Delivery

Sprint board, backlog and risk register

Nexus is built with Scrum on two-week sprints. Each sprint ends with a demoable increment, and sprints with a gate end in a gate review with the board.

8 sprints · 2 weeks eachAverage velocity 33 points8 epics

Story points completed

120/188

64% of the backlog closed

Average velocity

32.7

Across the sprints already run

Stories in progress

5

WIP limited to keep flow stable

High risks

8

Each risk has a control and an owner

Progress by sprint

The solid bar is completed story points; the faint bar is the sprint commitment.

S0

Foundation

G0

S1

Requirement Catalog

S2

Assessment Engine

G1

S3

PoC Lab v1

S4

Finance & Manufacturing PoC

S5

Control Tower & Quality

S6

Integration & EAM

G2

S7

MVP Packaging

Sprint 6 is in flight and tied to gate G2 — the gap between commitment and completion is expected at the time of this snapshot.

Done

12 stories · 120 points
  • NX-101MustS0 · 8 points

    As a Cloud Engineer, I need a standards-based Azure landing zone so every environment is isolated and cost-controlled

    Platform Foundation

    • Four environments (Dev/Test/UAT/Prod) split by subscription or resource group
    • Budget alerts fire at 50/80/100% of the monthly budget
    • Key Vault holds every secret; no secrets in source code
  • NX-102MustS0 · 5 points

    As a Developer, I need a CI/CD pipeline so every change is built, tested and deployed automatically

    Platform Foundation

    • The pipeline runs lint, typecheck, unit tests and build on every pull request
    • Merging is blocked while the pipeline is red
    • Automatic deployment to Test on merge into the main branch
  • NX-103MustS0 · 8 points

    As an Enterprise Architect, I need Entra ID and RBAC so permissions follow roles across the whole portal

    Platform Foundation

    • SSO through Entra ID works for 4 roles
    • The RBAC matrix is approved and enforced at the API layer
    • Every material action writes an immutable audit trail
  • NX-111MustS1 · 8 points

    As a Business Analyst, I need NERP requirements with identifiers so every assessment is traceable

    Nexus Assessment Engine

    • Every requirement has a code, domain, dimension, criticality and weight
    • Critical requirements must link to a PoC or carry a documented waiver
    • The requirement catalog exports to a file for the gate pack
  • NX-112MustS2 · 13 points

    As an Enterprise Architect, I need a 100-point scoring framework so platforms are compared with transparent weights

    Nexus Assessment Engine

    • The 8 dimension weights always sum to 100
    • The total score updates the moment a requirement's fit level changes
    • Critical gap count and the customisation index are displayed
  • NX-113MustS2 · 8 points

    As a Board member, I need fit-gap and platform benchmarks so decisions do not rest on self-assessed scores alone

    Nexus Assessment Engine

    • Platform benchmarks are shown with their data source
    • State clearly that the OLYM3 Architecture score measures architecture capability, not an ERP score
    • Every critical gap has a treatment and a cost converted into money
  • NX-121MustS3 · 13 points

    As a QA Lead, I need to manage the scenarios of all 10 PoCs so the pass rate is visible in real time

    Nexus PoC Lab

    • Each PoC lists its scenarios, expected results and status
    • Pass rate and automation rate are computed per PoC
    • A PoC cannot be marked as passed while a critical scenario is still open
  • NX-122MustS3 · 5 points

    As a Product Lead, I need each PoC to declare its data source so we can prove no demo data was used

    Nexus PoC Lab

    • Each PoC records its dataset, scope and the person who confirmed the data
    • A warning appears when a PoC uses unconfirmed simulated data
  • NX-123MustS4 · 13 points

    As a Finance BA, I need the intercompany and costing PoC to prove reconciliation across two real accounting periods

    Nexus PoC Lab

    • Matching entries are generated automatically in both legal entities
    • The reconciliation difference is zero after the period is closed
    • Actual costing separates price, quantity and efficiency variances
  • NX-131MustS5 · 13 points

    As leadership, I need a control tower showing KPIs with owners so every metric has someone accountable

    Nexus Insight Control Tower

    • Every KPI has an owner, a target, a trend and a next action
    • On-target and off-target metrics are visually distinct
    • Filtering by Product, Business and Customer value groups is possible
  • NX-151MustS2 · 13 points

    As a Board member, I need gate reviews to release budget only on evidence so funding risk stays controlled

    Nexus Gate Governance

    • Every gate criterion is bound to specific evidence
    • A gate cannot move to approved while a criterion is unmet
    • The decision, the approver and the timestamp are recorded
  • NX-171MustS4 · 13 points

    As leadership, I need a five-year TCO model with scenarios so options can be compared before deciding

    TCO & Business Case

    • At least 3 cost scenarios are compared
    • Customisation cost is converted into both money and risk
    • Changing the user count recalculates the whole model

In progress

5 stories · 42 points
  • NX-124MustS5 · 8 points

    As a QA Lead, I need the quality PoC to block shipment of unreleased lots so the end customer is protected

    Nexus PoC Lab

    • 100% of held lots are blocked at the issue step
    • Each NCR has an owner, a deadline and a corrective action
    • A closed CAPA loop carries evidence of effectiveness
  • NX-132ShouldS5 · 8 points

    As a department head, I need alerts when a KPI breaches its threshold so I can act before the month is affected

    Nexus Insight Control Tower

    • The alert reaches the owner through Teams within 5 minutes
    • The alert includes a drill-down link to the source document
    • Alerts can be snoozed with a reason and an expiry
  • NX-141MustS6 · 13 points

    As an Integration Engineer, I need per-connector reliability tracking so we can prove 99.9% before rollout

    Nexus Connect

    • Success rate, message count and latency are shown over 30 days
    • Failed messages land in a dead-letter queue and can be reprocessed
    • Retries use backoff and remain idempotent
  • NX-142MustS6 · 8 points

    As a customer, I need the e-invoicing connector so my team never has to enter data twice

    Nexus Connect

    • Invoices are issued with a digital signature and acknowledged successfully
    • Invoice status syncs back into the system
    • Issuance failures display a specific cause
  • NX-152MustS6 · 5 points

    As a Product Lead, I need to track pilot spend against the 1.5B ₫ cap so we never breach it

    Nexus Gate Governance

    • Spent, remaining and end-of-pilot forecast are displayed
    • An alert fires when the forecast exceeds the cap

Not started

3 stories · 26 points
  • NX-161ShouldS7 · 13 points

    As leadership, I need to ask KPI questions in natural language and get answers with citations

    Nexus AI Copilot

    • Every answer carries its data source and last-updated time
    • The assistant declines to answer rather than guessing when data is insufficient
    • Questions and answers are logged for audit
  • NX-162CouldS7 · 8 points

    As a Procurement BA, I need AI to detect anomalies in purchasing spend so I can review them early

    Nexus AI Copilot

    • Transactions deviating abnormally from history are detected
    • Each alert carries a confidence level and a reason
  • NX-172ShouldS7 · 5 points

    As a Founder, I need the business case refreshed after each gate so I can present to investors and partners

    TCO & Business Case

    • The business case is bound to the latest KPI data
    • An investor-ready deck can be exported

Programme-level risk register

Risk score = probability × impact, each on a 1–5 scale.

IDRiskLevelScoreControlOwner
R1The company is perceived as a consultancy rather than a software productHigh20Clear IP ownership, subscription revenue, a code repository and a public product roadmapFounder
R3Excessive customisation inflates TCO and upgrade riskHigh20Fit-to-standard principle, change control and a customisation indexEnterprise Architect
R4Poor customer data quality makes the PoC inconclusiveHigh20A mandatory data readiness gate before G1 with a minimum score of 80Data/AI Engineer
R2Dynamics 365 licence cost exceeds what an SME can affordHigh16Start with Business Central, use startup benefits, expand in stagesProduct Lead
R7Scope creep breaks the schedule and the pilot budget capHigh16Scope locked at G0/G1; every change goes through a change requestProduct Lead
R5PoCs run only on demo data and therefore do not reflect real operationsHigh15Real data is mandatory, or simulated data confirmed by the data ownerQA/UAT Lead
R6Integration with legacy systems fails at real scaleHigh15PoC P10 runs before rollout and requires message success of at least 99.9%Integration Engineer
R10Insufficient ROI evidence when presenting to investors and MicrosoftHigh15Capture a KPI baseline before the pilot at each customer and remeasure after 90 daysFounder
R9Revenue concentration in a single large customerMedium12A portfolio of 3–5 design partners across different industriesB2B Sales
R8Azure credits are consumed without creating product valueMedium9FinOps, budget alerts, and every workload tied to a product featureCloud Engineer

Scrum ceremonies

A fixed cadence that keeps evidence discipline.

  • Sprint Planning

    Monday of sprint week 1, 2 hours

    Sprint goal and an estimated sprint backlog

  • Daily Standup

    Daily at 09:15, 15 minutes

    Progress update and impediments

  • Backlog Refinement

    Wednesday of week 1, 90 minutes

    Stories meeting the Definition of Ready for the next sprint

  • PoC Evidence Review

    Every Friday, 60 minutes

    PoC evidence confirmed or returned

  • Sprint Review

    Final Friday of the sprint, 90 minutes

    Increment demo for stakeholders with feedback captured

  • Retrospective

    Final Friday of the sprint, 60 minutes

    At most 3 improvement actions, each with an owner

  • Gate Review

    End of each phase

    A G0–G4 decision and the budget released

Definition of Ready

A story enters a sprint only when every condition is met.

  • The story follows the role – need – value format and links to an epic
  • Acceptance criteria are verifiable and unambiguous
  • The related NERP requirement or PoC is identified
  • Sample data or a data source exists for testing
  • Estimated in story points and no larger than 13 points
  • No unconfirmed external dependencies

Definition of Done

No exceptions, even close to a gate deadline.

  • Every acceptance criterion is verified with retained evidence
  • Automated tests for critical flows are written and passing
  • Typecheck and lint are clean
  • Security: no secrets in source code, access follows RBAC
  • Documentation and screenshots are updated in the evidence pack
  • Demoed in Sprint Review and accepted by the Product Owner
  • Deployed to the Test environment with no regressions