We are a group of 20 people split into two teams, each using a Jira board, and we follow Agile Scrum practices. Our teams include roles such as project manager/scrum master, business analysts, product owner, testers, UX/UI professionals, and backend developers. The board is becoming cluttered because no one is keeping it organized. Which role should be tasked with maintaining the board—the project manager, scrum master, or the developers?
Based on my experience managing Agile teams, I believe the responsibility for maintaining the Jira board is best handled by a dedicated board administrator role, typically filled by a scrum master or a rotating team member. In my previous team, we faced similar challenges with clutter and miscommunication on our board. We overcame this by creating a rotation system where one person was assigned the role of board custodian each sprint. This ensured someone was always accountable, keeping the board updated and organized while still allowing developers and testers to focus on their tasks.
From experience in similar settings, assigning the board upkeep to the scrum master can prove beneficial. A scrum master can work closely with team representatives to review and update the Jira board regularly, ensuring that tasks remain current and clearly defined. This practice not only maintains clarity and focus but also helps identify workflow bottlenecks early. Collaborating on board health has improved our sprint outcomes and team communication, as it keeps everyone aligned on priorities and prevents important tasks from getting lost in the clutter.
hey guys, in my team we shuffled upkeep tasks between the scrum master and a volunteer dev. it kept our board tidy and responsivies balanced. maybe try a shared role so no one bottlenack exists and everyone stays in the loop.
In my experience, having a single person solely responsible for the board can sometimes lead to oversight, especially if they’re juggling other tasks. A more balanced approach worked better when we delegated board maintenance as a shared responsibility. The scrum master took the lead in organizing the board during sprint reviews, but we also included short check-ins where the product owner helped clarify priorities and ensure that each card reflected the current state of work. This cooperative method not only kept the board manageable but also encouraged greater team accountability.