NXGN ERP — Planning Dashboard

NextGen ERP — Milestone Projection & Velocity Analysis
Apr 7, 2026 Sprint 5 of 12 active
75
245 pts
S1–S4 completed (4 sprints)
Wave Status
Capacity vs. Requirements

Cumulative Capacity vs. Cumulative Requirements

Velocity History

Epic Sprint Plan — Must-Start & Must-Complete by Sprint
Sprint Pick-up Simulation — Work Allocation by Wave
Simulated point allocation per sprint to meet each UAT wave deadline. S5 reflects committed stories; S6–S12 are velocity-driven projections.

Simulated Sprint Load by Wave

Sprint Loading (S5 – S12)
Analysis & Recommendations
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
S5 ACTIVE Apr 8 – Apr 22, 2026 87* 15+ — Stories
116% committed
Sales/CRM · AR Credit · Collections · Procurement · Bank · GL
* Sprint 5 figure is committed scope, not yet delivered. All other sprints are actuals.
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 5 — Ambition and the Delivery Test
Sprint 5 is committed at 87 pts — 16% above S4 and the highest commitment in the project's history. Wave 1 UAT (Collections) begins April 17, nine days into this sprint, making timely delivery of the 4 Wave 1 stories non-negotiable. Three of those stories carry active blocker flags awaiting Legal/CSRG and Finance input. The team's execution in S5 will either confirm S4 velocity as a sustainable baseline or reveal ceiling pressure as scope broadens into six modules.
Outlook

Delivery Trajectory — Sprints 5–12

At the S4 baseline of 75 pts/sprint, the team is projected to deliver all MVP scope across 7 UAT waves by July 29, 2026 — 9 days ahead of the August 7 cut-over window, representing a ~61-pt buffer. The critical path runs through Wave 3 (AP, Procurement, Inventory, Fixed Assets — 197 pts total), which must enter active development by Sprint 6 (April 22) to protect the May 29 UAT start. The ERP Steering Committee should treat Wave 3 scheduling as the single highest-priority planning action for the next sprint review.

The team's demonstrated velocity growth and improving story decomposition practices provide strong grounds for confidence that the August 7 go-live date is achievable at current pace.

Executive Briefing — Confidential
NextGen ERP (NXGN)
Project Status Update
Odoo ERP Replacement & Go-Live Readiness
Overall Status
● ON TRACK
Prepared: April 7, 2026
For: CEO & COO
Sprint 5 of 12
🚀
Target MVP Go-Live
August 7, 2026
Odoo ERP cut-over window: Aug 7–14, 2026  ·  122 days from today
32%
Delivered
S5 / 12
Current Sprint
75
Pts / Sprint
7
UAT Waves
Delivery Progress
Overall Scope 245 of 784 pts
Sprints Completed 4 of 12
Remaining Capacity 600+ pts available
Velocity (last sprint) 75 pts ↑
Velocity (4-sprint avg) 61 pts
Velocity trend +40% over S1
Sprint 5 status 87 pts loaded
UAT Wave Schedule
Wave 1
Collections & Billing
Apr 17
ON TRACK
Wave 2
Sales / CRM + AR
May 15
ON TRACK
Wave 3
AP · Procurement · Inventory
May 29
TIGHT
Wave 4
Bank Mgmt + GL/BIR
Jun 12
ON TRACK
Wave 5
PET Financials
Jun 26
ON TRACK
Wave 6
Business Intelligence
Jul 10
ON TRACK
Cut-Over
Odoo ERP Migration
Aug 7
ON TRACK
Key Assumptions
1
Velocity holds at 75 pts/sprint
Team delivered 75 pts in Sprint 4, trending upward from a 61-pt average. Projections use S4 actuals as the baseline.
2
UAT proceeds per scheduled waves
Business stakeholders available per the 7-wave schedule. UAT sign-off per wave required before proceeding to cut-over.
3
No material scope additions
New feature requests or scope additions after Apr 14 will push the go-live date. Change requests require ERP Steering Committee approval.
Risks & Mitigations
⚠
Wave 3 sprint buffer is thin
AP & Vendor and Fixed Assets epics have no stories yet assigned to sprint. If scheduling is delayed beyond Sprint 6 (Apr 22), the May 29 UAT deadline is at risk.
✓ Mitigation: Engineering lead to pull Wave 3 epics into Sprint 6 planning session (Apr 21). Sufficient capacity exists at current velocity to deliver full Wave 3 scope by May 29.
⚠
Sprint 5 slightly overloaded
87 pts committed vs. 75-pt velocity baseline — a 16% overage. If team does not hit 87 pts, Wave 1 stories could slip into Sprint 6.
✓ Mitigation: Wave 1 (Collections, 18 pts) already fully in sprint. Daily standups monitoring burn rate. Overflow plan ready for Sprint 6.
✓
Migration feasibility confirmed
At current velocity, the Aug 7 go-live has a 61-pt buffer — equivalent to roughly 11 days of slack before any date impact. Schema analysis (NXGN-732) can begin Sprint 9 independently.
No action required. Buffer absorbs 1 full sprint slip without impacting go-live.
Decisions & Actions Required
ENG LEAD
By Apr 21
Schedule Wave 3 epics into Sprint 6
AP & Vendor (63 pts) and Materials Inventory (27 pts) have zero sprint assignment. Must enter S6 (Apr 22) to hit May 29 UAT.
COO
By May 1
Confirm UAT business owners for Waves 2–3
Wave 2 UAT starts May 15, Wave 3 starts May 29. Business-side UAT leads for Sales, AP, and Procurement must be confirmed.
ERP S/C
Ongoing
Freeze non-critical scope after Apr 14
Any new feature request submitted after Apr 14 enters a post-go-live backlog. This is required to protect the Aug 7 cut-over date.
Summary for Leadership

The NXGN ERP project is on track for an August 7, 2026 go-live. The development team has completed 245 story points across four sprints, with velocity accelerating from 54 pts in Sprint 1 to 75 pts in Sprint 4. At this pace, the team has sufficient capacity to complete all seven UAT waves and the Odoo cut-over before the target date — with approximately 61 points of buffer (equivalent to ~11 days of flex) before any go-live impact.

The primary near-term watch item is Wave 3 (May 29), which covers Accounts Payable, Procurement, Inventory, and Fixed Assets — the largest single wave by scope. At current velocity, the team has sufficient capacity to deliver Wave 3 in full. The key action is ensuring these epics enter sprint planning by April 21. No go-live date change is required or anticipated.

NXGN ERP Program  ·  Executive Status Brief  ·  April 7, 2026
Confidential — For CEO & COO Use Only
Data as of Sprint 5 · wrldcapital.atlassian.net