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linear-hygiene-standards

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Linear hygiene standards

Purpose: This document defines the minimum Linear discipline required for the board to remain a trustworthy execution truth layer.

Linear is not the whole operating model. It is one of the core systems of record inside the operating model.

1. Why Linear matters

Linear matters because leadership and account owners need one reliable place to understand:

  • what exists
  • who owns it
  • what is blocked
  • what is on track or at risk
  • how execution relates to the approved plan

If Linear is stale or misleading, the system loses control.

2. What must always be true

2.1 Issues have clear ownership

  • one assignee
  • clear title
  • linked to the right Project
  • linked to the relevant milestone when useful

2.2 Status reflects reality

  • blocked work is marked blocked
  • stale “in progress” work is corrected
  • comments exist when the status alone is not enough

2.3 Dates are honest

  • project and milestone dates should match what is actually being governed
  • internal-only targets should not be confused with client-facing commitments

2.4 Linear is the execution source of truth

Spreadsheets, notes, or ad hoc trackers may exist as views, but they should not compete with Linear for the same execution truth.

3. What strong Linear discipline looks like

  • initiatives reflect real sponsor-level objectives
  • projects map to real workstreams
  • milestones are client-meaningful
  • issue descriptions make “done” easier to understand
  • hierarchy reduces confusion rather than creating ceremony

4. Ownership and accountability

CSO

Accountable that the board matches the client story closely enough to govern the account.

Service Lead

Accountable that execution truth is accurate enough for the board to be trusted technically and operationally.

IC

Accountable for keeping owned issue state honest and for surfacing blockers clearly.

Head of Delivery

Accountable for enforcing the overall bar when hygiene repeatedly breaks down or materially affects delivery quality.

5. Common anti-patterns

  • issues with no project on engagements that use projects
  • “in progress” for days with no comment
  • closing issues with no linked artifact or acceptance signal
  • dates in Linear that no longer match the plan or client narrative
  • one giant initiative acting as a dumping ground
  • excessive nesting that reduces clarity instead of increasing it

6. Review checks

At minimum, a healthy board should make it easy to answer:

  • what are we delivering?
  • who owns each active work item?
  • what is blocked?
  • what is at risk?
  • do the dates and milestones still mean what we think they mean?

If those answers are hard to get, hygiene has already slipped.

Last updated: 2026-03-24

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