Program increment burnup by story


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About this report

The program increment burnup by story report shows the story burnup for the PI, providing a detailed view, by story, of work that has been accepted. A burnup chart shows how much work has been completed as well as the total amount of work. The accepted work is on the vertical axis and time is on the horizontal axis. This chart is especially useful for Portfolio Managers and Release Train Engineers to understand if there is too much scope in the PI to be able to finish on time. You can filter the chart by PI, program, release vehicle, product, theme group, and Scrum Masters/product owners.

Find this chart on the program increment progress report:

If you’re using the new navigation:

  1. Select Portfolios, Solutions, Programs, or Products in the top navigation bar and select the entity you want to view information about.
  2. On the sidebar, select Reports in the list of options.
  3. Select program increment progress; the report displays.

If you’re using the old navigation:

  1. Select the Reports icon from the left Nav menu.
  2. Start typing the report's name (Program Increment Progress) in the Search box.
  3. Once found, select the report.
    Note: You can also use the categories on the left to search for the needed reports.


  1. PI must exist in the system and be tied to a program. 
  2. Features must be created and tied to the PI. 
  3. Stories, with point values, must be created and tied to features. 
  4. Stories must be assigned to a sprint.

How are report values calculated? 

  1. Start Date = Start Date of the PI.
  2. End Date = Finish Date of the PI plus one day (for example, the chart for a PI ending on August 1 will end at August 2).
  3. Scope = Sum of All Effort Points on stories on each day of the report time period.
  4. Accepted = Sum of All Effort Points on accepted stories on each day of the report time period.
  5. Value Points Accepted = Sum of all Value Points on accepted stories on each day of the report time period.
  6. Predicted = Predicted trend upward of Effort Points on accepted stories. The Predicted daily burn rate is calculated based on the sum of all scrum (Agile-type) teams in the programs’ average velocities during their last 5 completed sprints.
    Note: For detailed information on the Predicted daily burn rate, as well as the underlying team velocities used in the calculation, select the Burn Details button at the top-right of the report.
  7. Optimistic = Predicted Trend * 1.2
  8. Pessimistic = Predicted Trend * 0.8



  1. Effort and value points for a story are credited on the day the story is accepted. 
  2. IP sprints are included in report calculations. 
  3. If there are un-estimated stories, those stories are not reflected in the accepted or scope numbers, as they do not have any points allocated to them. 
  4. If effort points are added or removed during the PI, the scope line will adjust upwards or downwards accordingly.
  5. If the accepted line is trending upwards down faster than the Program Increment Burndown by Feature accepted line, this is because stories are being accepted, but the parent feature is not being accepted. This indicates working on too many features at once without completing them, and/or orphaned stories being accepted that have no parent feature. Use the Work in Process report and the Work Tree report to identify these two issues.  

How to interpret this report

This burnup chart shows a detailed view, by story, of what is accepted: LOE (orange line) or LOV (purple line). The blue line shows how overall scope changed during the PI. If the PI is not yet finished, you will see three projected lines on the end of the orange accepted line—these predict normal, optimistic, and pessimistic trends for acceptance for the remainder of the PI based on previous acceptance rate. Use this chart to understand if you have too much scope in the PI (the orange line) to be able to finish on time. If the predictor lines do not approach the top of the orange line, you may need to decrease scope for the PI.

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