We at DSM Tool use Monday for a few management aspects.
We came to a conclusion that using Agile-based solutions (ie. Jira) to manage on a high level is a bad practice because sprints are short and for long term epics or cross-team tasks it’s inconvenient.
So after investigating solutions, we found Monday.
So we have divided the development part (the “factory” creation) from the management part - sprints are still running under Jira, but the higher level of management is done through Monday.
We have a board for “Roadmap” which includes all the ideas and plans for Q1, Q2, and etc, plus a suggestion group where we throw all ideas that comes from users/workers. This board is being managed by our product team which set the status of each task in the quarter - research, specs ready, under design, under development:
Q1 board (tasks are hidden, its private info):
Another board we have is for managing releases.
Our development is divided into dev stage, QA stage, beta environment (contains a live environment but with a very small capacity of real users and data), and production.
That is why we have a board called “Beta” that contains all that’s about to be released to production, and has status columns for QA the beta, and help center + marketing materials preparations.
Our last beta board:
Furthermore, we have a board for managing CS working schedule (they work on shifts which are changed on a weekly basis):
And a board for our design team, because they are an interchange between product/marketing/other managers and development teams. so this board contains requests for design, the specs and specs owner, and status (specs ready, in progress, under review, and done)
And lastly, we have personal boards with todo tasks for each manager (head of product, head of marketing, head of CS, CEO, CTO)
I hope that our working methodology could help someone out there with new ideas for his workflow. If you have comments, you are welcome to share with me!