Web hit all 7 of its sprint goals in PI 11 and planned the PI at 116% of its capacity — the closest the team has come to a plan that matches what it can do, against 154% in PI 10. Completion ratio reached 67.7%, the team's highest in the five-PI window, and no sprint finished with zero velocity, meeting the 2026 goal on completing value every sprint. S3 closed 24.5 of a 30.5-point commitment for 30.5 points of velocity against 31.8 of capacity.
| Goal | Target | PI 11 | Status |
|---|---|---|---|
| Sprint and PI goal achievement shared, all team leads | ≥80% hit rate | 7 of 7 goals ticked · 100% | Met |
| Value completed every sprint | No sprint with zero velocity | 0 sprints at zero velocity | Met |
Velocity by sprint was 14, 15, 30.5, 23, 18.5 and 29 points. The vault wording is “value delivered every sprint (no sprint with 0 deliverables)”, measured against velocity. The analyst reference file renders this as commit_done = 0, which is a known mis-transcription — a different column — and is not used here.
7 goals set, 7 ticked — the participant tab rolled onto pre-production in S3, the clinical trial reporting tool initialised in S4, the adherence query finalised in S5 and the ATA care-plan migration script completed in S6.
Demand fell to 116% of capacity from 154% in PI 10, and commitment to 117.5 points from 119.5 on a capacity of 169.8. Completion ratio of 67.7% is the highest the team has recorded in the window.
Velocity rose to 130 points from 116.5 in PI 10, at 77% of capacity. Per team member that is 21.7 points against 19.4, an index of 112 on an unchanged six-person roster — the team completed more board work from less code movement.
Two production deployments were recorded in S2 — one on prolaio-workbench and one on carelab — alongside 26 staging deployments across the PI.
Code activity fell sharply. Merge requests came in at 68 against 99 in PI 10, and commits at 814 against 1,526. Per team member that is an index of 69 on merge requests and 53 on commits, against the team's own PI 10 level, on an unchanged six-person roster.
Three release tags were recorded across the PI: prolaio-workbench v1.1.0 and prolaio-web v1.8.3_carelab in S2, and prolaio-ui 0.16.0-beta.0 in S5.
Median lead time from commit to production on prolaio-workbench was 53 days, with a p90 of 57, against a 7-day target. The PI 10 figure for the same project was 34 days. The carelab production environment recorded a 0-day median across 10 commits with a p90 of 65.
Staging deployments outnumbered production deployments 26 to 2. Fourteen of the 26 fell in S3, and S5 and S6 recorded none to either tier.
Creep ratio was 76.2% for the PI — 89.5 unplanned points against a 117.5-point commitment — the team's second-highest in the window.
Source. prolaio-engineering-metrics.metrics in BigQuery,
pulled 16 October 2026. Ratios are point-weighted across the PI
(SUM(x)/SUM(y)), not averages of per-sprint ratios, and cover all six sprints.
Rate-based goals exclude S6, the IP sprint, and say so where they appear.
Committed Done is work committed at sprint start and completed, at its end-of-sprint estimate. Velocity is committed done plus creep done. Completion ratio and creep ratio share a denominator the team sets at planning and are reported here without a pass/fail judgement.
Sprint goals are parsed from the markdown checkboxes in
sprints.sprint_goal, as the team wrote them. Teams edit these after a sprint closes,
so these figures are as of 16 October 2026.
Per-team-member figures use the delivery roster — engineers, QE and interns, excluding Product Owners and PMO — averaged over the PI's sprints.