How can you use Confluence for agile project management?

Some other things are good to store: - release plan - contact information - milestones - dev documentation - training documentationg - release notes - meeting minutes (retrospectives) - links to list of defects for a given sprint - planned user stories for review sessions Bottom line, it should be a living breathe central documentation with the links to external systems (JIRA) and/or shared drives

I would also suggest page for a Risk Log. Containing: * Overview of the Risk * Acceptance or Mitigation details * Status (Open, WIP, Accepted, Mitigated) as a minimum, this could be expanded as required

tracking multiple releases (of same product) within confluence (links to JIRA) can give stakeholders single view of multiple items, counts and/or statuses. I have found using confluence as a list of user stories to be reviewed as a good meeting planning session. (on Monday, we are reviewing US 1, 2 and 3. on Thursday, we are reviewing US 5, 6,7) This helps will time allocation/planning.

Confluence is helpful to maintain project progress reports and it's easy to share these reports with team and stockholders. Confluence is easy to use and if a candidate is new in the project, candidate can easily research for older findings and skill up knowledge for particular project. There also commenting section where you can also gave the feedbacks and also read others feedbacks. So in short Confluence we can maintain as a wiki for a project.

just my thoughts. its a living and breathing set of documents that can evolve to project needs within the SDLC and ANYONE can and should update accordingly

Confluence strikes a good balance for the Agile manifesto principle ‘working software Over comprehensive documentation’. It encourages collaboration, sharing and engagement. Confluence is able to link into a traceable set of user stories in JIRA, tracked across a delivery workflow. MS Excel/Word PPT etc. documents still have their place but only if appropriate for the communication / collaboration need. Colleagues sometimes forget that the best tangible asset is end user working software. Documentation for the sake of documentation, or over-documenting when regular cadence focused ceremonies / conversations can be had should be avoided. Confluence allows for the ‘ticket for a conversation’ approach.

I agree with Rob above. Confluence allows the documentation to evolve and become a living document. One issue I have found is that control is needed to stop spin-off pages from duplicating and then causing maintenance issues. There has to be a single version of the Truth. Also versioning of pages to formalise decisions and give audibility

Remember that confluence is a document with history! As it is possible to revert most changes - empower anyone who is using it by providing them to do more with more relaxed permission. Identity a few good patterns for documentation early - and others will follow them pretty quickly. Templates can also be useful - but only use them sparingly as they can also add a lot of bloat.

to add to John's comment The template could be: * At a page level for each topic these can be added as and when required. or * A template with all the sections/pages - important to add notes to each section if not applicable and why

To minimize one-off pages and ensure easy information retrieval, establish a standardized structure for Confluence spaces that is shared across the organization. Consider creating a project template for duplication when initiating new projects. While add-ons, plug-ins, and integrations can greatly enhance Confluence functionality, they can pose maintenance challenges in long-term installations. Integrate them judiciously, ensuring they contribute substantial value, and have a documented support history.

There are so many plugins for Confluence that you can achieve pretty much anything you need to meet stakeholder requests. Having said that, make sure the value of the offering meets the need and you don't lose sight of the purpose of agile: collaboration and shared understanding of what the business value to be delivered is needed.