TheMetrics could already tell you what your teams delivered. It could not tell you what they had promised, or whether the promise was still good. Planning closes that gap.
Commit to an interval, not to a feeling
A planning interval — a sprint, a PI, a quarter, whatever your organisation runs on — is normally read from the structure already in your tracker and imported. You can also define one that has no tracker task behind it, for a period your tracker does not model. Either way, nothing is ever written back to your tracker.
You choose which work the interval carries, and the moment you commit, it records what was promised and when. From then on, delivery is measured against that promise rather than against a target that quietly moves.
Committing to a parent commits to everything beneath it: an interval is sized by the whole subtree of work it contains, not by the count of items you happened to click.
A forecast that knows what the team can actually absorb
The forecast is built from the delivery rate of the selected teams as a group, measured against the days available in the interval — calendar days, less your company's holiday calendar and each person's booked leave.
To be exact about what this does and does not include today: it does not yet exclude weekends, it counts every person as full-time, and only people with a salary on file contribute capacity at all. If your team works a five-day week, or if some engineers have no salary recorded, treat the available-days figure as approximate rather than literal. We are changing all three, and it will appear on this page when it lands.
It is deliberately not a sum of individual velocities. Adding up per-person figures double-counts shared work and produces a confident number that is wrong.
Where a forecast cannot be produced, the timeline now says why rather than going blank.
Declare how much capacity a category should get
You can now state what share of capacity a category of work is meant to receive — new development, maintenance, support — instead of only discovering after the fact what it took. The panel shows that planned split beside the delivered one, so the gap between intent and outcome is a number rather than an argument. To be clear about the boundary: these rules describe the plan, they do not yet feed the delivery-date forecast.
Only Admins and Managers can change a company's category configuration.
A timeline that is your tracker's plan, not a second one
The delivery timeline draws the dates your tracker holds. Every item names its task and links straight through to it wherever your tracker gives us a URL, so any number on the screen is one click from its source. There is no second plan to maintain here and no chance of the two disagreeing.
Changing your mind is recorded, not silently absorbed
Once you have committed, the interval keeps what you promised. Adding or removing work afterwards is shown as an explicit difference against that commitment, so the promise you originally made stays legible after you revise it — which is the whole reason for writing it down.
Planning is included on the Business and Enterprise plans. See plans and pricing, or talk to us if you would like a walkthrough.