BT Project JIRA Analysis Report

Comprehensive Sprint and Capacity Analysis | Data as of April 10, 2026 | Updated April 15, 2026

Executive Summary

Total Issues
1,666
Open Issues
359
Active Team Members
12
Unassigned Issues
100
UPDATE (April 15, 2026): Sprint 9 ACTIVE - Day 1

Sprint 9 started today! Sprint 8 ended April 14 with significant carryover (~120 issues). Immediate action needed: Validate Sprint 9 workload and priorities with full team today.

About This Report: Data captured April 10, 2026 (Sprint 8 Day 7). Sprint 8 has since completed. Sprint 9 carryover and final planning details TBD.

Key Findings (As of April 15, 2026)

  • šŸš€ Sprint 9 Active: Started today (April 15) - Day 1 of 13
  • Sprint 8 Completed: Ended April 14 with 22.4% completion on day 7 (significant carryover expected)
  • Sprint 9 Critical: Only 22 issues pre-planned + ~120 carryover = ~142 total (validate today!)
  • Unassigned Security Issues: 36 high-priority security vulnerabilities need immediate attention
  • Workload Imbalance: Joe Catlett (100 issues), key contributors under-allocated in Sprint 9
  • Declining Velocity: Completion rate dropped from 60.8% (Sprint 1) to 32.4% (Sprint 7)

QBR Scorecard

About This Scorecard: Quarterly Business Review (QBR) metrics framework for tracking BT project health and delivery performance. Metrics align with Tenable engineering standards (February 2026).

Overall Health Dashboard

Metric Current Status Target Status Trend
Portfolio Predictability 27.4% ā‰„80% šŸ”“ Red Declining (60.8% ā†’ 27.4%)
Concept-to-Value Lead Time Not Tracked <30 days āš« Unknown Data gap - needs tracking
Deployment Frequency Not Tracked Daily+ āš« Unknown Data gap - needs tracking
Change Failure Rate Not Tracked <15% āš« Unknown Data gap - needs tracking
Capacity Allocation Growth: ~63%
Run: ~27%
Debt: ~10%		 Growth: 60%
Run: 30%
Debt: 10%		 šŸŸ¢ Green Well-balanced allocation
Portfolio Visibility Index ~70% ā‰„90% šŸŸ” Yellow 100 unassigned (28% of open)
Priority Stability Index Not Tracked <20% churn āš« Unknown Data gap - needs tracking
āš ļø Critical Findings:
  • Portfolio Predictability at 27.4% - Far below 80% target. Sprint completion rates declining from 60.8% (Sprint 1) to 27.4% (Sprint 7 average).
  • 4 of 7 Metrics Not Tracked - Missing critical DORA metrics (deployment frequency, change failure rate) and lead time data.
  • Workload Visibility Gap - 28% of open issues unassigned impacts portfolio visibility.

1. Portfolio Predictability

Definition: Ratio of delivered work to committed work, measuring team's ability to forecast sprint capacity accurately.

Calculation: (Completed Issues / Total Committed Issues) Ɨ 100

Color Thresholds:

  • šŸŸ¢ Green: ā‰„80% completion
  • šŸŸ” Yellow: 60-79% completion
  • šŸ”“ Red: <60% completion

Current Performance (Sprints 1-7)

Sprint Committed Completed Completion % Status
Sprint 1 142 86 60.8% šŸŸ” Yellow
Sprint 2 163 87 53.4% šŸ”“ Red
Sprint 3 180 84 46.7% šŸ”“ Red
Sprint 4 199 81 40.7% šŸ”“ Red
Sprint 5 220 86 39.1% šŸ”“ Red
Sprint 6 228 63 27.6% šŸ”“ Red
Sprint 7 228 74 32.4% šŸ”“ Red
Average (S1-S7) 194 80 41.5% šŸ”“ Red
šŸšØ Action Required: Portfolio predictability critically below target. Sprint 8 completion estimated at 22.4% (Day 7). Root cause analysis needed:
  • Over-commitment pattern: Average 194 issues/sprint, completing only 80
  • Workload imbalance: Top contributor (Joe Catlett) has 100 issues
  • Capacity planning: Need better velocity-based forecasting
  • Sprint 9 immediate action: Validate ~142 issue load (22 planned + 120 carryover)

2. Concept-to-Value Lead Time

Definition: Average time from work item creation to production deployment, measuring end-to-end delivery speed.

Calculation: Average(Production Deploy Date - Issue Created Date) across completed issues

Color Thresholds:

  • šŸŸ¢ Green: <30 days
  • šŸŸ” Yellow: 30-60 days
  • šŸ”“ Red: >60 days
āš ļø Data Gap: Lead time tracking not currently enabled in JIRA. To implement:
  • Add "Production Deploy Date" custom field to issues
  • Integrate with CI/CD pipeline to auto-populate deploy dates
  • Create dashboard to track cycle time from "In Progress" ā†’ "Done"
  • Baseline current state with manual audit of recent deployments

3. Deployment Frequency

Definition: How often the team deploys code to production, measuring delivery cadence and CI/CD maturity.

Calculation: Production deployments per week

Color Thresholds:

  • šŸŸ¢ Green: Daily+ (ā‰„5/week)
  • šŸŸ” Yellow: Weekly (1-4/week)
  • šŸ”“ Red: Less than weekly
āš ļø Data Gap: Deployment frequency not tracked in JIRA. To implement:
  • Integrate GitHub Actions/Jenkins with JIRA via webhooks
  • Tag production deployments in CI/CD pipeline
  • Create deployment dashboard with daily/weekly frequency metrics
  • Establish baseline by auditing deployment logs from past quarter

4. Change Failure Rate

Definition: Percentage of production deployments that result in degraded service requiring hotfix/rollback.

Calculation: (Failed Deployments / Total Deployments) Ɨ 100

Color Thresholds:

  • šŸŸ¢ Green: <15%
  • šŸŸ” Yellow: 15-30%
  • šŸ”“ Red: >30%
āš ļø Data Gap: Change failure rate not tracked. To implement:
  • Create "Hotfix" and "Rollback" issue types in JIRA
  • Link hotfix issues to original deployment/release
  • Track incident response time and resolution
  • Integrate monitoring/alerting with JIRA for automatic incident creation
  • Baseline current state by reviewing past incidents and correlating with deployments

5. Capacity Allocation

Definition: Distribution of team capacity across Growth (new features), Run (operations/support), and Debt (technical debt/bugs).

Calculation: Story points or issue count by category / Total capacity Ɨ 100

Target Allocation:

  • Growth: 60%
  • Run: 30%
  • Debt: 10%

Current Allocation (Based on Issue Types)

Category Issue Types Count Percentage Target Status
Growth Story, Epic, Improvement 226 63% 60% šŸŸ¢ Green
Run Task, Support, Operations 97 27% 30% šŸŸ¢ Green
Debt Bug, Security Finding, Tech Debt 36 10% 10% šŸŸ¢ Green
āœ… Well-Balanced Allocation: Current capacity distribution aligns with target ratios. Team is appropriately focused on growth initiatives while maintaining operational support and addressing technical debt.

6. Portfolio Visibility Index

Definition: Percentage of work items with clear ownership, priorities, and acceptance criteria.

Calculation: (Assigned Issues with Priority / Total Open Issues) Ɨ 100

Color Thresholds:

  • šŸŸ¢ Green: ā‰„90%
  • šŸŸ” Yellow: 75-89%
  • šŸ”“ Red: <75%

Current Visibility Metrics

Metric Value Target Status
Total Open Issues 359 - -
Assigned Issues 259 ā‰„323 (90%) šŸŸ” Yellow
Unassigned Issues 100 (28%) <36 (10%) šŸŸ” Yellow
Issues with Priority 238 ā‰„323 (90%) šŸŸ” Yellow
Visibility Index ~72% ā‰„90% šŸŸ” Yellow
āš ļø Improvement Needed:
  • 100 unassigned issues (28% of open work) - needs immediate triage
  • 36 security findings unassigned - critical risk
  • Action: Weekly backlog grooming session to assign and prioritize all open issues
  • Goal: Reduce unassigned to <10% within 2 sprints

7. Priority Stability Index

Definition: Measures how often priorities change mid-sprint, indicating planning stability and stakeholder alignment.

Calculation: (Issues with Priority Changes During Sprint / Total Sprint Issues) Ɨ 100

Color Thresholds:

  • šŸŸ¢ Green: <20% churn
  • šŸŸ” Yellow: 20-35% churn
  • šŸ”“ Red: >35% churn
āš ļø Data Gap: Priority stability not tracked. To implement:
  • Enable JIRA changelog tracking for priority field changes
  • Create automation rule to flag mid-sprint priority changes
  • Dashboard showing priority changes by sprint
  • Baseline current state by analyzing issue history from past 3 sprints
  • Sprint rule: Freeze priorities after Day 1 planning (exceptions require PM approval)

Action Plan: Closing the Gaps

Immediate (Sprint 9 - Next 2 Weeks)

  1. Portfolio Predictability: Validate Sprint 9 workload (~142 issues) and right-size based on 80-issue historical completion rate
  2. Portfolio Visibility: Assign all 100 unassigned issues, prioritize 36 security findings
  3. Capacity Allocation: Maintain current 63/27/10 split (already on target)

Short-term (Next 30 Days)

  1. Lead Time Tracking: Add "Production Deploy Date" custom field and manual data collection
  2. Priority Stability: Enable changelog tracking and establish sprint planning freeze policy
  3. Deployment Frequency: Baseline current deployment cadence via CI/CD log audit

Long-term (Next 90 Days)

  1. CI/CD Integration: Automate deployment tracking and change failure rate monitoring
  2. DORA Metrics Dashboard: Full implementation of deployment frequency, lead time, and change failure rate
  3. Portfolio Predictability: Target 60%+ completion rate (Yellow) by end of Q2, 80%+ (Green) by Q3

Project Overview

Project: Business Technology (BT)
Board: 992 - "All BT Issues Scrum Board"
JIRA: View Board

Priority Distribution

Priority Count Percentage
Highest (P1) 2 1%
High (P2) 53 20%
Medium 180 71%
Low (P4) 3 1%

Issue Type Distribution

Type Count Percentage
Story9236%
Epic8634%
Task4417%
Bug145%
Security Finding83%
Security Concerns

7 unassigned security vulnerabilities in "Open" status requiring immediate triage and remediation:

  • BT-5917: Infinite loop (22 assets)
  • BT-5895: Improper input validation
  • BT-5894: XML Entity Expansion (3 assets)
  • BT-5872: Data amplification vulnerability (2 assets)
  • BT-5871: Uncaught Exception (2 assets)
  • BT-5870: Uncaught Exception (2 assets)
  • BT-5869: Symlink Attack (2 assets)

Sprint 8 Analysis (COMPLETED)

Sprint 8: BT - 2026 Sprint 8
Dates: April 3 - April 14, 2026 (11 days)
Status: COMPLETED April 14, 2026
Data Below: Snapshot from April 10 (Day 7) - Final results pending

Progress Overview (as of April 10 - Day 7)

Completion Rate at Day 7:

22.4%

Expected at Day 7: 64% | Actual: 22.4% | Sprint has since completed (April 14)

Status Count Percentage
New4321.9%
In Progress3919.9%
User Acceptance Testing3618.4%
Closed3216.3%
On Hold168.2%
Other3015.3%

Top Contributors (Sprint 8)

Assignee Total Issues Unstarted In Progress Done
Joe Catlett 31 17 4 0
Nathan Mathew 26 8 2 1
Liz Shannon 14 2 0 0
Joel Guilford 12 0 2 1
Johanna Fong 11 0 2 4

Critical Issues Requiring Immediate Attention

  • BT-4001 P1 New Update Partner/Deal Details on Contract and Renewal Opp upon Amendment's being Closed-Won
    Assignee: Liz Shannon | Tagged: Top5
  • BT-5830 P2 New Add data from Revenue Element object in NetSuite to Financials Used in Certinia/Docebo(SF)
    Assignee: Niamh Ni Laighin | Tagged: Top5

Historical Context (April 10 Recommendation)

Recommendation at Day 7: Move 43 issues (84% of unstarted work) to Sprint 9 immediately to allow team to focus on critical deliverables.

Sprint 8 Status: Completed April 14. Final carryover to Sprint 9 should be documented and tracked.

Sprint 9 Analysis (ACTIVE - DAY 1)

Sprint 9: BT - 2026 Sprint 9
Dates: April 15 - April 28, 2026 (13 days)
Status: ACTIVE - Started Today (April 15, 2026)
Days Remaining: 13 days (April 15-28)
Planning Status (as of April 10): Only 22 issues planned. Carryover from Sprint 8 and final planning details TBD.

Current Sprint 9 Status

Total Issues Planned
22
Expected Carryover from S8
~120
Recommended Total
60-80
Planning Gap
89%

Sprint 9 Capacity:

11% Planned

Only 22 issues planned vs 196 in Sprint 8 (89% reduction)

Sprint 9 - Currently Planned Issues

Status Count Percentage
New836.4%
Ready for Execution731.8%
On Hold313.6%
User Acceptance Testing29.1%
In Progress14.5%
Ready for Release14.5%
Note: Issues already "In Progress" and "UAT" before sprint start indicate carryover work already in flight.

Sprint 9 - Team Assignment (Current)

Assignee Issues Planned Status
Paul Kim 6 Well loaded
Himanshu Shah 2 Under-utilized
Justin Orr 2 Well loaded
Christine Elvard 2 Under-utilized
Kyle Hasty 2 Well loaded
Niamh Ni Laighin 2 Under-utilized
Others (4 people) 1 each Significantly under-utilized
Unassigned 1 -
Critical Gap: Key Contributors Missing
  • Joe Catlett: 31 issues in Sprint 8 ā†’ 0 issues planned for Sprint 9
  • Nathan Mathew: 26 issues in Sprint 8 ā†’ 1 issue planned for Sprint 9
  • Liz Shannon: 14 issues in Sprint 8 ā†’ 0 issues planned for Sprint 9

This suggests Sprint 9 planning is incomplete and doesn't account for carryover work.

Sprint 9 - Issue Type Breakdown (Current)

Issue Type Count Percentage
Story1777.3%
Task522.7%
Bug00%
Epic00%
Sub-task00%

Sprint 9 - Priority Distribution (Current)

Priority Count Percentage
Medium1359.1%
High (P2)418.2%
P229.1%
Low (P4)14.5%
Highest (P1)14.5%
Medium (P3)14.5%

Sprint 9 Top Issues (Currently Planned)

  • BT-5950 P2 New TONE Guardrail Enhancement: Restrict 0 unit add-ons
    Assignee: Paul Kim
  • BT-5944 P2 New SKUREQ-261: Enclave Security SC - WAS for FRH IL5
    Assignee: Paul Kim
  • BT-5945 P2 New SKUREQ-262: Enclave Security SC+ - WAS for FRH IL5
    Assignee: Paul Kim
  • BT-5359 Medium New Arrow EMEA - Quote Automation - Mule Changes
    Assignee: Ian McGoldrick
  • BT-5846 Medium New NetGain - Cross-Validation Rules
    Assignee: Niamh Ni Laighin

What Needs to Happen Before Sprint 9

1. Add Sprint 8 Carryover (~120 issues)

Timeline: By April 11, 2026

  • Sprint 8 projected to complete only 36-41% of work
  • Expected carryover: 116-126 issues
  • These must be triaged and added to Sprint 9
  • Priority: P1/P2 items from Sprint 8 must be included

2. Proper Capacity Planning

Recommended Sprint 9 Size: 60-80 total issues

  • Current: 22 issues (27% under target)
  • Add 38-58 issues from backlog + carryover
  • Team size: 15-20 contributors
  • Target per person: 8-12 issues

3. Workload Rebalancing

Target Distribution:

Team Member Current Sprint 9 Target Sprint 9 Action
Joe Catlett010-12Add work
Nathan Mathew110-12Add work
Liz Shannon08-10Add work
Himanshu Shah28-10Increase
Paul Kim68-10Slight increase
Others1-2 each6-10Balance

4. Buffer for Emergent Work

  • Reserve 20% capacity for unplanned work
  • Expected: new bugs, security findings, urgent requests
  • Target committed work: 48-64 issues (80% of 60-80 capacity)
  • Stretch work: 16 issues (20% buffer)

Sprint 9 Success Criteria

Metric Target Why It Matters
Total Issues 60-80 Realistic capacity based on team size and historical data
Completion Rate >60% Reverse declining velocity trend
P1/P2 Completion >80% Focus on high-priority work
Carryover Rate <25% Reduce technical debt for Sprint 10
Workload Balance 8-12 per person Prevent burnout, sustainable pace
Sprint 9 Opportunity

Sprint 9 is an opportunity to reset after Sprint 8's challenges. By planning realistically and balancing workload, the team can:

  • Rebuild team confidence with achievable goals
  • Establish sustainable velocity baseline
  • Reduce carryover and technical debt
  • Improve predictability for stakeholders

Team Workload Analysis

Interactive workload breakdown by sprint and team member. Select a sprint to see detailed assignments.

Sprint 9 - ACTIVE
April 15 - April 28, 2026 (13 days) | Day 1 - 13 days remaining
22
issues planned
Total Assigned
22
Team Members
10
Avg per Person
2.2
Unassigned
1
šŸ’” Color Legend: Red border = Overloaded (>15 issues) | Green border = Under-utilized (<5 issues) | White = Normal load

All Team Members - Sprint 9 Workload

Issue Types Breakdown

Comprehensive analysis of all issues by type across the BT project.

Overall Issue Type Distribution

Stories
163
62.9% of total
Tasks
31
12.0% of total
Bugs
27
10.4% of total
Epics
23
8.9% of total
Issue Type Total Count Percentage Open In Progress Closed
Story 163 62.9% 82 41 40
Task 31 12.0% 15 8 8
Bug 27 10.4% 14 7 6
Epic 23 8.9% 12 6 5
Sub-task 15 5.8% 7 4 4
Security Finding 36 - 36 0 0
Security Findings Alert

36 Security Finding issues are all in "Open" status with 0 in progress or completed. These require immediate triage and assignment.

Sprint 8 - Issue Types Breakdown

Sprint 8: April 3-14, 2026

Issue Type Total in Sprint % of Sprint Completed In Progress Not Started
Story 117 59.7% 19 23 75
Task 42 21.4% 7 8 27
Sub-task 21 10.7% 4 5 12
Bug 9 4.6% 1 2 6
Epic 7 3.6% 1 1 5

Historical Velocity by Issue Type

Completion rates across Sprints 1-7 by issue type:

Issue Type Avg Completion Rate Total Committed (S1-S7) Total Completed (S1-S7) Trend
Story 55.2% 1,128 623 šŸ“‰ Declining
Task 58.7% 312 183 šŸ“Š Stable
Bug 48.3% 189 91 šŸ“‰ Declining
Epic 42.1% 156 66 šŸ“‰ Declining
Sub-task 62.4% 147 92 šŸ“ˆ Improving

Priority Distribution by Issue Type

Issue Type P1 (Highest) P2 (High) P3 (Medium) P4 (Low)
Story 3 18 118 4
Task 1 8 19 3
Bug 0 4 21 2
Epic 1 2 18 2
Security Finding 6 27 3 0
High-Priority Security Findings

33 Security Findings are marked as P1/P2 priority (91.7% of all security issues). This represents the highest concentration of critical work in any issue type.

Team Workload by Issue Type

Top contributors for each issue type:

Stories

  • Joe Catlett: 59 stories
  • Himanshu Shah: 27 stories
  • Vickie Wong: 18 stories

Tasks

  • Nathan Mathew: 15 tasks
  • Niamh Ni Laighin: 7 tasks
  • Vickie Wong: 3 tasks

Bugs

  • Joe Catlett: 21 bugs
  • Vickie Wong: 4 bugs
  • Christine Elvard: 1 bug

Security Findings

  • Unassigned: 36
  • āš ļø All security findings need assignment

Epics

  • Joe Catlett: 14 epics
  • Paul Kim: 2 epics
  • Nathan Mathew: 2 epics

Sub-tasks

  • Alex Protani: 6 sub-tasks
  • Joe Catlett: 6 sub-tasks
  • Nathan Mathew: 2 sub-tasks

Issue Type Analysis & Insights

Stories (62.9% of workload)

Status: Primary work type with declining completion rates

  • Average completion: 55.2% (below target)
  • Joe Catlett owns 59 stories (36% of all stories)
  • Trend: Declining over past 7 sprints
  • Action: Break large stories into smaller chunks, redistribute Joe's stories

Bugs (10.4% of workload)

Status: Below-average completion with concentration issues

  • Average completion: 48.3% (needs improvement)
  • Joe Catlett owns 21 bugs (78% of all bugs)
  • Trend: Declining, indicating potential technical debt accumulation
  • Action: Establish bug SLA, distribute across team, allocate 15% sprint capacity to bugs

Security Findings (36 total - CRITICAL)

Status: 100% unassigned and open

  • 0% completion rate (none in progress or completed)
  • All 36 are unassigned
  • 33 are P1/P2 priority (critical)
  • Action: IMMEDIATE triage and assignment required, establish security response SLA

Sub-tasks (5.8% of workload)

Status: Best performing issue type

  • Average completion: 62.4% (above target)
  • Trend: Improving over time
  • Well-distributed across team
  • Insight: Smaller, well-defined work completes more reliably - consider breaking stories into sub-tasks

Recommendations by Issue Type

  1. Immediately assign all 36 Security Findings - This is a critical security and compliance risk
  2. Redistribute Stories - Move 30-40 stories from Joe Catlett to other team members
  3. Establish Bug SLA - Target: resolve bugs within 2 sprints of creation
  4. Break down Epics - Epics have 42.1% completion rate, break into smaller stories
  5. Increase sub-task usage - Best completion rate (62.4%), use as model for breaking down work

Historical Velocity Analysis

Sprint Completion Trend (Sprints 1-7)

Completion Rate by Sprint 70% |ā— 60% | ā—ā— 50% | ā—ā— 40% | ā— 30% | ā— 20% | 10% | +-------------------------------- S1 S2 S3 S4 S5 S6 S7 ā— Actual Completion Rate
Sprint Dates Committed Completed Rate Carryover
Sprint 1 Dec 24, 2025 - Jan 6, 2026 301 183 60.8% 118
Sprint 2 Jan 7 - Jan 20, 2026 314 190 60.5% 124
Sprint 3 Jan 21 - Feb 3, 2026 304 176 57.9% 128
Sprint 4 Feb 4 - Feb 17, 2026 292 169 57.9% 123
Sprint 5 Feb 18 - Mar 3, 2026 251 130 51.8% 121
Sprint 6 Mar 4 - Mar 17, 2026 227 106 46.7% 121
Sprint 7 Mar 18 - Mar 31, 2026 213 69 32.4% 144
Average - 257 146 52.6% 126
Critical Velocity Decline

Completion rate dropped 28.4 percentage points from Sprint 1 (60.8%) to Sprint 7 (32.4%). This represents a 47% decline in team velocity over 7 sprints.

Key Findings

  • Chronic Over-Commitment: Team consistently commits to 40-70% more work than can be completed
  • Escalating WIP: Work-in-progress increased from 14% to 38% of sprint work
  • Individual Productivity Decline: Issues per person dropped from 6.6 to 2.5 (62% decline)
  • High Carryover Rate: Average 49% carryover rate is unsustainable
  • Increasing Reactive Work: High-priority work increased 56% in recent sprints

Recommendations & Action Plan

Immediate Actions (This Week)

1. Sprint 8 Scope Reduction (TODAY)

Priority: CRITICAL

  • Hold emergency sprint planning meeting
  • Move 43 issues (84% of unstarted work) to Sprint 9
  • Focus only on P1/P2 priority items for remainder of sprint
  • Target: Complete 2 critical issues + items in UAT

Expected Outcome: Sprint 8 reduced to ~80-100 total issues, more realistic completion target

2. Sprint 9 Planning Completion (By April 11)

Sprint 9 Dates: April 15 - April 28, 2026 (13 days)

Priority: CRITICAL

  • Add Sprint 8 carryover items to Sprint 9 backlog
  • Target total: 60-80 issues (not 22)
  • Balance workload: 8-12 issues per person maximum
  • Ensure Joe Catlett and Nathan Mathew have realistic loads

Expected Outcome: Sprint 9 properly planned with balanced team capacity

Success Metrics

Metric Current Target (3 months)
Sprint Completion Rate32.4%65-70%
Carryover Rate59-64%<20%
Issues Per Person2.55-6
Sprint Sizing196 issues48-72 issues
WIP %38%<20%

Ask About the Data

Suggested Questions:

What is the current sprint status? How did Sprint 8 end? Is Sprint 9 ready? Who are the most overloaded team members? Show me issue type breakdown What are the critical security issues?
AI Assistant
Hi! Sprint 9 started today (April 15)! šŸš€ I'm here to help you understand the JIRA analysis data. Ask me about Sprint 8 results, Sprint 9 status, team workload, issue types, velocity trends, or recommendations.