One development team, multiple projects: planning shared delivery capacity

Define the projects before counting the tickets

A covered project is a named workspace or outcome for your business or explicitly agreed brands. A storefront improvement programme can contain navigation changes, product-page work and bug fixes. Those tickets belong to that project. Calling every ticket a separate project makes coverage difficult to understand and the queue difficult to manage.

Write a short outcome for each project, identify its decision owner and list its dependencies. A CRM change that needs new enquiry fields on the website should be planned with that dependency visible. Agreement about project boundaries helps the team estimate and sequence the work.

• Name the product, store or workflow and the intended outcome.
• Identify the people who can provide access and approve decisions.
• Record dependencies on other projects or external suppliers.
• Keep the projects within the contracted client or agreed brands.

Treat monthly hours as one shared pool

DevCamp360 Pod hours are shared across the covered projects and team members. Project management, design, development and QA all consume combined person-hours. A one-hour meeting involving two team members uses two hours. Release checks and review time also need room in the allocation.

Extended Pod can put its full 160 hours into one agreed priority or divide those hours across its covered projects. Adding a second project changes the allocation. It does not create another 160-hour allowance. Estimates should show how the team plans to use the available capacity, including coordination and testing.

Separate covered projects from active delivery

Focused Pod provides 40 shared team-hours for one covered project and one active project. Delivery Pod provides 80 shared team-hours across two covered projects, with two active at once. Extended Pod provides 160 shared team-hours across up to four covered projects, with up to three active at once. A fourth waits in the agreed queue.

For example, an Extended Pod cycle might allocate 80 hours to storefront improvements, 50 to a CRM workflow and 30 to an inventory integration. A reporting workspace waits until an active slot opens. This illustrative allocation totals 160 hours. Actual estimates, skills and dates are confirmed in the proposal.

• Focused Pod — $1,440/month, 40 shared hours, one project covered and active.
• Delivery Pod — $2,640/month, 80 shared hours, two projects covered and active.
• Extended Pod — $4,800/month, 160 shared hours, up to four covered and three active.

Give changing priorities a clear decision path

One client decision owner provides the priority order. Our delivery lead confirms scheduling after checking dependencies, estimates and available capacity. When an urgent issue arrives, agree which planned item moves and communicate the effect on dates.

Project substitutions and additional scope need review. Keep decisions, unfinished work and archived project records available so a change of priority carries its history. The project limits above apply to new or explicitly amended agreements. Existing clients retain their agreed terms.

Choose capacity around the work you can actually prepare

A recurring backlog with accessible systems, an available approver and clear next outcomes is a useful starting point for a Pod. A complete platform move or an uncertain integration may need a separate discovery stage before anyone can sensibly reserve delivery dates.

Our Detroit Diamond Tools record shows a relationship that grew from store management into migration, shipping logic and ongoing care. That record describes the responsibilities carried across the relationship. For your enquiry, share the primary project, the outcome you need and the order of the other priorities. We can then discuss the allocation that fits.