Team Performance Tracking Software

What the scorecard actually measures

"Performance tracking" software splits roughly two ways. One kind watches activity: screen time, keystrokes, how long an app sat in focus, and calls the resulting number performance. The other kind counts what actually got delivered. ShipSprint is the second kind, and deliberately so. The scorecard is built from items completed, hours the person logged themselves, and how often work sat blocked, not from anything measuring how someone used their computer.

That distinction sounds like a values statement, but it's mostly a data-quality one. Activity is trivially easy to fake and expensive to watch for faking (a mouse jiggler defeats an idle timer in five minutes). Delivered work is harder to fabricate, because delivering it is the actual job.

The result is a narrower measurement than some performance tools promise, and a more defensible one: not "how hard did this look," but "what moved."

It's also not a claim that the scorecard replaces judgment. A number built from delivered items and logged hours can't tell you that someone spent a week mentoring a junior engineer instead of shipping their own tickets, or that a task took longer because it was genuinely harder than the others in the sprint. It's a starting point for a conversation a manager still has to have, not a verdict that ends one.

Why the leave adjustment isn't a minor detail

Most performance systems handle leave badly, if at all. Either it's ignored, and someone's number drops the month they took a real holiday, or it's manually excluded by whoever's compiling the report, which only works if they remember to. Neither is fair, and both quietly punish people for using leave they're entitled to.

ShipSprint subtracts approved leave from the expected baseline automatically, before the score is generated. Someone out for four working days that sprint is measured against a sprint four days shorter, not against the full one. It's a small mechanical fix, but its absence is one of the more common reasons performance numbers get distrusted, and that's a distrust that's hard to undo once it sets in. On ShipSprint it's just built into the math, so nobody has to remember to apply it.

The same logic protects against the opposite failure: someone who was in the office the whole time but genuinely blocked for three of those days. Their scorecard reflects that they were waiting, not that they were idle, because "blocked" is a status the system already tracks separately from "not working."

A review that doesn't start with a surprise

The usual failure mode in performance reviews is the number showing up for the first time in the room. A manager has been quietly tracking something all quarter, the employee finds out what it was at the same moment they find out the score, and the conversation becomes about the number's legitimacy instead of the work.

Because the scorecard is visible to the person it describes throughout the quarter, that surprise mostly doesn't happen. Someone can check their own delivered-items count and logged hours in October and notice a slow month before their manager brings it up in December, and do something about it, or explain what was going on, before the number hardens into a review comment.

It also changes what the manager conversation is about. Instead of relitigating whether the number is fair (was that really a slow month, or was leave miscounted) both people are looking at the same figures, with the leave adjustment already applied, and can spend the conversation on what actually happened rather than on auditing the measurement.

What a manager sees that an individual doesn't

An individual's scorecard is their own: delivered items, logged hours, blocked time, leave-adjusted. A manager's view sits a layer above: team throughput, cycle time trends, and which cards have been sitting untouched the longest. The useful signal there is rarely the aggregate number; it's the one item that hasn't moved in nine days while everything around it did.

An owner's view goes a layer further still, with every team's numbers in one command center and a Monday-morning digest that arrives without anyone assembling it. That view is meant to answer "where are we" across a company, not to rank individuals against each other. Nothing in ShipSprint produces a leaderboard.

The same scorecard mechanism runs under every department's numbers. An HR team's throughput is measured against HR's own board and its own definition of a completed item, not against an engineering sprint template that doesn't fit the work. Marketing and operations get the same treatment: performance tracked against what that team actually delivers, in that team's own vocabulary. That's what makes the owner command center genuinely useful once a company runs more than one kind of team on ShipSprint: every department's number is fair on its own terms before it ever gets compared to another's.

What it costs

• Leave-adjusted scorecards, manager analytics and the owner command center are Business-plan features, at ₹599 per user monthly or ₹6,499 yearly, with unlimited projects and SSO.
• Free (5 users, 2 projects, no expiry) and Team (₹299 per user monthly, up to 40 users) cover boards, time logging and WIP limits without the scorecard layer.
• Every paid plan opens with a 14-day trial on full Business access, so the scorecard is visible from day one of a trial. See pricing.