Badges show development status only (dev-complete = zero open stories); UAT window dates are under re-evaluation and intentionally not shown.
Value Chains & the September 1 Question
Epics were reorganized (Jun 6) from functional modules into six value chains — each chain epic is its UAT wave: one epic = one complete business cycle = one end-to-end UAT pass. The module view lives on as mod-* labels; cross-chain stories sit in the first chain whose vertical slice needs them.
September 1 holds. Scope trued to pts by the Jun 4–10 chain audits. Migration ( pts) is a JV-owned workstream off the scrum team — a parallel lane to the Sep-1 cutover, not sprint capacity — leaving functional scope pts, of which Business Intelligence ( pts) is a post-go-live wave.
The go-live-critical set is A–D = pts. At the adopted pts/sprint basis, S9–S12 capacity is – pts (net–gross) → A–D lands by Sep 1 with a ~ pt fast-follow band trailing into September.
Per-story banding is adopted at S9 planning Jun 16 (s9-rebaseline-banding.md). The binding constraint is migration source files, not points.
Performance Scorecard — Sprints 1–4
Total Points Delivered
245
Across 4 completed sprints (8 weeks)
33% above initial baseline
Peak Velocity (S4)
75
pts/sprint · target for projections
↑ 39% from Sprint 1 (54 pts)
Stories Shipped
57
user stories + tasks, all accepted
Avg 4.3 pts/story · 0 rejected
Epics Activated
8
of 12 in-scope epics touched
2 epics/sprint → 5 epics/sprint
Velocity & Story Complexity Trend
Sprint Velocity — Points Delivered per Sprint
Story Size Distribution — S1 to S4
Sprint-by-Sprint Detail
Sprint
Dates
Pts Delivered
Issues
Avg Size (pts)
Issue Types
Load vs Baseline
Modules Covered
S1
Jan 22 – Feb 4, 2026
54
10
5.4
10 Stories
72% of peak
PET Financials · Sales & CRM
S2
Feb 11 – Feb 24, 2026
48
12
4.4
5 Stories7 Tasks
64% of peak
PET Financials · Sales & CRM
S3
Mar 5 – Mar 16, 2026
68
16
4.25
16 Stories
91% of peak
GL & Compliance · AR & Credit · Billing Engine · Collections · Bank Mgmt
S4
Mar 25 – Apr 6, 2026
75
19
3.95
19 Stories
Peak sprint ✓
Procurement · AP & Vendor · AR & Credit · Billing Engine · Collections
S5CLOSED
Apr 8 – Apr 22, 2026
88
19
—
Stories
117% committed
Sales/CRM · AR Credit · Collections · Procurement · Bank · GL
Sprint 5 closed Apr 22 — 88 pts delivered. Sprint 6 closed May 11 — 91/91 pts Done · new sprint record. Procurement (NXGN-118) rescored from 58 to 36 pts — all 10 stories in S7. Materials (37 pts · 9 stories incl. NXGN-1388) and Fixed Assets (30 pts total · 15 pts in S7) fully committed at sprint planning May 15.
Epic Coverage Across Sprints
Epic / Module
S1
S2
S3
S4
S5
UAT Wave
Qualitative Assessment
Velocity Growth — Consistent Upward Trajectory
The team delivered 54, 48, 68, and 75 pts across Sprints 1–4 — a +39% improvement from first to latest sprint. The S2 dip (48 pts) is attributable to workflow experimentation: the team mixed Stories and Tasks in that sprint, reducing estimation consistency. From S3 onwards, the team settled into an all-Story discipline and velocity increased sharply. The 4-sprint average of 61 pts conservatively underpins the go-live plan; S4 actual (75 pts) is the planning baseline for all UAT wave projections.
Story Decomposition — Maturing Estimation Discipline
Average story size declined from 5.4 pts in S1 to 3.95 pts in S4, and 8-point stories disappeared entirely after S2. This signals a team that is progressively breaking work into more predictable, deliverable units — a hallmark of a Scrum team reaching estimation maturity. Uniform 3–5 pt stories reduce sprint-end surprise and improve forecast reliability. The team has effectively internalized the "thin slice" principle across all active epics.
Module Breadth — Scaling Parallel Delivery
The team grew from covering 2 epics in S1–S2 (PET Financials + Sales/CRM) to 5 epics in S3–S4, activating GL, AR Credit, Billing Engine, Collections, AP, and Procurement within two sprints. This breadth expansion demonstrates the team's growing capacity to manage context across multiple finance domains simultaneously. By Sprint 5, the team is operating across 6+ epics spanning four UAT waves — a significant coordination achievement.
Sprint 6 — New Record Sprint: 91 pts Delivered
Sprint 6 closed May 11 with 91 pts delivered across 20 stories — new highest sprint in project history, 21% above the 75-pt baseline. Sprint 7 started May 15 with 124 pts committed · 28 stories — all Wave B epics in sprint (AP 36, Procurement 36, Materials 37, FA foundation 15). S7 closed Jun 1 delivering 124/124 (100%, 0 carryover) — a project record. S8 opened & committed Jun 2 (97 pts · 20 stories). Remaining was re-audited Jun 4–10 (chain gap passes; P2P walked end-to-end a second time Jun 10, O2C a fourth time): 779 pts. Migration (136) is JV-owned/off-velocity and BI (77) is post-go-live, so the Sep-1-critical functional set is A–D = 566 pts against S9–S12 capacity of 460 pts at the adopted 115-pt basis.
Outlook
Delivery Trajectory — Sprints 6–12
S7 closed Jun 1 (review Jun 2) — 124/124 (100%, 0 carryover), the first full-commitment sprint. S8 is now committed (Jun 2–16, 97 pts / 20 stories). Remaining scope was trued up to 779 pts by the Jun 4–10 chain audits. Migration (136 pts) is JV-owned and runs off the scrum team, and BI (77 pts) is a post-go-live wave — so the go-live-critical functional set is A–D = 566 pts (498 beyond S8), which fits S9–S12 capacity of 460 pts at the adopted 115-pt basis with a ~38–84 pt fast-follow band into September. Under back-to-back sprints, S12 ends August 11, 2026, giving a 21-day cutover window. S8 closes Wave B dev (FA + Materials = 29) and seeds Wave C.
The migration/BI reframe gives a clean shape: with migration on the JV lane and BI post-go-live, the Sep-1-critical work is A–D = 566 pts against 460 pts gross / ~414 net of S9–S12 capacity at the adopted 115-pt basis — A–D lands by Sep 1 with a ~38–84 pt fast-follow band into September (the full backlog does NOT all fit, and is not the plan). Per-story banding is adopted at S9 planning Jun 16; S9 must absorb the T2C entity/IC + first-close set for the Wave C gate and the foundations JV's ~July migration load depends on.
Text size:
Executive Briefing — Confidential
NXGN ERP Project Status Update
Replacing the current Odoo system with a purpose-built ERP platform
Overall Status
● ON TRACK
Prepared:
For: ERP Steering Committee
Week of · Active
🚀
Target Go-Live Date
September 1, 2026
Full go-live incl. all UAT complete · days from today
%
Features Built ( / pts — scope trued-up Jun 10)
Sprint 8 · ACTIVE
Jun 2 – Jun 16, 2026
pts committed · 20 stories · Day
pts/sprint
Planning basis (S9–S12) · -pt capacity
days
Schedule Buffer (back-to-back sprints)
Bottom Line for Leadership
September 1 go-live holds. A full chain-by-chain scope audit (Jun 4–10) trued remaining work to pts. Migration ( pts) is JV-owned and runs off the scrum team; the go-live-critical functional set is A–D = pts, which fits S9–S12 capacity (– pts at the adopted pts/sprint basis) with a ~ pt fast-follow band into September. Sprint 7 closed at 124/124 (record); Sprint 8 underway at 97 pts.
Business Intelligence ( pts) is a post-go-live wave, and migration runs as its own lane to the Sep-1 cutover (test runs now → ~July H1-2026 load). Per-story banding is adopted at S9 planning Jun 16.
Epics were reorganized into value chains (Jun 6): one epic = one business cycle = one UAT wave — Order-to-Cash · Procure-to-Pay & Assets · Treasury & Close · Concept-to-Completion · BI · Cutover. UAT tests complete cycles end-to-end; the module view is preserved via labels.
Development on the go-live-critical set completes (back-to-back sprints) → 21-day cutover window (rehearsals Aug 11–28).
Development status (no chain is dev-complete): A, B, C in development (C's entity/IC + first-close set is the S9 critical path) · D in backlog · E (BI) is a post-go-live wave · Cutover runs on the JV-owned migration lane. A chain is dev-complete only at zero open stories. UAT window dates remain under re-evaluation — to be re-proposed to the ERP Steering Committee.
The binding risk is no longer points — it is migration source files: three loaders remain blocked-on-source (buyer-AR file, PR/PO origin, stock levels), now joined by the in-flight project baselines (per-project CIP/budget grain, POC history). Confirm sources by June 16.
Platform Capability
Event Log — AI Intelligence Layer
Every meaningful action in NXGN now leaves a structured, permanent record. This single architectural decision — completed Sprint 5 — is the foundation for three converging capabilities: AI-powered automation (bug triage, proactive alerts), live Business Intelligence (real-time dashboards fed directly from the event stream), and a proprietary AI corpus (a growing, company-specific dataset that makes every future AI feature smarter over time).
NXGN-937 · Foundation ● DONENXGN-939 · UAT Bug Capture ● DONENXGN-940 · AI Bug Triage ● IN PROGRESSNXGN-547 · Proactive Alerts ● PLANNED
How It Works
When a user completes an action — approving a purchase order, posting a payment, flagging a vendor — the ERP records a structured entry in the Event Log before returning control to the user. This happens silently and never slows down the transaction. Over time, these entries form a complete, queryable history of what happened, who did it, and in what sequence.
User
Business Transaction
AP · AR · PO · GL · etc.
→
Central Record
Event Log
Append-only · Permanent
→
✓
UAT Bug Capture
Tester reports an issue → session context auto-attached
⚡
AI Bug Triage In Progress
Claude structures the report, deduplicates, files to Jira
◎
Proactive Alerts Planned
AR aging, cash floor, inventory triggers → Chairman / CFO
▦
Business Intelligence Feed Planned
Live event stream powers real-time BI dashboards — no batch refresh
◈
AI Corpus Build-out Roadmap
Proprietary dataset of company patterns — trains and grounds future AI
Capabilities
Foundation
DONE
Structured Event Log
Every business transaction — payments, approvals, rejections, config changes — now writes a permanent, structured record. The log captures who acted, on what, from which screen, and the exact state of the data at that moment. It cannot be altered or deleted.
✓Covers all financial modules: AP, AR, GL, Bank, Collections, Procurement
✓Session tracking — reconstructs the exact sequence of screens a user visited
✓Cross-process correlation — links a PO to its receipt to its AP invoice in one chain
✓Built-in safeguard: a logging failure never blocks a user's transaction
NXGN-937 · Delivered Apr 13, 2026 · Sprint 5
First Use Case
DONE
In-Context Bug Reporting
When a UAT tester encounters an issue, they click Report Issue. The system automatically retrieves everything that happened in that session and attaches it to the bug report — no manual descriptions of "what steps did I follow." The forensic trail is already there.
✓One-click reporting from any screen in the ERP
✓Session events auto-attached — no manual steps-to-reproduce
✓Reduces average time-to-reproduce from hours to minutes
✓Active across all UAT waves starting May 2026
NXGN-939 · Delivered Apr 13, 2026 · Sprint 5
Next
IN PROGRESS
AI-Powered Bug Triage
The tester provides a short description and a screenshot. An AI model reads the event log context, determines the affected module, writes a complete structured bug report, checks if it is a duplicate, and files the ticket directly into the development backlog — with a Teams notification to the responsible developer within 60 seconds.
→Tester inputs: one sentence + severity + optional screenshot
→AI writes the full bug report and assigns it to the correct epic
→Duplicate detection prevents clutter in the development queue
→Active only in UAT environment — no impact on production users
NXGN-940 · Targeting Sprint 6 · 5 pts
Roadmap — What the Event Log Enables Next
Proactive Executive Alerts
The Event Log feeds a configurable threshold engine. When AR aging exceeds 90 days, a cash position drops below a set floor, or inventory falls to reorder level, the Chairman and CFO receive an alert before they need to run a report. Alert rules are set by administrators — no code changes required.
NXGN-547 · 5 pts · Planned
Live Business Intelligence
Rather than running scheduled batch reports against database snapshots, the BI layer reads directly from the Event Log stream. Dashboards reflect the current state of the business in real time — AR balances, cash positions, procurement status — without manual refresh cycles or end-of-day extracts.
NXGN-537 · Wave E · Planned
AI Corpus Build-out
Every event written to the log becomes part of a proprietary dataset unique to this company's operations — its workflows, its vendors, its approval patterns, its exception types. This corpus is what separates a generic AI assistant from one that understands how this business actually runs. It accumulates from day one of go-live and grows more valuable over time.
Roadmap · Begins at go-live · Compound value
Process Intelligence
As the corpus matures, it enables pattern analysis: which workflows carry the highest failure rate, which vendors consistently trigger late-payment chains, and where approval bottlenecks delay closing. This becomes the input for a continuous improvement dashboard for the CFO and Operations teams.
Roadmap · Post go-live
Why This Matters
Most ERP implementations deliver a system that records transactions. NXGN is being built to understand them. The Event Log is not a technical feature — it is a strategic asset. Every transaction logged is a data point in a growing corpus of how this company operates. That corpus is what will power real-time BI, proactive executive signals, and AI capabilities that become more accurate the longer the system runs. The foundation was laid in Sprint 5. The value compounds from go-live.
ACTIVE SPRINT — COMMITTED JUN 2
Sprint 8 — Jun 2 – Jun 16, 2026
S8 is committed at 97 pts / 20 stories. It closes Wave B — Fixed Assets (NXGN-260/261/263 + 1681 = 20) and Materials enhancements (1678/1679/1680 = 9) for the Jun 6 UAT; ships the COFP cluster (NXGN-1668 issuance 5 + 1385 turnover 5 + 1386 override-removal 3 = 13) plus Sales/CRM enhancements (1215/1216 = 10); and seeds Wave C with Trial Balance + SoD control (NXGN-431/1684 = 11) and the Bank reconciliation engine (NXGN-254 = 5). Cross-cutting: clickable entity links (NXGN-1686, 8), approval-threshold + dev-DB reset (1687/1688, 8). Migration starts on the new dual-source model: load the Q1 test slice (NXGN-1689, 8) + item master (NXGN-1690, 5). Carried to S9: the T2C entity/IC + first-close set (Wave C gate), banding adoption (Jun 16), and the BI data layer.
Wave B epics DONE AP, Procurement & Materials epics complete; FA registry/depreciation/revaluation done in S7. 0 carryover.
Wave B — core build done at S7 34 pts dev backlog (FA 260/261/263 + 1681 = 23; Materials 1678/1679/1680 = 11) to close in S8. UAT opens on the dev-complete core.
Scope (re-audited Jun 4–6) 779 pts remaining (chain gap passes Jun 4–10; value-chain reorg Jun 6; P2P pass Jun 10 +83; O2C pass Jun 10 +22). Migration (136) is JV-owned/off-velocity and BI (77) post-go-live → Sep-1-critical = A–D = 566 pts vs 460 (S9–S12 @115) — lands by Sep 1 with a ~38–84 pt fast-follow band. Per-story banding adopted Jun 16; see s9-rebaseline-banding.md.
S8 is committed at 97 pts / 20 stories: Wave B close (Fixed Assets 260/261/263 + 1681 = 20, Materials 1678/1679/1680 = 9 — for the Jun 6 UAT), the COFP cluster (NXGN-1668 issuance 5 + 1385 turnover 5 + 1386 override-removal 3 = 13) plus Sales/CRM 1215/1216 (10), Wave C seed (Trial Balance + SoD 431/1684 = 11, Bank recon 254 = 5), cross-cutting enablers (clickable links 1686 = 8, approval/dev-DB 1687/1688 = 8), and the migration start on the new dual-source model (Q1 slice + item master 1689/1690 = 13). NXGN-1384 fee-inclusion was archived Jun 4 (handled at migration, NXGN-1758). Carried to S9: the T2C entity/IC + first-close set (Wave C gate), banding adoption (Jun 16), and the 241/438/256 splits — all already groomed Jun 4–6.
Collections Officer — Issue Certificate of Full Payment (COFP) on Final Payment Posting
5
Foundational COFP issuance event; DOAS turnover (NXGN-439) + NXGN-1385/1386 all depend on it. Committed in S8.
NXGN-439 ⟳
DOAS re-trigger — re-point the Done DOAS workflow off the manual Fully-Paid flag onto COFP issuance
TBD
⚠ ACTION — no Jira story yet. Needed for COFP→DOAS end-to-end (NXGN-439 currently triggers off the manual flag NXGN-1386 removes). Create the story at the Jun 2 review.
WAVE 2 FOLLOW-UP — SALES/CRM · NXGN-11923 pts · 5 stories · ⚠ Wave A UAT closed Jun 2 — 4 committed in S8 (1215/1216/1385/1386); NXGN-1385/1386 complete the COFP feature
Story Key
Summary
Pts
Why in S8
SALES INVENTORY & CRM — NXGN-119 · Wave A · 23 pts · UAT closed Jun 2 — follow-ups need a re-test slot
Finance Controller — Run Intercompany Reconciliation & Elimination Entries
Multi-Entity · W4
8
Elimination engine — required for NXGN-256 consolidated audit package
UAT Milestone Impact — What S8 Unlocks
Wave B — Core Build Done (S7)
FA Close Required
FA backlog (260/261/263 + 1681, 23 pts) closes in S8 — registry/depreciation/revaluation already Done in S7. the chain hands off for testing once a window is set (dates suspended); full FA + Materials scope at S8 end for late defect retests. Testers: AP, Procurement, Materials, FA roles.
Wave C — In Development
Critical-Path Chain
Wave C = 175 pts open, Band 1 = 125. 16 seeded in S8 (Trial Balance + SoD 431/1684, Bank recon 254); the Band-1 set beyond S8 (109: entity/IC foundation, first-close recons, BIR returns, treasury ops) is the S9/S10 spine — window to be re-proposed once S9 is committed. Testers: Finance Controller, Cashier, Tax Compliance roles.
BI — Post-Go-Live Wave
Data Layer Rides S9
Per the banding, only the BI data layer (NXGN-1003, 5 pts — the contract devs build against) is go-live-critical and rides S9. The dashboard suite (72 pts, Band 2) ships post-go-live; exec reporting continues on existing artifacts until then.
Capacity & Delivery Outlook
97
S8 Committed (20 stories)
101
Recent 3-Sprint Avg
779
Remaining (live , banded)
676
Unscheduled After S8 (81 chain pts in S8)
S8 committed (97 pts / 20 stories): the binding constraint is the UAT gates, not raw capacity. Committed work — Wave B close (FA 20 + Materials 9 = 29, for the Jun 6 UAT), the COFP cluster + Sales/CRM (1668/1385/1386 + 1215/1216 = 23), Wave C seed (Trial Balance + SoD 431/1684 = 11, Bank recon 254 = 5), cross-cutting enablers (1686/1687/1688 = 16), and the migration start on the new dual-source model (1689/1690 = 13) — vs ~101 recent pace, a clean fit. Since Jun 4–10: remaining trued-up to 757 pts and banded (P2P walked end-to-end Jun 10, +83 audited gap closures) — Band 1 go-live-critical (329 beyond S8) needs ~82 pts/sprint S9–S12, leaving ~75 pts of headroom for prioritized Band-2 pulls; the Band-2 remainder ships Sep–Nov. NXGN-256 was split (engine + statement set) and stays MVP with the multi-entity set; epics were reorganized into six value chains. Carried to S9: T2C entity/IC + first-close set (Wave C gate), banding adoption (Jun 16), and jun10 P2P batch placement (most ride the Wave B re-test). Migration is dual-source, 136 pts incl. the Jun 6 in-flight-project loaders.
S8 Committed — Open Items & Carried to S9
Open Items / Carried to S9
⚡
Nominate testers for the P2P chain this week — AP, Procurement, Materials, Fixed Assets roles must be identified before Jun 6.
⚡
Confirm BI MVP scope — which of the 56 BI dashboard pts are must-have for Sep 1 go-live. Decision needed before S9 planning Jun 16.
⚡
Nominate Wave C UAT testers — Finance Controller, Cashier, Tax Compliance Officer roles must prepare test scripts by Jun 20.
S8 Committed — Story Status
✓
FA stories groomed & ready — NXGN-260, 261, 263 are scored, acceptance criteria defined (carry stories from S7).
✓
BI foundation deferred to S9 — NXGN-1003 (5), 1004 (5), 1005 (3), 1671 (3) groomed & scored but did not make the S8 commitment; commit at S9 planning Jun 16.
✓
Wave C seeded in S8 — Trial Balance NXGN-431 + SoD 1684 (11) and Bank recon NXGN-254 (5) committed. Wave C (T2C chain epic NXGN-202) is now 164 pts, of which 122 are Band-1 go-live-critical: entity/IC foundation (484/485/486/488 + 1780/1781), 256 Part A consolidation engine, the first-close set (241/728/1812/1813/recons/input-VAT), 438 BIR, and treasury ops — the S9/S10 critical path.
✓
Capacity confirmed — committed S8 = W3 close (29) + COFP/Sales (23) + W4 seed (16) + enablers (16) + migration start (13) = 97 pts. Recent pace 101 vs ~89-pt floor — comfortable, no carryover.
NXGN ERP Program · Sprint 8 (Day 7 of 11) · June 10, 2026 · S8 = 97 pts / 20 stories · Confidential
S6
Sprint 6 — Closed ✓ (May 11)
Apr 27 – May 11, 2026 · S7 closed Jun 1 (124/124 · 100%)
91
Committed
91
Done
20
Stories
3
Epics
✓
Sprint Done
121%
vs Baseline
Sprint Progress
91 / 91 pts · Closed May 11 ✓
● All 20 stories Done — sprint complete
✅ S7 Closed (May 16 – Jun 1) — 124/124 delivered (100%) · 28 stories Done · 0 carryover. Wave B epics AP, Procurement & Materials core COMPLETE at S7 close; 34 pts dev backlog (FA 23 + Materials enhancements 11) → S8. (Forward picture since re-baselined Jun 4–6 — see exec brief; chains have since reopened with audited gap scope, so no chain is currently dev-complete.)
Sprint Burndown
May 1 excluded (PH Labor Day). Ideal = 91 pts ÷ 10 working days.
✓ Wave A DEV COMPLETE — handed to UAT
NXGN-119 core & NXGN-204 all Done. 5 enhancement/UAT stories (25 pts) open — schedule S8.
✓ Procurement DEV COMPLETE (NXGN-118)
All 15 stories Done in S6 — 57 pts delivered. Enhancement scope (rescored 36 pts) fully closed in S7 — 10/10 Done. Procurement epic COMPLETE. Wave B remaining: 34 pts (FA 23 + Materials enhancements 11) → S8.
Performance Scorecard — Sprints 1–7 S7 Closed ✓
Total Points Delivered
548
S1–S6 (424) + S7 (124)
61% of project complete
Sprint 7 — Closed
124 pts
May 16 – Jun 1 · 124/124 done (100%) · 28 stories
New record · 0 carryover ✓
Active Developers
4
Arron · JV · Vincent · Arvin
179 commits in S7
GitHub–Jira Coverage
100%
28 of 28 S7 stories have commit evidence
Convention rate: 91% (up from 28%)
Velocity & Story Complexity Trend
Sprint Velocity — Points Delivered per Sprint
Story Size Distribution — S1 to S7
Sprint-by-Sprint Detail
Sprint
Dates
Pts Delivered
Issues
Avg Size
Issue Types
Load vs Baseline
Modules Covered
S6 closed May 11 — 91 pts. S7 closed Jun 1 (review Jun 2) — 124/124 delivered (100%), new sprint record, first full-commitment sprint; 0 carryover. Sprint Performance Report data as of June 1, 2026.
Epic Coverage Across Sprints
Epic / Module
S1
S2
S3
S4
S5
S6
UAT Wave
Qualitative Assessment
Velocity Growth — New Record (124 pts · 100%)
S1→S7 rose 130% (54 to 124 pts). S7 delivered all 124 committed pts — the highest sprint in project history and the first 100%-commitment sprint, 65% above the 75-pt baseline. 7-sprint stats: mean 78, median 75, max 124 (S7), min 48 (S2); recent 3-sprint avg (S5–S7: 101 pts), with the S7 record (124), brackets the adopted 115-pt planning basis for S9–S12.
Developer Engagement — Convention Step-Change
S7 generated 178 GitHub commits at 91% Jira convention — up from 28% in S6. Arron Manlapaz 134, Vincent Mendoza 20, JV Del Rosario 17 (back online), Arvin Libo 7. All 28 sprint stories have commit evidence (100% coverage) — every story is traceable to code.
Wave B Core Complete — 34 pts Backlog to S8
At S7 close, the Wave A and B module cores were all dev-complete (Collections, AR, Sales/CRM, Procurement, AP, Materials, FA foundation). Since then the Jun 4–6 audits reopened every chain with gap scope, and modules were consolidated into six value-chain epics — current status lives on the UAT tab.
S7 Closed — 100% Commitment, 0 Carryover
S7 closed at 124/124 (100%) — the team's first full-commitment sprint and best result yet. All 28 stories Done; the final 5 (Vendor Advance 592, Supplier Price List 1214, Item Master 1388, Low Stock Alerts 153, Asset Revaluation 262) all landed before close. Nothing carried over. Wave B core was dev-complete at S7 close (since reopened by the Jun 4–6 gap audits).
Outlook
Delivery Trajectory — Sprints 8–12
S7 closed June 1 delivering all 124 committed pts (100%) · 28 stories Done · 0 carryover; S8 is committed at 97 pts / 20 stories. Remaining scope was re-audited Jun 4–10 to pts. Migration ( pts) is JV-owned, off the scrum team, and BI ( pts) is a post-go-live wave — so the go-live-critical functional set is A–D = pts, fitting S9–S12 capacity (– pts at the adopted pts/sprint basis) with a ~ pt fast-follow band into September. Under back-to-back sprints, S12 ends August 11, giving a 21-day cutover window (rehearsals Aug 11–28). Migration runs as its own lane to the Sep-1 cutover (test runs now → ~July H1-2026 load) — its blocked source files are the #1 program risk.Sep 1 go-live holds; per-story banding is adopted at S9 planning Jun 16.
NXGN ERP Program · wrld capital holdings · Sprint Performance Report · June 1, 2026 · Confidential GitHub data: Wrld-Capital-Holdings-Inc/ERP · Jira: wrldcapital.atlassian.net · Velocity source: closed sprint Done issues
S7
Sprint 7 CLOSED ✓
May 16 – Jun 1, 2026 · Closed Jun 1 (review Jun 2) · 124 pts done (100%) · 0 carryover ✓
124
Committed
28
Stories
4
Epics
124
Done
100%
Delivered
Sprint Timeline
Closed Jun 1 · 124/124 pts done (100%)
● Sprint closed — full commitment met · 0 carryover
Wave B core dev-complete at S7 close. AP, Procurement & Materials core epics COMPLETE; Fixed-Asset registry, depreciation & revaluation shipped. 34 pts Wave B dev backlog (FA 260/261/263 + 1681 = 23; Materials 1678/1679/1680 = 11) → S8. BI infra → S8.
S7 delivered all 124 of 124 (100%) — new record, 0 carryover. The S5–S7 avg (101) and the S7 record (124) bracket the adopted 115-pt planning basis for S9–S12.
S8 Preview (Jun 2 – Jun 16)
W3 dev 34 (FA 23 + Materials 11) + COFP cluster 20 + Bank 21 + clean GL 16 = ~91 pts (no carryover). Split 241/438 + NXGN-256 decision at planning; BI foundation 16 + Wave-2 follow-ups 25 backfill.
wrld-dev-25 is a shared account. Arvin = aql date-stamp commits; Vincent = remaining wrld-dev-25. JVDel-hub is JVCoder's secondary account.
GitHub → Jira Cross-Check — Sprint 5 Stories
Ticket
Summary
Pts
Developer
Jira Status
GitHub
Commit Evidence
GitHub evidence matched by commit message keyword, ticket reference, or feature name.
Workflow Observations
main branch is 3 months stale (last merge: Jan 22)
All S5 development is landing in personal branches (Arron, JVCoder, Arvin-V2, Vincent) and merging only to Develop. The main branch has not been updated since January 22, 2026 — 89 days ago. Recommend establishing a weekly Develop → main merge cadence.
Only Arron consistently references NXGN ticket keys. JVCoder uses feature names, Vincent uses bare numbers (588, 131, 133), Arvin uses date stamps. This makes automated tracking unreliable for 75% of the team.
NXGN-257 (Audit Trail) — confirmed Done in S5
Arron had 5+ commits on audit trail immutability and hash chain logic (NXGN-1151–1156, Apr 16–17). Story confirmed Done at S5 close (Apr 22) — included in the 88 pts delivered.
NXGN-253 (Bank Feed Integration) — confirmed Done in S5
Flagged as at-risk mid-sprint due to limited commit evidence. Story confirmed Done at S5 close (Apr 22) along with all 18 other S5 stories.
S6
Sprint 6 — Complete
Apr 27 – May 11, 2026 · 91 pts delivered (new record) · 20 stories Done
Closed May 11 ✓ · 100% — 20 Done
Pts Committed
91
vs 75-pt baseline — 21% above
Highest commitment in project history
Stories Planned
20
Across 3 active epics
3 epics have zero S6 stories ⚠
Wave B In S6
78 pts
Procurement (57) + AP (21)
44 pts Procurement already Done ✓
Wave A UAT Active
May 4
UAT underway — Wave A opens May 16
Testing live — on original cadence
Sprint 6 — Epic Breakdown
Epic
Wave
Pts in S6
Stories
Epic Total Remaining
Notes
NXGN-118 Procurement
Wave B
57
15
0
✓ DEV COMPLETE — all 15 stories Done in S6, 57 pts delivered
NXGN-203 AP & Vendor Management
Wave B
21
3
34
NXGN-999, NXGN-730 & NXGN-997 all Done in S6 (21 pts) · 36 pts / 6 stories committed to S7 (rescored at planning · NXGN-1380 renamed to Recurring Payments)
NXGN-119 Sales Inventory & CRM
Wave A
13
2
0
✓ DEV COMPLETE — NXGN-439 & NXGN-441 Done in S6
NXGN-120 Materials Inventory
Wave B
0
—
37
✓ All 9 stories in S7 (37 pts · NXGN-1388 added at S7 planning)
NXGN-205 Fixed Asset Management
Wave B
0
—
30
✓ 15 pts in S7 (258+259+262) · 23 pts carry to S8 (260+261+263+1681)
Total Committed S6
91
20
—
16 pts above 75-pt baseline
Sprint 6 — Risks & Watch Items
Sprint 6 Closed May 11 · 91/91 pts Done · new sprint record ✓
All 20 stories Done. Procurement (NXGN-118) DEV COMPLETE — 57 pts, all 15 stories Done in S6. AP: NXGN-730, 997, 999 all Done (21 pts); 36 pts committed to S7 (rescored at planning; NXGN-1380 renamed to Recurring Payments). S6 actual dates: Apr 27–May 11. S7 starts May 15.
Materials Inventory & Fixed Assets — committed to S7 May 15 ✓
NXGN-120 (37 pts · 9 stories incl. NXGN-1388 added at planning) and NXGN-205 (15 pts of 30 in S7) all committed to S7 at sprint planning May 15. Wave B core UAT scope: 103 pts (AP 36 + Materials 37 + FA 30) — all in S7. UAT target Jun 6 on track.
Wave A (Order-to-Cash) UAT closed — Billing/Collections + Sales/CRM/AR
Order-to-Cash UAT ran May 4 – Jun 2 (Billing & Collections from May 4, Sales/CRM & AR from May 16). Now closed; the full revenue cycle was tested as one value stream. COFP issuance (NXGN-1668) committed in S8 needs a re-test slot.
GitHub commit analysis for Sprint 6 (Apr 27–May 11) — Sprint closed.
Sprint closed May 11. All 20 stories Done (91/91 pts). Sprint 6 is the new velocity record at 91 pts. 46 GitHub commits: Arron 22, JVCoder 11, Vincent 11, Arvin 2. S7 planning underway May 15.
131
Open / Unscheduled
779
Remaining Pts
72
Showing
445
Showing Pts
0
Sim Pts
0
Sim Stories
Jira pull: Epics = value chains (Jun 6 reorg) · banded per S9 re-baseline proposal
Wave:
Size:
Group:
Key
Summary
Wave
Pts ↕
+ Sprint
Remaining Points by Epic
Points by Wave
Wave Breakdown
⚡ Sprint Simulator
Click [+] on any story to add to sprint plan
Sprint Target
75pts
0 ptsof 75 target
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S9 Plan — Recommended Pickups
Sprint 9 (Jun 16–30) · planning basis 115 pts/sprint · live Jira .
Draft pick-list — not committed to Jira. Final commit runs the Definition-of-Ready gate at S9 planning (Jun 16).
A re-certification-led. S9 is sequenced to the imminent UAT windows — A re-cert and B UAT both open Jun 17 — plus the thin Treasury / multi-entity + GL foundation that clears the Wave-C gate and that JV's ~July migration load depends on. Heavy close / consolidation work moves to S10, aligned to Wave-C UAT (~Jul 15).
115
Commitment · 23 stories
+11
Aspirational stretch (+10%) · 2 stories
126
Total if stretch pulled
Commitment · Order-to-Cash (Wave A) — feeds A re-cert (Jun 17→) · 54 pts
Sequencing within S9: 484 → 488 before 241 / 431 · 485 before 486 · 1955 + 1957 before 1958. Deferred to S10 (Wave-C-UAT-timed ~Jul 15 & completes JV July-load prereqs): IC stock transfer 1780/1781 · consolidation 256 + 1822 · statements 1821/1777/1778 · treasury 1823–1828 · P2P close spine 1812/1813/1814 · expense accrual 728. S10–S11: buyer changes 1765/1766/1767, remaining CRM / P2P gap tails. Post-go-live: Business Intelligence (Wave E). JV lane: migration (NXGN-731). Capacity note: 115 is the full commitment with no built-in defect buffer; A re-cert and B UAT both open on S9 day 1, so the stretch set is pulled only if early-pass defect inflow is light. Watch Arron's cross-wave load (FA + Wave-A collections + AP/GL).
Developer Scorecards — Sprint-over-Sprint
Each scorecard compares a developer against their own history — there is no cross-developer ranking. Story points measure delivery flow, not value: reviews, pairing, and unpointed work don't appear here. Team goals: deliver what you commit · ≥95% of commits reference an NXGN ticket · every story carries commit evidence.
QA Scorecards — Verification Throughput
QA works on per-story verification subtasks ("QA — …", paired: one per QA per story). Same rules as above — self-trend only, no ranking. Months shown by subtask creation.
Data: Jira completion-sprint attribution + full QA-subtask history (live pull Jun 4–5 2026; S8 GitHub refreshed Jun 10). Close-out basis: Jira stores a single sprint per issue here — rates reflect final attribution; mid-sprint moves are not retained by the field · GitHub Develop non-merge commits · S8 figures are assigned/committed work — sprint in flight (Day 7 of 11).