A stage without a shared meaning
Define what “complete” means before the team moves tickets there. A column label alone does not establish acceptance.
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Organize a project the team can deliver and review.
A practical Kooya project workflow: create a project, organize a board, assign tickets, share context, and review delivery and time.
By Kooya editorial team · Updated
Objective and preparation
Build a working delivery routine with a named project, a board, clear tickets, and a regular review of progress and recorded effort. This guide is for project leads setting up work and contributors who will maintain the tickets.
Confirm access to boards, tickets, Project Management, and Time Tracker. Ask an administrator for the relevant permissions if you cannot create or edit these records. Agree on the outcome and the meaning of the board stages with the team.
Step-by-step workflow
1. Name the project
In Project Management, create a recognizable project for time allocation. Write down the intended outcome with your team. Use consistent naming for the corresponding board and reference material.
2. Set up the board workflow
Create or choose the board for delivery. Use columns that represent actual work stages, such as planned, in progress, review, and complete. Confirm what evidence a reviewer needs before a ticket reaches the final stage.
3. Turn the scope into tickets
Give each ticket a clear title, description, assignee, priority, and acceptance criteria. Include the references needed to begin. Use AI improvement when useful, then review every proposal before applying it.
4. Keep execution and decisions current
Move tickets as their stage changes. Discuss blockers in chat and put lasting answers in Documentation. Contributors select the project in Time Tracker and describe the work they are recording.
5. Review progress and time
At an agreed review, inspect the board’s current state and verify completed work against acceptance criteria. Use project analytics to inspect finalized entries and live activity separately. Plan the next tasks from what the team learned.
Worked example
For an illustrative “Support onboarding” initiative, the lead creates a project and a similarly named board. The board contains tickets for the setup guide, an escalation checklist, and a review. The guide ticket names the writer and defines completion as tested instructions accepted by the reviewer.
Plan
Name the project and organize the board stages.
Deliver
Write the setup guide, discuss questions, and record project effort.
Review
Check the instructions, complete the ticket, and publish the agreed knowledge item.
After review, the lead checks stopped time entries for the project and asks whether the next onboarding task needs more detail. The diagram illustrates the sequence; it is not an application screenshot.
Common mistakes
A ticket without ownership or evidence
Choose an assignee and write observable acceptance criteria. Include the context needed to start and the evidence needed to review.
Using time as the only progress signal
Inspect delivery state and recorded effort together. Review the board for completed work and separate finalized time from running activity.
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