The Gantt chart in Phase 01 is what I showed Steering. This is what the engineering team saw every day — epics per phase, stories per artifact, and a backlog that made "80% done" mean something specific.
A note on this page
This is a reconstruction of how I structured the board — project key, epic breakdown, issue types, and a snapshot of the backlog mid-program — built to show the mechanics of how I ran delivery, not pulled from a live Jira instance.
A wave plan tells Steering when things land. A board is what tells an engineer what to pick up next without asking me. Structuring epics by phase and stories by artifact is what made the backlog self-explanatory to someone who joined mid-program.
Each epic is a platform-level deliverable, not a task list — the same five phases Steering saw on the wave roadmap, tracked here as the unit an engineer could actually pick up work against. Snapshot from Wave 3, the same week as the RAG status report in Phase 03 — Planning and Architecture closed out, Execution in flight, Validation and Cutover still ahead.
Where the strategic deliverables above turn into ground-level execution: stories per artifact, tasks per fix, an owner on every card.
Labels I ran across the board: wave-1 through wave-5, financial-critical for anything touching a reconciled metric, and blocked triaged first in every standup. SNOW-118 and SNOW-121 above are the two issues that became the Phase 03 "What I Actually Decided Here" callout — the board is where that decision started, three days before it reached a RAID log entry.