Synchronized Delivery in Blueprint Agile

In the world of software development, the greatest challenge isn’t necessarily building a great product—it’s building one efficiently. Projects that are delayed or go over budget usually fail, regardless of how innovative the idea might be. That’s why synchronized delivery is such a critical part of the Blueprint Agile process.

In the early days of Brandcave, we used a more traditional Waterfall model to support design and development implementation. Design happened first, and development waited around until the designs were done. The result was always the same; the development team was mostly unproductive until my UX team’s work was finished. Sure, engineers could work on the backend while my team designed the frontend, but that can only keep them occupied for so long, and a typical MVP implementation takes two to three months with Brandcave. Inevitably, teams become unproductive.

Synchronized delivery helps better align design and development teams. It allows your design team to stay just ahead of development, creating enough breathing room to allow for creativity and problem-solving, while keeping everything moving smoothly. Instead of a rigid hand-off from design to development, both teams work in parallel, but on staggered timelines. The goal is to ensure that no one’s waiting around, no one’s rushing to catch up, and, most importantly, you avoid rework that can derail your project.

For very obvious reasons, you don’t want your UX team to be working on the same feature at the same time as your development team. If you’re working concurrently on the same feature, your development team will likely implement something that gets changed before the end of the sprint. It’s frustrating for the development team because the prototypes will become a moving target. We want to make UX a relief for the development team, not a burden, to make sure the development team uses UX as a source of truth—not like how I use speed limit signs (which are a nice guide, but not a hard rule).

But synchronized delivery requires careful planning beforehand to get it right. The UX implementation must align with how the development team triages their work, and ensure easy collaboration and a smooth developer handoff of design assets. At the same time, all aspects of the implementation—design, development, and beyond—must align with what will best serve the broader business goals. In this chapter, we’ll walk through the steps to make this process work for you, helping you understand how to structure your work to keep projects on time, on budget, and adaptable to change—without losing focus or sacrificing quality.

Getting Ready

I know you’re eager to jump straight into implementation, but if you want to be successful, it’s important that you and your team are prepared to kick things off.

Gather Your Core Documents

By now, you should have three critical documents: your ERB, IAB, and user flowchart. These are the backbone of your project, and they’ll serve as the foundation for everything that follows. Make sure your team has easy access to all of these documents—whether they’re stored in Figjam, Figma, or another collaborative tool.

Stick Together

Collaboration between business, design, and development teams is key to maintaining alignment and avoiding costly rework. While design and development teams should work independently, consider inviting a liaison from the one team to some or all of the sprint ceremonies and ticket grooming sessions of the other team. To keep everyone aligned and up to date throughout implementation, it will be important to keep communication open between business stakeholders, design, and development.

You Kanban Do It

Once you start organizing work into tickets and planning sprints, having the right tools can make all the difference. Project management software like Jira, Trello, or another platform your team prefers will help visualize tasks in a kanban board, track progress, and keep everyone on the same page.

The Process

The Synchronized Delivery phase of Blueprint Agile is all about moving your product from discovery to implementation efficiently. This phase follows three key steps:

Step 1: Prioritize Your Work

The first step is to decide which features and initiatives take priority. To determine this, you’ll need to rely on your business goals and team input to rank features based on impact, complexity, and necessity.

Step 2: Plan Your Sprints

With priorities in place, the next step is to plan your sprints. This will require aligning the implementation to the business priorities, supplying accurate time estimates, and then making sure that UX has work completed before development needs it.

Step 3: Parallel Delivery

With sprints mapped out, the true work of implementation begins. Design and development teams both work in tandem to deliver work concurrently. During this step, we’ll go over things like ticket grooming, sprint opening and closing ceremonies, and midsprint reviews.

Synchronized delivery will last several months in the development of a net new product, but when all of the initially-planned sprints are completed, you will have a complete first iteration of your application to prove in the market.

Step 1: Prioritize Your Work

Your ERB, IAB and flowchart tell us everything that needs to be implemented, but it doesn’t tell us in what order it should be implemented. This is the moment that teams can get lost in implementation. There’s a lot to do, and there are some logical things that have to happen before others. But, left unmanaged, we’ll be months out in implementation and still have nothing to show for our work.

Feature prioritization should balance speed with stability. You need to deliver business value quickly, but you also need to build a product that’s solid and scalable. Striking the right balance requires a structured process.

Take a deep breath. Your team is about to fight. The good news is that we can mitigate that fight considerably by creating as much common ground as possible between your business units.

1.1. Determine Your Business Goal

Your first step is to define an overarching goal for your business that includes an achievable timeframe. This goal will serve as a north star when determining the most important initiatives to focus on. I recommend setting goals by quarters rather than in weeks or sprints. A quarter of a year gives you enough time to see meaningful results from your work.

For example, let’s say your business goal for Q4 is to reduce the average time-to-close for first-time customers to 24 hours. With this goal in mind, you’ll be able to focus on the initiatives that have the biggest impact on closing deals faster. When teams align on a common goal, it’s much easier to align on the initiatives that support that goal. If your product is an MVP, your goal may be releasing an early version to beta users for initial feedback.

1.2. Define Initiatives

Once you’ve determined your business goal, the next step is to define the initiatives that will help you reach that goal. Each stakeholder in your organization should have a voice in this process, contributing their perspective on what needs to be done.

What is an initiative? An initiative is more than just a feature; it’s a combination of efforts that support a business goal. Initiatives often consist of multiple features or, potentially, epics. For example, if your goal is to reduce time-to-close, an initiative might be “Improve the onboarding process for users,” which could include features like authentication, in-app tours, account setups, or first-time offer promotions.

Make sure to define each initiative and have every stakeholder agree on its importance to achieving your business goal.

1.3. Score the Initiatives

Once you have your initiatives all laid out, you need to create a system for scoring them. Every team within your organization will have competing priorities: the sales team might be focused on new sales, the customer success team is trying to lower churn, and the development team is focused on stability or, crossing-fingers, test coverage.

Unfortunately, if we prioritize everything, we prioritize nothing. We need a system for scoring initiatives and managing prioritization in a way that is fair to everyone, and most importantly, maximizes the success of the business.

Below is an example initiative prioritization spreadsheet that I use during this exercise. You can use this spreadsheet as a template for prioritizing your own initiatives.

Download the spreadsheet at bit.ly/prioritize-initiatives. If, for whatever reason, that link stops working in the future, email me at hello@brandcave.co.

Once you’ve defined your business goal, list each initiative that will need to be completed in the first column of your spreadsheet. For clarity’s sake, you may want to give each initiative a brief description, and if you are working with an existing system, you may also want to call out if the initiative introduces net new functionality or is an update to existing functionality.

In the initiative prioritization spreadsheet, there should be a column for every business unit that needs to weigh in on the priority. In my version of the spreadsheet, I include:

Development Impact: How much development lift does this initiative require? This column represents the development team.
Sales Impact: How much will this initiative contribute to new sales? This column represents the sales team.
Churn Impact: How much will this initiative reduce customer churn? This column represents the customer success team.

Prior to scoring the initiatives, the group should decide how these categories will be weighted. The “Settings” tab of my spreadsheet will allow you to give each category a score. Just be sure that the total score of your business categories equals 1.

For example, if you’re developing a new application, you may decide to weigh churn very low and sales very high. Your weights might look like this:

Development: 0.3
Sales: 0.6
Churn: 0.1

If you are improving an existing application, you may instead decide to weigh churn higher, and your weights might look more like this:

Development: 0.3
Sales: 0.4
Churn: 0.3

In just about every case, you should consider UX design to be the easiest part of the implementation process. The lift required by UX will always be fairly low in comparison to development. Something very simple for a designer to mock up—such as table filtering—may take a developer much longer to implement. That’s why I don’t normally include UX as a category when I weigh prioritization. You may feel differently, though, and decide to include it.

Finally, go through each initiative and give everyone a voice. Each team should be able to provide a score of 1-10 for each initiative.

Sales Impact (1-10): the higher the score a feature has the greater the business value

Churn Impact (1-10): the higher the score a feature has, the greater the churn reduction value

Developer Lift (1-10): the higher the score a feature has, the lower effort (faster) to develop.

1.4. Set Priorities Based on Scores

After scoring is complete, sort your initiatives from highest to lowest score in your spreadsheet. If you’ve scored your initiatives and weighed your categories honestly, the priorities should be correctly listed in descending order. In most cases, this exercise should result in a priority order that all stakeholders can agree on. However, if there’s disagreement, I recommend using the scores as a starting point for discussion. Remember, the goal is to maximize the impact on the business while ensuring a fair process for all teams involved.

Once everyone has come to a consensus, this list will serve as a high-level roadmap for implementation, showing you which initiatives are most critical to achieving your business goals and therefore, where to begin your efforts.

Step 2: Plan Your Sprints

With your initiatives prioritized, it’s time to translate them into a list of to-dos for each team. In this step, you’ll be organizing and assigning tasks into sprints in a way that maximizes productivity, keeps design and development teams aligned, and ensures steady progress. Taking the time now to thoughtfully plan sprints out will pay off later on, bringing order to the implementation process and preventing the chaos that invariably arises in complex projects.

A sprint typically spans two weeks of focused work on a specific set of tasks, though some teams may adjust the duration to suit their needs. Each sprint should be guided by a clear, achievable goal that directly aligns with your prioritized initiatives.

2.1. Break Down Your Work into Manageable Pieces

Initiatives, as they stand, aren’t actionable enough to guide the team effectively. The first step is to break them down into more manageable units: starting with epics, then issues, and potentially tasks that are clear and specific enough for the team to tackle. While design and development teams will have their own issues, and tasks, their work must align with the same prioritized initiatives to ensure synchronized progress.

Breaking Initiatives into Epics

An epic represents a large body of work that aligns with a major milestone or feature, often spanning multiple sprints. It encapsulates a complete goal within the initiative but still needs further refinement to be actionable. Each initiative can be broken down into one or more epics. If the initiative is small enough, it may be one epic.

For each initiative, identify what achieving it will look like and the major milestones that will get you there. Each milestone will typically align with an epic. Epics should be significant but feasible within one to two months. If an epic is too large to complete within this timeframe, it may need to be divided into multiple epics to keep work manageable and progress visible.

When naming your epics, aim to clearly communicate their scope and purpose. Avoid vague or overly long names, and ensure each name is distinctive from other epics. Focus on the outcome or goal, rather than simply restating the problem. For example, if your initiative is “Improve the onboarding process for users,” an epic might be “User Onboarding Experience Redesign.”

Breaking Epics into Issues

Each epic can then be divided into issues, which are specific work items focused on distinct parts of the epic. An issue represents a clear objective within the epic, often completing a specific aspect of the feature or milestone. Issues for the epic, “User Onboarding Experience Redesign,” might include “Add Guided Account Setup” or “Create First-Time Offer.” Each issue should be well-defined and small enough to be completed within one sprint.

Once you’ve laid out your epics, you can start breaking them out into issues. Each issue should represent a specific part of the functionality within an epic. Where possible, issues should be self-contained, allowing the team to work on multiple issues in parallel and avoid bottlenecks. Issues should also be completable within one sprint. If that’s not possible, divide it up further.

Breaking Issues into Tasks

Tasks are the most granular level of work. Each issue can be broken down into one or more tasks, which represent the specific actions or steps necessary to complete the issue. Tasks should be simple and actionable. For example, if the issue is “Create Mobile Responsive Screens,” your tasks could be “Create responsive UX of each page” or “test onboarding flow on various screen sizes.” Typically, tasks are short enough to be completed within a few hours to a single day.

You do not always need to create tasks for an issue, but if you do, they should be things that take less than a day to complete. Tasks that take longer may need to be broken down further. While epics and issues should be planned out in advance for the most part, you may decide to wait until ticket grooming sessions to define tasks for each issue. This gives you the flexibility to incorporate feedback or adapt to evolving requirements.

2.2. Assign Time Estimates

Once your epics and issues are clearly identified, it’s time to assign time estimates to each issue. Estimation is crucial because it lets you realistically gauge how much work can fit into each sprint, prevents overloading, and ensures that your team has clear, achievable targets.

The objective here is to aim for a 20% margin of error, providing enough accuracy to support effective planning without overcommitting resources. When everyone has the benefit of referring back to the discovery documentation you’ve created, they’ll have a more accurate sense of the level of effort each issue demands.

For time estimates, it’s essential to use a standard measurement that your team is familiar with, whether that’s hours, story points, or another method that works for your team. You can also use a more creative system of measurement, such as shirt sizes—XS, S, M, L, XL—for estimating. Each issue should be estimated by the person or team responsible for completing it, as they’ll obviously have the clearest perspective on the complexity involved.

In addition to the size and complexity of an issue, the person or people it’s assigned to also factors into the time estimate. At Brandcave, for instance, we estimate work in hours, and you’d expect time estimates from us like this:

List Views: Typically take around half a day to design
Details Views: Usually require a full day for more complex screens

Estimating accurately is a skill that becomes more precise with experience and data collection over time. As your team gathers insights from completed sprints, you’ll be able to refine these estimates further. In the meantime, your design and development teams will be able to make initial time estimates by referring to past projects. The better your time estimates, the more consistently you’ll be able to deliver each sprint’s work on schedule and within scope.

2.3. Organize Sprints Based on Priorities and Dependencies

Once you have time estimates for your epics and issues, you can now organize them into sprints. Obviously, the highest priority initiatives should go first, but beyond priority order, you should also consider:

Dependencies: If one task relies on another’s completion (e.g., backend functionality required before frontend implementation), schedule the dependent task in a later sprint to avoid delays.
Lift: Use work estimates to prevent overloading the sprint. Whether you use time, story points, or another method, add up the estimated lift for each issue to ensure it fits within the sprint’s constraints, allowing some buffer for unforeseen delays or revisions.
Complexity: Mix high-complexity issues with lower-complexity ones to prevent a sprint from becoming too overwhelming. Maintaining a healthy balance will keep stress levels low and ensure multiple complex issues don’t spill over into future sprints.
Capacity: Take into account each team member’s availability and bandwidth for the sprint. You want to make sure the workload is distributed evenly and no team member is stretched too thin.
Cross-Team Coordination: While design and development teams will be working on different sprint schedules (more on that below), it’s still important to ensure that sprints are organized in a way that allows for easy handoff between teams. With the exception of strictly backend tasks, the design team should get their hands on a feature before the development team.

2.4. Coordinate Design and Development Sprints

There’s a technical word for what we’re doing, and it’s design-driven development (DDD). In DDD, design and development teams work in parallel, with design staying at least one sprint ahead of development. This staggered approach ensures that development has completed designs to work from, minimizing bottlenecks and rework caused by changing requirements mid-sprint. While both teams share the same feature prioritization, their workflows and timelines must remain distinct to allow for focused, efficient progress.

To facilitate DDD, here are a few strategies:

Give Design a Head Start: Think of the implementation process like a relay race. The design team takes the first leg, completing designs for several issues. Then they hand off the baton—i.e., a high-fidelity prototype—to the development team, giving them design specifications to build to. This process will repeat over and over again until the product is complete.
Separate Sprint Schedules: Although the feature prioritization is the same for both teams, the design and development sprints should be kept distinct. This allows each team to focus on their specialized tasks without crossing streams or creating dependencies that could slow down either team.
Hold Separate Ceremonies: Both design and development teams should hold separate sprint ceremonies, including opening and closing ceremonies, as well as regular standups. You can have a representative from the respective teams present during reviews and demos, but for the most part, the teams should be kept to their own devices.

Step 3: Parallel Delivery

During this step, your design and development teams finally get to dig in and bring your ERB, IAB, and user flowchart into the real world. Both teams should be delivering work in a consistent cadence. When this approach is executed effectively, you should be able to maximize productivity for both designers and developers, avoid sidelining anyone, and maintain momentum throughout implementation.

What should a typical sprint look like? Everyone manages implementation a bit differently, but for Synchronized Delivery to work, make sure you do these things:

3.1. Groom Tickets for Clarity

Before each sprint, it’s essential to carefully review and refine the tickets in the backlog to ensure every task is clear, actionable, and correctly prioritized. Ticket grooming is essential for removing any ambiguity, confirming dependencies, and establishing detailed acceptance criteria for tasks. Doing this process before the beginning of a sprint keeps all team members aligned, reduces the likelihood of questions or blockers arising mid-sprint, and ensures tickets are ready for implementation on day 1.

Both design and development teams may choose to host a ticket grooming session prior to the start of the next sprint, though they aren’t always necessary. If there hasn’t been a ton of drift from the original user flowchart and everyone feels aligned on requirements, then either team may decide to forgo a ticket grooming session. In that case, you can use your sprint opening ceremony to reaffirm what the plan for the sprint is and what will come out of it.

If one team does decide to host a ticket grooming session, it’s important to invite all relevant stakeholders, including a representative from the other team. Having the input of everyone involved early on will prevent surprises cropping up mid-sprint. During the session, your aim is to align the tickets with the overarching goal of the sprint. This will help you make sure that all issues directly contribute to delivering meaningful outcomes for your project. If the sprint’s goal is to deliver core functionality for user onboarding, for instance, any tickets that don’t help you achieve this goal should be deprioritized.

In a ticket grooming session, you’ll want to be sure you cover:

Clarify Ticket Requirements: Make sure each ticket clearly describes what needs to be done. You’ll need to define the problem, the scope of work, and the expected outcome. If a ticket seems vague, take the time to add more detail or ask questions to get the necessary information.
Break Down Large Issues: When necessary, further divide up large tickets into tasks and sub-tasks, making the work easier to manage for your team.
Identify Dependencies: Determine any dependencies or prerequisite tasks that could impact the sprint. Knowing these in advance helps you set the right order, ensuring that blocked tickets don’t stall progress.
Define Acceptance Criteria: Specify what “done” looks like for each task and issue. Acceptance criteria outline the standards the task must meet to be considered complete, helping the team avoid misunderstandings and making it easier for quality assurance testing.
Prioritize Tasks: Arrange the tickets in order of priority to ensure the team tackles the most critical work first. Review any low-priority tickets that may be deferred to a future sprint if needed.
Consider Edge Cases and Implicit Logic: Address edge cases or implicit business logic that might complicate implementation or cause rework.
Reassess Fit: Confirm whether each ticket fits within the sprint capacity. If a ticket is too large or lacks clarity, consider moving it to a future sprint to allow more time for refinement.

Keep in mind that a grooming session will look different for the design team versus the development team. While the design team focuses on refining user experience requirements, aligning the interface with business goals, and addressing gaps in user flows or interactions, the development team is concerned with ensuring tickets are technically feasible, dependencies are identified, and all necessary information is included for implementation. For that reason, you can expect these sessions to cover slightly different objectives depending on who’s hosting, and ultimately, every team goes about grooming tickets a bit differently.

3.2. Kick Off Each Sprint with an Opening Ceremony

Sprint opening ceremonies are all about tone setting. It’s an opportunity to align the entire team on the objectives and priorities of each sprint, answer any questions the team might have, and divvy out responsibilities. While separate ceremonies should be held for each team, a brief sync between design and development leads can ensure that everyone is on the same page.

You can structure opening ceremonies to fit your team, but make sure you answer these questions:

What are the deliverables for this sprint? Clearly state what the goal for each sprint is, and outline what the desired outcome is.
What are the goals for the team? Set clear expectations for team performance, calling out any improvements or changes you’d like to see (i.e., adding unit tests).
Are there any challenges or blockers? Bring up potential roadblocks, dependencies, or resource needs, and give your team members the opportunity to do the same.
Who is responsible for each task? Make sure there is a clear division of responsibilities, and everyone knows exactly what their roles are over the next two weeks.

3.3. Check In Midsprint

It’s common for both the design and development team to host an end-of-sprint ceremony where they review work completed during the sprint and receive feedback from business stakeholders. But this additional feedback often means that designers or developers have to complete some re-work before getting sign-off on their assigned tasks. To reduce the likelihood of disruptive re-work occurring late in a sprint, it’s important to schedule a check-in during a sprint.

60% Reviews for the Design Team

At Brandcave, we have implemented 60% reviews. This is a checkpoint in the design process when a designer should be a little more than halfway through with their designs, giving us plenty of time to make targeted adjustments and refine work.

At this point in a sprint, a 60% review is an opportunity to:

Validate Direction & Progress: Ensure the design aligns with stakeholder expectations and sprint objectives.
Refine Functionality: Address detailed elements like usability, interactivity, and alignment with business logic.
Resolve Misalignments: Identify and address any remaining gaps or misunderstandings before moving into finalization.

Early feedback not only boosts a designer’s confidence, it also provides valuable learning opportunities, helping them grow more quickly. Since implementing this approach on Brandcave projects, we’ve seen higher levels of team alignment, more effective end-of-sprint ceremonies, more engaged development teams, and ultimately, more thoughtful products.

Midsprint Check-ins for the Development Team

Development teams should schedule a check-in at the midpoint of a sprint where they can discuss any blockers they’ve encountered, ask questions, or call out tickets requiring additional clarification. You may even decide to combine this midpoint check-in with the ticket grooming session for the next sprint.

Holding 60% reviews or midsprint check-ins shouldn’t replace iterative collaboration throughout a sprint, though. If team members have questions relating to edge cases or unclear business logic, these questions should be addressed as early as possible to maintain steady progress.

3.4. Hold End-of-Sprint Ceremonies

End-of-sprint ceremonies serve as a critical moment for alignment, reflection, and celebration, and they look slightly different for the design team and the development team.

For the Design Team

Each design sprint should conclude with a structured handoff between the design and development teams to review, discuss, and align on completed work. In addition to demoing completed work, these syncs offer developers an opportunity to ask questions, clarify design elements, and understand key functionality directly from the design team, reducing the risk of misinterpretation once they start writing code.

A successful end-of-sprint ceremony should include the following components:

Design Demo: The design team walks through the prototype, demonstrating page components, interactions, and screen transitions. This overview ensures developers see how everything fits together and how the user journey unfolds from screen to screen.
Stakeholder Q&A: Open the floor to feedback and questions from business leaders, developers, and any other stakeholders. This time allows them to ask for clarification on any unclear elements, address technical concerns, and provide input that may shape the final design.
Documentation Review: Review any supporting documentation and assets, confirming that all resources the development team needs are available and accessible. This ensures that once the sprint closes and the designs have been handed off, developers have a clear roadmap to begin implementation without delays or questions.

For the Development Team

For the development team, an end-of-sprint ceremony is an opportunity to assess how well they met their goals, demo their work completed on the application so far, and identify areas for improvement. It’s the first opportunity for stakeholders to see a living, breathing version of their product. While a design prototype does a good job of showing how an app will look from screen to screen, nothing beats experiencing the real thing.

An end-of-sprint ceremony for developers should include:

Demo: The development team presents completed features or functionality to stakeholders, giving everyone a chance to celebrate progress and provide feedback on implementation so far.
Sprint Review: Reflect on sprint goals and assess whether all planned tasks were completed. It’s also important to go report on performance metrics like velocity and identify factors (e.g., ad hoc tasks or blockers) that impacted the sprint’s success.
Retrospective: This is where the team (and any participating stakeholders) talk through what went well, what didn’t, and what can be improved. From there, you can work together to identify any action items for improving future sprints.

Regardless of the team setting, end-of-sprint ceremonies are crucial for maintaining momentum and preventing work from getting off course. For the design team, that means ensuring they hand off detailed, logical UX prototypes that the development team can use to implement the full functionality of the app. For development teams, that means showcasing the product as it comes to life, making sure it’s exactly what stakeholders envisioned.

3.5. Adjust and Plan Ahead Based on Feedback

No sprint will go perfectly every time, especially as your team settles into their roles and gains a deeper understanding of the product’s goals. It’s expected—and valuable—to encounter a few bumps along the way. At the end of each sprint, take time to reflect on the previous two weeks. This review should include everything—the good, the bad, and the unexpected—because it’s only with honest reflection that you can iterate on your current process and improve future outcomes.

In particular, here are a few areas to look at when completing a retrospective:

Achievement of Sprint Goals: Review what was completed, what wasn’t, and how close the team came to meeting the sprint’s overall goal. If there were discrepancies, dig into the root causes. Was the sprint too ambitious, or were time estimates overly optimistic? On the flip side, if work was completed too quickly, it may indicate under-scoping, which could lead to inefficiencies.
Challenges Faced: Identify any blockers or issues that arose during the sprint. These challenges are valuable learning opportunities. Discuss ways to mitigate or prevent similar issues in the future, whether they’re related to resource availability, dependencies, or workflow bottlenecks.
Process Improvements: Reflect on what worked well and where the team can improve. This could involve refining sprint planning practices, adjusting communication strategies, or tweaking the process to enhance clarity. Small adjustments can make a big difference over time.
Timeline & Budget Adherence: Ultimately, your ability to deliver on time and within budget is a primary indicator of success. Review whether the sprint stayed within these parameters and, if not, identify adjustments that will help meet these metrics more consistently in future sprints.

Using these insights, you can plan adjustments to keep future sprints on track. If you aren’t sure where to start, here are a few areas to consider:

Resource Allocation: Are team members spread too thin or underutilized? Adjusting resources can help balance workloads and keep everyone engaged.
Priorities: Ensure the highest-priority items are front and center for each sprint, aligning with your business goals and overall product roadmap.
Goals: Regularly evaluate and refine sprint goals to ensure they remain realistic and aligned with the project’s broader objectives.

With a well-structured approach to prioritizing initiatives, planning sprints, and bringing design and development together, synchronized delivery becomes less of a technical process and more of a team effort. This approach requires full participation from every team involved—business stakeholders, designers, and developers. Each individual has a role to play, and when everyone is on the same page, synchronized delivery enables a smoother, more effective workflow.

As you move through the implementation phase, remember that the goal of synchronized delivery isn’t to eliminate every challenge but to equip your team with the clarity and agility to tackle issues as they arise, without losing momentum.