Aha! record map
Determine workspace hierarchy and relationships between work items in your Aha! account
Use template
About the Aha! record map template
Link strategy to work and see how all the pieces fit together. This is one of the biggest benefits of Aha! software. By setting up a well-defined workspace hierarchy and linking strategy to work, you can easily view the strategic value each product, release, and feature delivers. All of this can be achieved without spending hours duplicating data and manipulating spreadsheets.
The Aha! record map is a powerful way to visualize your account hierarchy and view relationships across goals, initiatives, releases, and features. It is helpful when setting up your Aha! account or any time you need to onboard a new Aha! user.
You have great flexibility in how you set up your Aha! account — so consider how your organization approaches work. You might want several workspaces grouped into parent lines to represent products, divisions, or teams. Or you may want to start with just one workspace. Either way, it is important to think though what will make the most sense for your company.
Best practices
Here's a primer to get started:
Determine your hierarchy Map your product hierarchy to match your organization's structure. Clearly organize the levels of your product structure to illustrate relationships between products and teams.
Identify record connections Help teams understand how data is connected across the hierarchy. Use connectors between records to link strategy across levels, show parent-child relationships, and denote important workflows.
Gain stakeholder alignment Set up the team for success before you build out all of the data in your Aha! account. Collaborate with stakeholders to review the record map, ensuring alignment on the proposed structure and relationships.
Facilitate training and adoption Share the record map with Aha! users in your organization. Make it easily accessible via an internal wiki to foster widespread adoption of the data and hierarchy standards.
