San Diego, CA
Often referred to as the “LinkedIn for college students,” Portfolium allows students to easily showcase experience gained both in and outside of the classroom while equipping campus recruiters with powerful tools to identify and connect with graduating job seekers.
Building a product suite that empowers students, educators, and recruiters alike requires a combination of internal transparency, planning and execution -- a process the Portfolium Product and Engineering teams have finessed by using Clubhouse to centralize collaboration.
For Portfolium, Clubhouse helped fill a gap between product and engineering. “The Engineering team was using JIRA, but information around the product roadmap and milestone tracking lived mostly in Asana,” says Peter D’Orsi, Director of Product. “Clubhouse has allowed us to bridge this gap by allowing both teams to work within one product.”
Peter helped set up two of the team’s upcoming sprints from JIRA in Clubhouse by using Labels to represent the iterations, and work was tracked in tandem between the two tools until the next sprint planning session, which was done entirely in Clubhouse.
Daniel Marashlan, Portfolium CTO & Co-Founder, shares, “We were able to easily replicate in Clubhouse concepts our team was used to from JIRA, like statuses and swimlanes, by using Clubhouse workflow states. During the transition, any work that was in progress or important was duplicated in Clubhouse, but we left all of our `legacy’ work in JIRA for historical reference.”
To help figure out what development work should be prioritized, Portfolium use a combination of Labels and Saved Workspaces to guide their workflow.
As an organization, we had a hard time visualizing milestones against a product roadmap. By using Epics and Milestones within Clubhouse, the entire business now has a 30,000 foot view into the roadmap.Peter D’Orsi, Director of Product at Portfolium
Stories with an “A” Label represent work with a high business value the Product team has prioritized. A “B” Label denotes chores and feature requests that will be worked on, but have a lower business value and priority, while a “C” Label is affixed to internal chores, or low priority Bug Stories like cosmetic fixes.
Peter further explains, “One of the things we've removed from our workload as a Product team is moving things in and out of sprints. Instead, we manage a prioritized list of Stories in a workflow state called “Ready.” When a new iteration begins, we have our retro and iteration planning meeting. In that meeting, we review and estimate new Stories, after which they are moved into this “Ready” state and re-ordered based on our Label priority workflow.”
Given the flexibility of Clubhouse, the Portfolium Product and Engineering teams are able to work alongside each other on Organization-wide priorities with full transparency.
The Engineering team has several workflow states representing work that is In Development, in Code Review, Acceptance, Ready to Deploy, and Shipped. The Product team structure their work across workflow states representing planning phases like Backlog, Up Next and Ready. Engineering and Product both work within a single Clubhouse Team, and use Workspaces to create filtered views against their sprints, priorities and design initiatives.
According to Daniel, “The Product team use our ABC Label prioritization methodology and pluck Stories from the top. Engineering work is more unforseen in terms of planning, and we work in sprints, on a continuous deploy schedule. Filtering against these various views in Clubhouse allows both of these methodologies to co-exist.”
Using Clubhouse allows each member of the Portfolium team to easily track their work in progress whilst being aligned with upcoming priorities. The cross-team transparency Clubhouse has helped them achieve allows Portfolium to focus on what they do best: connecting learning with opportunity.