HacknPlan provides a burndown chart that reflects the estimated and actual progress of a sprint board in a graphical way, based on the estimated cost (points or time) and the measurable progress (when tasks are closed or effort is logged) over the time period defined by the start and due/closing dates of the board.
You can find the burndown chart section at Reports -> Burndown chart on the left menu of your project. On the header, there are several options for configuring the chart view:
- Board: The selected board for the burndown chart to be rendered.
- Mode: The value that will be used to generate the chart. The options are:
- Cost: The estimated and logged cost of the tasks on the board, in time or points depending on your project configuration. The starting point is based on the sum of the estimations of all the tasks on the board at the starting date. As time passes, the line can go up if you increase estimations of existing tasks or add new tasks to the board in the middle of the sprint, or down as you log work on tasks, close them or if they are removed from the board.
- Tasks: The number of open vs closed tasks on the board. The starting point is based on the number of open tasks at the starting date. As time passes, the line can go up if you add tasks to the board, or down as tasks are closed or moved out of the board.
- Combined: A combination of the two previous modes in the same chart.
- Go to default board: A button to go back to the default board.
The ideal line
The ideal line of the burndown chart, in grey color, represent the optimal way to go from the initial estimation to 0 in the time span defined by the start and due dates of the sprint board. It’s very useful to see how the sprint is going at a glance, by comparing it to the progress line: if the progress line is above the ideal line, it means you’re behind; if the progress line is under the ideal line, you’re ahead. However, bear in mind that being ahead means you overestimated tasks in the first place and will probably need to add more tasks to the sprint board in the middle of it to compensate (unless other tasks are underestimated and there is a balance). From the reliability point of view (which should be every team’s goal), it’s always best to be as closest to the ideal line as possible, it means your estimations were accurate.