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Matrix for delivery and engineering managers

You are answering two questions all week: is this going to land, and can this person take more. Matrix keeps both answerable without opening a spreadsheet.
Illustration of the Matrix board: the product's default To Do / In Progress / QA / Done columns, which each project can replace with its own stages. Placeholder issues, not customer data.

What the role actually needs

On the left, what goes wrong today. On the right, the part of Matrix that addresses it.
Sprint progress is a board you have to interpret
The board shows the state; sprint analytics and the project dashboard show the trend, using the same issues and the same sprint dates.
You run four engagements and can only see one at a time
Portfolio backlogs and boards show a group of projects together, and the enterprise view shows all of them.
Capacity is a guess until someone is already over-committed
Effort Allocation shows how a person's or a team's time has actually split across projects, from the hours on their Daily Status Reports.
Leave surprises you mid-sprint
Upcoming Leave, the team calendar and the holiday catalogue are in the same product as the sprint you are planning.
Status updates cost a meeting
Employee DSRs give you what each person did in their own words, and Missing DSRs tells you who has not said.

The two views a manager switches between

There is the work — the board, the backlog, the epics, the sprint. And there is the people — who is on what, who is away, who has been on the same project for six weeks. Most managers keep those in different tools and hold the join in their head.

Matrix keeps the join in the product. The assignee on a card, the person on the leave calendar and the row in the effort report are the same employee, so moving between the two views does not mean re-establishing who you are looking at.

Reporting that does not cost the team an afternoon

Everything a manager reports upward is derived from work the team was already doing: moving cards and filing a daily report. There is no separate status document, no weekly form, no timesheet application to reconcile against the issue tracker.

When the reporting is a by-product rather than an extra task, it is more likely to be current, which is the only property that makes it useful.

  • Sprint analytics from the sprints you already planned
  • Effort Allocation from the DSRs the team already files
  • Employee DSRs for the narrative behind the numbers

Ask instead of navigating

Where it is configured, Gini Assistant answers the direct questions — what is overdue, how many open bugs by project — from the database in one query, inside your own permissions. It is optional, and the reports work perfectly well without it.

Related

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