10X: Status Report (Financial View)

About this report

The Status Report (Financial View) displays a roll-up of your portfolios over time at multiple levels of detail—by organization, portfolio, program, theme, program increment, release vehicle, and epic. The reports have two views: Financial and Status. This article covers the Financial view. 

In the Financial view, you can see the hierarchy: company, portfolio, program, a list of prioritized projects, and totals. This view provides a financial statement, but also shows due dates and health status of work items (for example, epics and features). You can filter the status report either by PI dates or a specific date range. Filtering by PI dates is based on the PI selected on the Configuration bar. If PI selection is set to All, the report will filter by the selected program regardless of a PI.

These reports display in the form of a data table, are aimed at the PMO and executives of your company.

Navigation

  1. Select the Reports icon from the left Navigation menu.
  2. Start typing the report's name 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.

Prerequisites

  1. A parent organization must be created.
  2. A portfolio must be created and tied to a parent organization. 
  3. A program must be created and tied to a portfolio. 
  4. A theme must be created and tied to a PI and program. 
  5. PI must exist in the system, and be tied to a program. 
  6. Epics must be created and tied to a program and theme. 
  7. Features must be created and tied to the PI; data must be added to the Financial tab. 
  8. Stories, with point values, must be created and tied to features. 
  9. You must have at least one sprint closed.

How are report values calculated? 

  1. Stoplight: The image with four colored blocks, displayed in the upper-right of the page. This provides a summary of the status of epics with a state of Not Started or In Progress. Epics that have been given a subjective status (by clicking on the status column) are counted in either the green, yellow, or red blocks. The blue block displays the count and percentage of unaccepted epics that have not been given a status.
  2. Theme: The theme associated with the epic.
  3. Start / Initiation: This date indicates when the project will start. Start/Initiation is the target date that the development team intends to begin work on the project. This date is not tied to the actual work objects and the sprints or PIs they are associated to.
  4. Target Completion: The target date as defined on the epic's page. It is used to do the strategic planning activities more effectively. It reflects the date the scheduler believes an epic can actually be completed (versus the Portfolio Ask date which is the date the business wants the epic to be delivered).
  5. Status: Ongoing health of the epic as defined by the user. Click the Status cell of an epic to assign a status of On Track, Some Risk, or High Risk. This is a subjective evaluation based on the opinion of the epic owner that is designed to supplement the metrics-based data generated by Jira Align. The past six status evaluations entered by users display in the cell as small cards. Accepted epics display as Done in a green block, as you can only enter status for unaccepted work. 
  6. Budget: Budget for the project as entered on the Finance tab of the epic's page.
  7. Forecasted Spend: The forecasted cost of an epic. Forecasted Spend is a financial value. Jira Align calculates this by multiplying the epic's program PI forecasts (converted into story points) by the program's current Program Spend per Point.
  8. Estimated Spend: The estimated cost of all work assigned to the epic, based on estimated child features. Estimated Spend is a financial value. Jira Align calculates this by multiplying child features' estimates (converted into story points) by the primary program's current Program Spend per Point.
  9. Accepted Spend: The actual cost of all work assigned to the epic, based on accepted child stories. Accepted Spend is a financial value. Jira Align calculates this by multiplying accepted child stories' effort point estimates by the Team Spend per Sprint from the sprint a story was delivered in.
  10. Spend to Date: An amount that is spent to date on developing this epic as defined on the Finance tab on the epic’s Details panel.
  11. Estimate at Completion: An estimated sum for completing an epic as defined on the Finance tab on the epic’s Details panel.
  12. BVE (%): Stands for Budget vs Estimate. The difference between the budgeted value of the epic and the Estimated Spend value of the epic, expressed as a percentage. The percentage is calculated as:

    100% - (((epic's Estimated Spend) / (epic's budget)) * 100)
  13. BVE ($): Stands for Budget vs Estimate. The difference between the budgeted value of the epic and the Estimated Spend value of the epic.
  14. BVA (%): Stands for Budget vs Accepted. The difference between the budgeted value of the epic and Accepted Spend, the actual amount spent on delivering the epic through child stories, expressed as a percentage. The percentage is calculated as:

    100% - (((epic's Accepted Spend) / (epic's budget)) *100)
  15. BVA ($): Stands for Budget vs Accepted. The difference between the budgeted value of the epic and Accepted Spend, the actual amount spent on delivering the epic through child stories. 
  16. CapEx Budget ($): Capital expenditures budgeted for the project as entered on the Finance tab of the epic's Details panel.
  17. CapEx Budget (%): The portion of the epic's budget that is allocated to capital expenditures. The percentage value is calculated as:

    ((epic's capitalized budget) / (epic's budget)) * 100
  18. CapEx Estimated: The sum of all Estimated Spend values from capitalized child features.
  19. CapEx Accepted: The sum of all Accepted Spend values from accepted child stories that are parented by capitalized child features.
  20. CapEx BVA ($): Stands for Budget vs Accepted. The difference between an epic's CapEx Budget and CapEx Accepted values. 
  21. CapEx BVA (%): Stands for Budget vs Accepted. The difference between an epic's CapEx Budget and CapEx Accepted values, expressed as a percentage. The percentage is calculated as: 

    100% - (((CapEx Budget) / (CapEx Accepted)) * 100)
  22. OpEx Budget ($): Operational expenditures budgeted for the project as entered on the Finance tab of the epic's Details panel.
  23. OpEx Budget (%): The portion of the epic's budget that is allocated to operational expenditures, expressed as a percentage. The percentage value is calculated as:

    ((epic's OpEx Budget value) / (epic's budget)) * 100
  24. External CapEx $: External capital expenditures budgeted for the project as entered on the Finance tab of the epic's page.
  25. External CapEx %: The portion of the epic's budget that is allocated to external capital expenditures, expressed as a percentage. The percentage value is calculated as:

    ((epic's External CapEx value) / ((epic's External OpEx) + (epic's External CapEx))) * 100
  26. External OpEx $: External operational expenditures budgeted for the project as entered on the Finance tab of the epic's Details panel.
  27. External CapEx %: The portion of the epic's budget that is allocated to external capital expenditures, expressed as a percentage. The percentage value is calculated as:

    ((epic's External OpEx value) / ((epic's External OpEx) + (epic's External CapEx))) * 100.
  28. Efficiency Dividend ($m): An annual reduction in resources available to an organization applied in $m.
  29. Revenue Assurance ($m): The use of data quality and process improvement methods that improve profits, revenues, and cash flows without influencing demand. Expressed in $m.
  30. Return on Investment ($m): A performance measure used to evaluate the efficiency of an investment or to compare the efficiency of a number of different investments. Expressed in $m.
  31. Value 1-100: The value of the epic on a scale of 1-100 as defined on the main tab of the epic's Details panel.
  32. CAGR: The compound annual growth rate of the project as calculated using financial forecast values entered on the Finance tab of the epic's Details panel. CAGR is calculated as:

    (((value in the final period) / (value in the first period)) ^ (1 / # of periods)) - 1.

    Note: The calculation will use either yearly, quarterly, or monthly, depending on the selection made in the Administration > Platform TerminologyCalculate NPV, CAGR, and EBITDA by dropdown menu.
  33. EBIDTA: Earnings before interest, taxes, depreciation, and amortization. EBIDTA is calculated as:

    (CFTX) - (epic's budget) 

    CFTX is the sum of all forecasted values entered on the Finance tab of the epic's Details panel, depending on the selection made in the Adminsitration > Platform Terminology > Calculate NPV, CAGR, and EBITDA by dropdown menu. 
  34. Payback period: The number of years required before the initial investment is returned. Calculated as:

    CNT + ((Initial investment - LastPBTO) / (Value of last forecast))

    CNT is the count of forecast values included in LastPBTO.
    LastPBTO is the sum of forecast values that are less than the initial investment.
  35. IRR: The discount rate % as defined on the Finance tab on the epic's Details panel.
  36. NPV: The net present value of the project as calculated using the discount rate, initial investment, and forecast period from the Finance tab of the epic's Details panel. NPV is calculated as:

    ((Sum of all period cash flow) /  ((1 + discount rate)^(number of cash flow periods)) - initial investment)).

    For period cash flow, the calculation will use either year, quarter, or month depending on the selection made under Administration > Platform TerminologyCalculate NPV, CAGR, and EBITDA by drop-down menu.
  37. Capitalized: Displays Yes if the epic is capitalized.

 How to interpret this report

Executives should use the data in the reports to review overall status of a portfolio, and various levels of hierarchy. The primary focus should include an evaluation of schedule, budget, risk, scope, quality, and progress. 

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