bug reports are used to communicate problems with JIRA. These should always be submitted as a ticket, which can only be done through JIRA. A bug report should include relevant information about the problem, such as browser versions, operating systems, and description of how to reproduce it. Also included should be any relevant code or logs that may help us fix the problem.
Tasks are used to track what needs to be done within a specific time frame. They can also be used to record actions that need to be taken at certain times or dates.
An epic is a massive user story that cannot be completed in a sprint. This high-level narrative is frequently divided into smaller ones that may be finished in a sprint. An epic, in any form, may be used to plan ahead and arrange your work over several sprints.
As you can see, an epic has very similar functions to a project. You should use an epic when you need to plan or organize your work across multiple iterations or projects. You would use a project when you need to manage the completion of a single iteration or release. It is important not to confuse an epic with a sprint; you cannot complete an epic in a single sprint.
Epics are commonly used by large organizations where multiple teams are working on different parts of one overall product. This allows everyone to see what part they are working on and how it fits into the bigger picture. Epics also help managers understand the scope of their team's work so that resources can be allocated accordingly.
Large organizations may have hundreds or even thousands of epics. This is because each epic typically contains many stories that can be completed within a single sprint. For example, an epic for a messaging app might include items such as "Send message", "View messages", "Create folders", and "Delete messages". Each item in the epic is considered its own story for the purposes of planning and management.
An epic narrative is one that has more than eight plot points. An epic is a narrative that cannot be finished in a single sprint. You should break up an epic into multiple, related stories to allow for different perspectives on each point.
Thus, epics serve to divide a story into (connected but distinct) stories that may be created individually, whereas features serve to combine stories that should be delivered together. Epics might be said to decompose into user stories, and user stories to be constructed into features. However, this distinction is not always clear cut; some groups will include both an epic and its constituent user stories when creating their sprint backlog.
The term "feature" comes from Agile software development, where it refers to a piece of functionality that satisfies an identified need in a product being developed. The word "feature" is used in place of "product requirement" to indicate that although the item described is necessary for the program to work as intended, it does not necessarily make it a good idea. Feature requests come in many forms: sometimes they are obvious additions to existing products, while at other times they're completely new ideas that need to be implemented by developers. A team decides what features to implement by prioritizing them. Features also have estimated completion dates called "release dates". At any given time, a product manager should know which features are close to being completed and which ones are still far away.
An "epic" is a large and long-lasting project that may involve multiple features.
As I stated in the article Epic Confusion, an epic is "something that is almost, but not quite, utterly unlike a project." Everyone else refers to a feature as an epic. Epics may be subdivided into capabilities, which can then be subdivided into features, which can then be subdivided into user stories.
An example of an epic that is not a capability is a promotion that might be divided up into several features, such as "create a new company website" and "add products to the company catalog." Each feature would be a sub-division of the epic, and could be given its own title and mapped out in more detail before being worked on by a team member. The team would then commit to implementing that feature by completing its associated user story.
Capabilities are large pieces of work that an organization decides it wants completed. They are usually created by a group of people within the organization, but sometimes come from outside sources (such as when a vendor provides a set of features). Capabilities often have a start and completion date, and may require additional resources to complete. For example, a single person cannot complete an epic; it must be done by a team. A team might be formed for each feature of a single epic or they might be combined into one larger team. Either way, multiple team members are needed to complete the epic.
Organizations measure their success against goals they've set for themselves.