Team Productivity Software
Productivity dashboards usually show a number without showing the arithmetic behind it. This page is the arithmetic, the specific screens that produce ShipSprint's.
This is the mechanism, not the pitch
"Team productivity software" tends to get sold as an outcome: ship faster, see everything, know instantly. Those claims are easy to make and hard to verify, because most dashboards don't show their working. A number appears, and where it came from is left as an exercise for the reader.
This page is the working. ShipSprint's productivity signal comes from three specific, checkable mechanisms: capacity measured against real availability rather than headcount, delivery forecasts recalculated from actual velocity rather than the original estimate, and scorecards built from logged outcomes rather than activity. None of it is exotic. All of it is visible in the product, not just claimed on a page like this one.
If you want the outcome-level pitch, what teams report after switching, that's a separate page. This one is about how the number gets made.
Three inputs, one signal
Each of these is a specific interaction, not an abstraction.
Availability is calculated from real leave and out-of-office time, subtracted automatically. "Five engineers" and "five engineers, two of them out this week" produce different capacity numbers, because they should.
As each sprint closes, the team's actual pace recalculates the delivery forecast, not the estimate made at kickoff. A date sliding out of reach shows up weeks early, while there's still room to act.
A five-second log sits next to the task just finished. Because it's fast and immediate, the hours data feeding the productivity number is close to complete, not reconstructed from memory on a Friday.
A team that's over its WIP limits looks "busy" but isn't necessarily productive, since work in progress that isn't finishing doesn't count. The limit stops that kind of busyness from masquerading as throughput.
The individual-level number behind the team rollup is built from delivered items and logged hours, leave-adjusted. Never from screen time or keystrokes.
Because the workspace connects to Claude and ChatGPT, "how many story points did we close last sprint compared to the one before" is answerable in a sentence, pulled from the same underlying data.
How a forecast turns into an early warning
Most delivery estimates are set once, at the start, and then defended rather than updated, because nobody wants to be the one who moves the date. ShipSprint's forecast isn't defended, it's recalculated: every time a sprint closes, the team's actual velocity over recent sprints replaces the original guess as the basis for the projected finish date.
The practical effect shows up early. If a team is running 20% slower than its kickoff estimate assumed, that gap is visible after two or three sprints, not on the day the deadline was supposed to arrive. A date "at risk" is a signal that appears weeks ahead of the deadline, while there's still slack to move scope, add a person, or reset expectations with whoever's waiting on the delivery.
That's the actual productivity mechanic behind the marketing language: not a promise that a team will move faster, but a system that tells you, with real lead time, when the current pace isn't going to hit the date. That's usually more useful than the promise would have been anyway.
A quarter, traced through the mechanism
Week one: a team starts a new initiative with an estimate made in planning, eight sprints to ship. Nobody has real velocity data for this specific team yet, so the forecast leans on the estimate, flagged as provisional.
By sprint three, actual velocity is measurable, and it's running under plan, not dramatically, about 15% slower than assumed. The forecast quietly updates: the projected finish moves from week sixteen to week eighteen. It's a small shift, visible in the dashboard, not yet a crisis worth a meeting.
By sprint five, the gap hasn't closed, and two people are booked for a week of approved leave right before the current target date, which the capacity view already accounts for. The forecast now shows the date at real risk, five weeks before it would have quietly arrived late with no warning. That's five weeks to descope, add someone, or renegotiate the date with whoever's expecting it. That's the entire value of the mechanism, in one sentence, and it's what teams actually mean when they say ShipSprint caught a slip early.
Why capacity has to come before throughput
A throughput number on its own is close to meaningless without a capacity number to compare it against. "The team closed 40 tickets this sprint" tells you nothing if you don't know whether 40 was close to their ceiling or well under it, and whether two people were out sick the whole time.
That's why the productivity signal here starts with capacity, leave-adjusted and board-derived, rather than starting with output and hoping context fills itself in later. Forty tickets against a five-person team at full capacity reads one way. Forty tickets against a five-person team missing two people for half the sprint reads completely differently, and only one of those readings should change what gets promised next sprint.
Worth being precise about what "capacity" means here: it's a binary-ish read of who's free versus who's committed, adjusted for approved leave, not a percentage-of-time allocation engine or a resource-leveling chart. That's a deliberately narrower tool than some project software promises, and it's the one the forecast and the throughput numbers on this page are actually built on.
What it costs
- Velocity-based forecasts, scorecards and the owner command center are Business-plan features: ₹599 per user monthly or ₹6,499 yearly, unlimited projects, SSO included.
- Time logging, WIP limits and leave-adjusted capacity are available from Team plan, ₹299 per user monthly or ₹2,899 yearly, up to 40 users. Free covers 5 users and 2 projects permanently.
- Every paid plan starts with a 14-day trial on full Business access, sample project preloaded, no card required. Details at pricing.
Common questions
It isn't a single opaque score. It's a combination of measured velocity (for forecasts), leave-adjusted capacity (for realistic throughput comparisons) and logged hours and delivered items (for the scorecard layer): three separate, checkable numbers rather than one black-box figure.
No. No screenshots, no keystroke logging, no activity tracking. Every input to the productivity signal is something the person or the board itself generated as a normal part of doing the work.
Give it a few sprints. The forecast is built from measured velocity, so it needs some completed sprints to measure before it's worth acting on. Status and workload views, by contrast, are useful from week one since they read straight from the board.
Performance tracking is about the scorecard mechanism itself: what it measures at the individual level, and how leave adjustment protects it from being unfair. Productivity, here, is the throughput and forecasting layer built on top: capacity versus demand, and how early a slipping date gets caught.
Time logging and WIP limits are available from Team. Velocity-based forecasts, scorecards and the owner command center, the pieces that turn raw data into a forward-looking signal, are on Business, which the trial runs on by default. See pricing.
Related pages
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