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Reporting and budgets

Capacity in the same conversation as priority.

Talent holds workforce and team data alongside the strategic layer, so the people behind an initiative are visible next to the initiative itself. Our work is standing up the workforce model alongside focus areas so capacity and priority sit together.

Talent holds the people and teams behind the initiatives, so capacity is visible where prioritization happens rather than in a separate spreadsheet.

What it is

Talent holds workforce and team data alongside the strategic layer, so the people behind an initiative are visible next to the initiative itself.

It is for organizations planning at a portfolio level where capacity is currently argued from a separate document.

portfolio program program program the number survives the question because the trace exists L1 L2 L3 L4

What it does

Workforce alongside initiatives

Capacity visible where prioritization actually happens.

Team structure that maps to delivery

Teams connected to the work they do rather than maintained as a parallel list.

Where it fits

L3, governance and change. Capacity is a governance input: it decides what is realistic to fund. Kept separately, it arrives too late in the planning conversation to change anything.

L4

Agents and Automation

Rovo, Agents in Jira, Forge, MCP with Claude and Copilot, agent lifecycle, usage and cost governance.

Atlassian Anthropic
L3

Governance and Change

Permission architecture, audit and compliance, ITSM and change control, change management, strategic reporting and budgets.

Atlassian Guard Jira Service Management Strategy Collection Jira Align
L2

Platform and Migration

Migration of every kind, tool consolidation, licensing, standardization, the system of work.

Atlassian Miro AWS Azure
L1

Identity and Access

Human and non-human identity, SSO, SCIM, least privilege, access reviews, Guard cleanup, Agent SSO readiness.

Atlassian Guard Okta

load-bearing, bottom to top

What we do with it

Standing it up with the strategic layer

Workforce data loaded, with a documented import map so your team can maintain it.

Mapping teams to delivery

Connecting teams to the projects and focus areas they serve, which is what makes the data useful.

Agreeing the operating model

What the workforce model is for, since loading data before that is settled produces a list nobody maintains.

Where it earns its place

A carrier standing up value stream squads

Squad membership recorded where planning happens, rather than in a document that ages immediately.

A leadership team planning without capacity data

Prioritization without capacity is a wish list with dates on it.

Proof

Strategy Solutions Finalist, 2026

Strategy Solutions Finalist, 2026

Atlassian Partner Awards, 2026

Questions we get

Does this connect to our HR system?
It can, and it often starts with a structured import instead. A documented import map is usually the practical first step.
Is this a headcount planning tool?
No. It records who is doing what alongside the initiatives, which is a narrower and more useful thing.

Licensing

Talent is part of the Strategy Collection entitlement rather than a separate line item for most estates. That reconciliation sits with the rest of the estate in licensing and renewals.

Atlassian's own page for Talent, opens in a new tab

Find out what your controls would survive.

Fixed scope. The assessment looks at permission architecture, change control, and every place audit evidence is still assembled by hand. You get the findings, the ownership gaps, and the order to close them in.

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