Engineering Performance · PI 10 brief
PI 10 · Web
PI 10 ran 28 April to 5 August 2026. This brief summarises Web's PI 10 results across the five active sprints. The IP sprint (S6) is excluded from headline metrics per the standard convention.
Web shipped eight final prolaio-ui releases in PI 10, up from five in each of the previous two PIs and the strongest release rhythm in the trend window. Staging deployment activity reached 57, the highest of any team and the only tier anywhere in the organisation clearing the 0.5 per day DORA threshold. Commit volume rose again, reaching the highest level Web has recorded. Bug count stayed low at 6.
Completion Ratio
45%
▼ -10pp vs PI 9 (55.1%)
Committed Done vs Capacity
31%
▼ -31pp vs PI 9 (62.1%)
Velocity vs Capacity
76%
▲ +2pp vs PI 9 (73.3%)
Sprint Goals Hit
100%
2 of 2 parseable · hygiene caveat
Creep Ratio
122%
▼ +93pp vs PI 9 (28.3%)
Prod Deploys
4
▲ +1 vs PI 9 (3) · 0.053/day
Merged MRs
97
▲ +17% vs PI 8 · 1.3/day
Capacity, Commitment, Velocity, Creep · PI-level
Story points per PI · velocity = commit_done + creep_done · creep shown as absolute SP
Capacity Commitment Velocity Creep
Capacity, Commitment, Velocity, Creep · PI 10 by sprint
All six sprints actual. S5 was planned with zero commitment; all 41.5 SP resolved that sprint came from unplanned work. S6 is the IP sprint and is excluded from the headline metrics above.
Capacity Commitment Velocity Creep
Creep Ratio · PI-level
creep / commitment · 20% ceiling shown
Creep ratio 20% ceiling
Bugs Completed · PI-level
Count per PI
Bugs
Release activity · PI-level
GitLab final release counts on Web repositories, active window only
Final releases
Merged MRs and commits · PI-level activity
Accepted merge requests and commits per PI, attributed by team member, active sprints only. PI 9 was a broad-based activity peak across the whole organisation.
Merged MRs Commits (right axis)
Deployments per PI · by tier
Active-period count, excludes the IP sprint
Production Staging
Deployment frequency · by tier
Deploys per active day · 0.5/d is the DORA target
Production Staging 0.5/d target
Final releases this PI
Final releases shipped in the PI 10 active window. RC and non-version tags (e.g. "v1.1.0-test-ci") excluded.
| Date | Repository | Version |
|---|
| 20 May | prolaio-ui | 0.8.1 |
| 4 Jun | prolaio-ui | 0.9.0 |
| 12 Jun | prolaio-ui | 0.10.0 |
| 23 Jun | prolaio-ui | 0.11.0 |
| 24 Jun | prolaio-ui | 0.12.0 |
| 26 Jun | prolaio-ui | 0.13.0 |
| 6 Jul | prolaio-ui | 0.14.0 |
| 7 Jul | prolaio-ui | 0.15.0 |
Goal progress
Final position against the 2026 team-level engineering goals applicable to Web.
Sprint & PI goal achievement
100% (2 of 2 parseable)
Target: ≥ 80% (shared, all teams) · Hygiene check
Warn
Value delivered every sprint
S5 had commit_done = 0, but 41.5 SP of unplanned work was resolved.
Target: no sprint with commit_done = 0 (Jeff) · Depends on reading
Warn
Two readings of the value-delivery goal are possible. Read literally as commit_done = 0, S5 is a miss because the sprint was planned with zero commitment, so no committed work could complete. Read as "the team shipped something of value", S5 passes: 41.5 SP of unplanned work was resolved, the highest single-sprint velocity Web recorded in PI 10, and three prolaio-ui releases shipped during it (0.13.0, 0.14.0 and 0.15.0). Worth settling which reading Jeff intends. Separately, four of Web's five active sprints wrote goals using [] with no space between brackets, which the warehouse regex cannot parse, so the 100% hit rate rests on two data points.
What stood out
Eight final prolaio-ui releases shipped, up from five in PI 9 and five in PI 8. Releases came at a steady cadence from 20 May through 7 July, including five in the final three weeks.
Staging deployments reached 57 across the active window, up from 31 in PI 9. At 0.75 per day this is the only tier at any team that clears the 0.5 per day DORA threshold.
Production deployments recovered to 4 from 3 in PI 9, returning to the PI 8 level.
Velocity held steady at 112 SP against 111.5 in PI 9 and 113 in PI 8, and bug count stayed low at 6.
Merged MRs finished at 97 against 83 in PI 8, up 17%. Commits reached 1,451, the highest Web has recorded, up from 695 in PI 8 and 1,290 in PI 9. PI 9's 186 merges were part of an organisation-wide activity peak, so the fall from that figure is a return toward trend.
Where the data is mixed
Creep Ratio finished at 122%, meaning more unplanned work arrived than was ever committed. 123.5 SP of creep against 101.5 SP of commitment. S5 accounts for most of it: the sprint was planned with zero commitment and absorbed 56.5 SP of unplanned work.
Commitment fell to 69% of capacity, the lowest in the trend window and down from 113% in PI 9. Web planned for substantially less than it could absorb, and unplanned work filled the space. Committed Done vs Capacity of 31% reflects the small plan rather than low output: Velocity vs Capacity was 76%, roughly in line with PI 9.
S5 having zero commitment is worth understanding. It is the mechanism behind the creep ratio, the low Committed Done figure, and the value-delivery goal ambiguity all at once. Data shows the same zero-commitment pattern in its own S5, so this is worth understanding as a planning practice rather than a Web-specific choice.