Fixing common problems with cross-team planning

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Hi there Community 👋 

This is a summarised version of a blog post that was originally published on the Easy Agile blog, which brings together insights from a recent podcast and webinar that we produced with our partners at catworkx. I’ve included some links at the end if you’d like to see the full detail. 

The focus is on planning across teams, and the problems we often face. I hope this helps spark some fresh ideas for you. 

TL;DR

Plans slip when four basics are left unresolved: the goal is unclear, the list of objectives is too long, value is assumed, and blockers surface late. Take steps to address this by agreeing on a single clear outcome, choose three to five testable objectives, give each a simple business-value score, link day-to-day work to those objectives, and regularly check back in on progress. 

Why Plans Slip (And How to Prevent It)

The plan needs to be clear before execution begins. Goals might sound clear at the all-hands, but if work isn’t clearly linked, progress goes off track quickly. We see the same issues in many organisations: vague outcomes, too many objectives, hidden dependencies, and mid-cycle requests that shift priorities.

The root causes:

• Strategy is too high-level to guide weekly work.
  
  
• Teams take on more than they can realistically deliver.
  
  
• There’s no fair way to compare value.
  
  
• Dependencies are discovered too late.
  
  
• New requests disrupt goals without trade-offs being made.

So what can be done?

Name outcomes clearly

Find a single, testable goal that names the customer, the result, and the proof, so you cut through confusion. When strategy is phrased this simply, every team can see how their work connects.

Cut the list to three to five objectives

When everything matters, nothing does. Choosing a small set of objectives forces teams to be honest about capacity and trade-offs. Three to five measurable objectives give teams a clear focus and make success achievable rather than aspirational.

Give each a simple business-value score

A lightweight business-value scale adds a common denominator for work that is difficult to compare. The score doesn’t need to be perfect; it just needs to help teams move forward.

Link daily work to objectives

Keeping objectives visible inside Jira means every story, bug, or feature can be traced back to a purpose. When teams see that link every day, they naturally deprioritise the work that doesn’t add up.

Treat dependencies as first-class work

By putting dependencies on the same board as objectives and giving them statuses everyone recognises, teams make sequencing visible. That visibility gives leaders a chance to act early. 

Run short weekly reviews

A brief weekly review using one shared board keeps attention on what matters: the health of objectives, the blockers in play, and next steps. 

Use KPIs as indicators, not trophies

KPIs should help teams understand what’s working and what needs adjustment. Comparing velocity or story points across teams creates noise. Focus on the proof that shows outcomes moving in the right direction.

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More detail:

• Blog: How to make plans that actually ship
• Podcast: How to Align Teams Through Strategic Goal Setting
• Webinar: How to Make Plans That Ship: Prioritise, Fix Dependencies, and Deliver