Create a New Jira Project: 6 Setup Steps to Get Started

Starting a new Jira project? Follow six steps to set ownership, workflow, and access from day one. Read now to launch your jira new project with confidence.

Starting a new Jira project can feel simple until your team faces unclear ownership, a confusing board, and work that slips through the cracks. A project created with the wrong template or access settings may need a painful rebuild just as people begin using it.

That early friction often comes from skipping the setup decisions that make Jira useful: choosing the right project type, defining how work moves, and agreeing on who can change what. But here's the truth: you don’t need to configure every feature on day one. Follow six practical steps to create a Jira project, prepare it for your team, and improve it as real work reveals what needs attention.

How to create and set up a new Jira project in six steps

To create a Jira project, choose a project type and template, set its name and key, configure access, prepare the board, and test the workflow before inviting the full team. You may need Jira administrator or project-creation permissions, and the exact menu labels can vary by Jira edition and configuration.

Step 1: Choose the right project type

First, decide what kind of work the team needs to manage. A software team may need backlogs, sprints, and releases, while a marketing team may need a clear sequence of requests, reviews, and publishing tasks.

Jira may offer team-managed and company-managed projects. Team-managed projects give a team more direct control over its setup. Company-managed projects are typically administered centrally, which can help when several teams need consistent workflows or permissions.
Step 2: Pick a template that fits the work

Open Jira’s project creation area, select a suitable template, and review what it includes before creating the project. For software development, a Scrum template supports planned sprints; a Kanban template suits continuous work without fixed sprint cycles.

For example, a support team handling incoming requests may benefit from a service-oriented workflow. Starting with the closest match saves setup time, but you can adjust the project after creating it.
Step 3: Name the project and check its key

Choose a name that makes sense in the project list, such as “Website Redesign” or “Mobile App Maintenance.” Jira also assigns a project key used in issue identifiers, such as WEB-42.

Keep the key short, readable, and easy to recognize in conversations. Check it before creating the project because changing identifiers later may affect links, integrations, and team habits.
Step 4: Set access and clarify ownership

Decide who can view the project, create issues, edit work, or administer settings. Add only the people who need access at first, then assign an owner who can handle routine questions and configuration requests.

For example, a product team might let all team members create and update issues while reserving workflow changes for a project lead. Check access settings before sharing sensitive plans or customer-related work.
Step 5: Prepare the board and workflow

Set up board columns that match how the team actually works. A simple development board might use “To Do,” “In Progress,” “Code Review,” and “Done.” Avoid adding a column for every small activity.

Review issue types, fields, and workflow transitions as well. If every task needs a priority and owner, make those details easy to see. If an approval is required, add a clear status or transition instead of relying on informal reminders.
Step 6: Add a small amount of real work and test

Create a few representative issues, move them through the workflow, and check the board from a team member’s perspective. Confirm that people can find tasks, update fields, and understand what “Done” means.

Use this trial to catch confusing statuses, unnecessary fields, or missing permissions before inviting everyone. Once the basics work, share a short set of team conventions and begin using the project.

Choose a project type and template with the team’s work in mind

A template is a starting point, not a promise that your team must follow one fixed process. Choose the setup that matches how work arrives and moves, then adjust the details after a short trial.

For example, a product team planning two-week development cycles may prefer Scrum. A design team managing ongoing requests may find Kanban easier because new work can enter the board whenever capacity allows.

Here's why: the wrong starting model can create extra work. A team that doesn’t plan sprints may spend time maintaining sprint fields, while a team with planned releases may lack useful planning views in a very basic setup.

Set project access before sharing the board

Access decisions shape what people can see and change. Before inviting a large group, decide whether the project is open to your wider organization or limited to a specific team.

Separate everyday participation from administration. Team members may need to update issues and comment, while a smaller group handles changes to workflows, fields, or project settings.

For instance, a client-facing project may include internal planning issues that should not be visible to every participant. Check the actual permissions with a test account or colleague before sharing the project widely.

Make the board reflect the work, not the org chart

Board columns should show meaningful progress. If a task moves from development to review, use a visible status for that handoff. If “Waiting for feedback” is a recurring delay, consider whether the team needs to track it explicitly.

Let me explain: a board with too many statuses can make progress harder to read. A small team may only need four columns, while a regulated process might require additional review steps and clear ownership at each stage.

Review the board with the people who will use it. Ask them to locate a task, identify its owner, and explain its next step. If they hesitate, simplify labels or make the workflow clearer.

Launch with a lightweight routine and refine as you learn

Start with a small set of team habits. Decide who creates issues, how priorities are assigned, and when the board is reviewed. A 15-minute weekly check can reveal blocked work without adding a meeting to every day.

Track practical signals such as aging tasks, work waiting for review, or issues that repeatedly return to an earlier status. These patterns can show where the process needs attention; they don’t require a complicated reporting setup.

The best part? You can adjust the project after launch. Make one change at a time, tell the team what changed, and check whether it reduced confusion or simply added another step.

A Jira-compatible project management option: ONES.com

ONES.com product screenshot

Value proposition

ONES.com combines project management and knowledge management in one platform. ONES Project is its project management product and a Jira alternative; ONES Wiki is its knowledge management product and a Confluence alternative. They are sold separately, so a team can choose what it needs.

Core capabilities

Pain: Recreating familiar Jira workflows can slow a transition. ONES capability: Jira-compatible workflows help teams carry over established ways of working. Result: People can adapt without starting their process design from scratch.
Pain: Teams may rely on several add-ons for everyday project work. ONES capability: Built-in reporting and automation support common planning and tracking needs. Result: Teams can reduce plugin dependence for supported workflows.
Pain: Standard fields may not fit every team’s intake process. ONES capability: Custom workflows and fields let teams reflect their own work stages and requirements. Result: Issues can capture useful details without forcing every team into one layout.
Pain: Sprint planning can become disconnected from task tracking. ONES capability: Sprint management supports teams that plan work in iterations. Result: Planning and execution can stay connected in the project environment.
Pain: Some organizations need to keep project work within their own infrastructure. ONES capability: Deployment choices include Cloud, On-Premise, Private Cloud, and Air-gapped environments. Result: Organizations can evaluate a deployment model that fits their requirements.
Pain: Self-hosted deployments can create concern about missing features. ONES capability: The cloud and self-hosted versions have full feature parity. Result: Teams can compare deployment options without planning around a reduced feature set.
Pain: A team may want to evaluate a platform before committing broadly. ONES capability: The free plan supports up to 30 seats. Result: A smaller group can try project workflows before considering a wider rollout.
Pain: Project details and team knowledge may be scattered across separate systems. ONES capability: ONES.com brings project and knowledge management under one platform, with ONES Project and ONES Wiki available separately. Result: Teams can choose a connected setup when it fits their needs.

Application scenarios

Software teams changing their project system: A team can assess Jira-compatible workflows, sprint management, and reporting while deciding whether cloud or self-hosted deployment is appropriate.
Organizations with infrastructure requirements: An IT group can evaluate On-Premise, Private Cloud, or Air-gapped deployment alongside the needs of teams managing projects.
Teams connecting project work and shared knowledge: A group can use ONES Project for task management and separately add ONES Wiki when it needs a knowledge management space.

Common challenges when creating a Jira project

Choosing a template that doesn’t match the work: The board may feel awkward or require extra upkeep. Review how work arrives and whether the team plans in sprints before selecting a template. Test a few real issues before inviting everyone.
Giving too many people administrative access: Unplanned changes can make a project difficult to manage. Keep project administration with a small, named group, while giving other participants the permissions needed for their work.
Adding too many statuses and fields: People may skip updates when the board feels burdensome. Begin with the information needed to assign, prioritize, and move work. Add extra steps only when a real process need appears.
Launching without team conventions: Team members may use different meanings for priority or completion. Agree on a few definitions, such as what qualifies as “Done,” and make them easy to find when the project launches.

FAQs about creating a Jira project

What permissions do I need to create a Jira project?

You need the permission allowed by your Jira site’s configuration. In some environments, project creation is limited to Jira administrators; others let designated people create projects. If you don’t see a project creation option, ask your Jira administrator whether your account can receive the required permission or whether an administrator should create the project for you.

Should I choose a team-managed or company-managed project?

Choose a team-managed project when one team needs more direct control over its setup and can manage its own process. A company-managed project may be a better fit when administrators need to maintain consistent workflows, permissions, or settings across teams. Consider who will own changes and whether the project needs to align with other Jira projects before deciding.

Can I change the project workflow after creating it?

In many cases, the workflow can be adjusted after project creation, though the available controls depend on project type and permissions. Before changing a workflow used by active work, check how existing issues will be affected and tell the team what will change. Test the updated statuses and transitions with a small number of issues first.

What should I configure before inviting the whole team?

Set a clear project name and key, select an appropriate template, check access, and make the board understandable. Add a few representative issues and move them through the workflow to test the experience. Agree on basic conventions for issue ownership, priority, and completion so people can begin working without guessing how the project is meant to run.

Conclusion

A useful Jira project starts with the team’s work, not a long list of settings. Choose a suitable project type and template, set a readable name and key, review access, shape the workflow, and test everything with a few real issues.

Then pay attention to where people get stuck and make focused adjustments. This approach helps you avoid an overloaded setup while giving the team enough structure to get started. If your current project management setup no longer fits, compare alternatives such as ONES.com against your workflow and deployment needs before making a change.