A complete Agile/Scrum program artifact set for a fictional SaaS telehealth mobile platform migration at ACME Health — migrating patients and providers off a legacy vendor platform onto a new native mobile app and provider web console. This suite demonstrates the PM-owned side of iterative delivery: not just a Jira board, but the vision-setting, team charter, ceremony facilitation, cross-team coordination, metrics reporting, and stakeholder governance that a Program/Delivery Manager actually owns in an Agile environment.
Suite complete: Program Setup, Backlog & Board, Ceremonies, Metrics & Reporting, Governance & Stakeholder Management, Vendor Management, Agile-Only Practices, and Reference are all live — 37 artifacts total. All 37 artifacts now include native Word/Excel/PowerPoint downloads, matching the PM Suite convention.
Program Setup
Established before Sprint 1 begins — the foundation every ceremony, board, and report in this suite is built on.
Program Charter
The formal authorization document — business case, high-level scope, risks, summary milestones/budget, Product Owner authority, and Sponsor sign-off.
Vision & Roadmap
Program vision, business drivers, success metrics/OKRs, and a Now/Next/Later release roadmap mapped to sprints.
Agile Team Charter & Working Agreement
Ceremony cadence, team norms, WIP limits, Scrum-of-Scrums structure, and escalation path for two coordinating teams.
Definition of Ready & Definition of Done
The quality gates every story must clear entering and exiting a sprint — includes the clinical/compliance-specific checks unique to telehealth.
Agile RACI
Who owns backlog prioritization, ceremony facilitation, Definition of Done sign-off, and release approval — mapped across both teams and stakeholders.
Organizational Chart
Program reporting structure — direct line from Sponsor through the Product Owner/Delivery Lead, two Scrum teams, and matrixed advisory relationships to Clinical and Compliance.
Cost-Benefit Analysis
7-year cash flow and NPV — quantified provider-capacity, retention, and support-cost benefits against the program investment, with an honest note on the vendor-EOL-driven non-discretionary side of this decision.
Total Cost of Ownership
7-year TCO vs. the legacy status quo — raw cost comparison that, read alongside the CBA, shows why cost-alone doesn't justify modernization but the full benefit case does.
Backlog & Faux Jira Board
Product Backlog
6 Epics — Patient Identity, Scheduling, Video Visits, Provider Console, Data Migration/Decommission, Messaging/Refills — 34 prioritized, story-pointed stories.
Sprint Backlogs
Committed stories, sprint goal, and capacity-vs-delivered for Sprint 2 (early), Sprint 5 (Release 1/MVP), and Sprint 8 (cutover).
Sprint Board (Faux Jira)
Three point-in-time Kanban snapshots — Backlog / To Do / In Progress / In Review / Done — showing real mid-sprint distribution, a blocked card, and progression across the program.
Ceremonies
Program Kickoff Meeting Notes
One-time program-level kickoff — agenda, attendees, key discussion points, and decisions that shaped the Definition of Done and Scrum-of-Scrums cadence.
Sprint Planning Notes
Sprint 3 example — capacity planning by team, stories pulled in, and discussion of a high-risk cross-team dependency identified at planning.
Daily Standup Log
One fully-detailed sample day (Sprint 2, Day 6) — full team transcript, a real blocker raised and escalated, tied directly to that day's board snapshot.
Backlog Refinement Notes
A story split (large EHR-integration story broken into two), a re-estimation after new information, and a live Definition of Ready check.
Sprint Review / Demo Notes
Sprint 5 — the Release 1 (MVP) launch sprint. Stakeholder feedback, a new backlog candidate raised live, and the formal Go/No-Go release decision.
Sprint Retrospective
Sprint 2 — a real friction point (a cross-team dependency that surfaced late), root-cause discussion, Start/Stop/Continue, and tracked action items confirmed effective the following sprint.
Metrics & Reporting
Sprint Burndown Chart
Sprint 5 (Release 1/MVP) actual vs. ideal burndown — with the flat stretches (release hardening, no closures) left visible rather than smoothed out.
Velocity Chart
Committed vs. delivered points across all 8 sprints — ramp-up in Sprint 1, ~94% predictability from Sprint 2 onward, used for release forecasting.
Release Burnup
Cumulative scope delivered vs. total program scope across all 8 sprints, with Release 1 and Release 2 milestones marked and a documented scope re-estimation.
Sprint Status Report
Sprint 6 stakeholder-facing report — RAG status, accomplished/planned, risks, budget health, and upcoming milestones, in the same format the Steering Committee sees.
Program Dashboard
Single at-a-glance live rollup — RAG strip, release timeline, budget bars, sprint-by-sprint delivery, RAIDD summary, vendor readiness, and resource utilization.
Governance & Stakeholder Management
Agile RAIDD Log
Risks, Assumptions, Issues, Dependencies, Decisions — every entry traceable back to the specific ceremony or sprint where it originated.
Stakeholder Communication Plan
Who needs what, how often, in what format — Sponsor, Clinical, Compliance, pilot providers, IT Operations, and both delivery teams.
Change Handling in Agile
Where backlog reprioritization ends and formal change control begins — with the program's actual 3-CR change log referenced.
Steering Committee Deck
7-slide monthly update — RAG status, delivery progress, timeline, risks, budget, team health, and decisions requested.
Release & Milestone Schedule
The Agile equivalent of a project-plan Gantt chart — an Epic-level rolling schedule, honest about how far ahead any of it was actually known.
Program Closeout & Lessons Learned
Final performance summary, deliverable acceptance, outstanding items, and 5 lessons learned — each traced back to the artifact where it originated.
Program Budget
Cost by category, full named-roster rate card, and baseline sign-off — scaled to this program's size, with both approved CRs traced through.
Change Control Log
3 formal Change Requests with full impact analysis (cost/schedule/scope) and "outcome if not approved" for each — the concrete companion to Change Handling.
Program Governance Model
Decision rights, escalation, meeting cadence, vendor governance, release gates, and the standing Compliance/Clinical veto authority — one point-of-truth governance reference.
Vendor Management
Vendor Management Plan
The two vendors on this program — PulseConnect (incoming, active) and Vantix Health Systems (outgoing, legacy) — and why each needs a different kind of artifact.
Vendor SOW & Scorecard — PulseConnect
Contract summary, SLA terms, and a performance scorecard tracking actual vendor delivery against those SLAs across the program.
Legacy Vendor Offboarding — Vantix Health Systems
The one-time checklist for winding down the vendor being replaced — data migration validation, deletion certification, and contract termination.
Agile-Only Practices
Practices you genuinely wouldn't find in a waterfall PM Suite — included to show the parts of Agile/SAFe that are substantively different, not just relabeled.
PI Objectives (Light SAFe)
Release 1 and Release 2 treated as informal Program Increments — team-level objectives with business-value scoring and SAFe-standard ROAM risk tracking.
Team Health Check
Spotify Squad Health Check model — qualitative team self-assessment across 8 dimensions, run at Sprint 4 and Sprint 8, with honest "what moved and why" commentary.
Reference
Glossary & Acronyms — Agile / Scrum / SAFe
Every term and acronym used across this suite, defined in plain language — core Scrum, estimation, metrics, SAFe scaling terms, and program-specific/compliance terms.