I was running into a similar issue and after a lot of research ended up adapting the scaled agile framework (SAFe) to our team. SAFe is designed for larger com

I was running into a similar issue and after a lot of research ended up adapting the scaled agile framework (SAFe) to our team. SAFe is designed for larger companies, so you have to learn enough about it to understand where you can trim the fat. The big applications to your issue come from 2 places. 1. Lean Portfolio Management 2. Program Increments LPM is a process of setting priorities by using real numbers where possible and best guesses otherwise. The result is a process that tries to measure value and urgency against your development capacity. Small things with high value float to the top. Big things with low value drift to the bottom and don’t bog down your team. The Program Increment (PI) is an intense process that lets your dev team put out a plan for the next 8-12 weeks and gets the business to agree to it. Aside from getting everyone to agree to the current plan, it changes future business requests to “be prioritized for the next increment” which happens via the LPM process. The PI plan still adapts to new feedback and can change, but those changes come with “if we do this, we can’t do that...is that acceptable?” Time for small changed and some variability is built in, so those conversations only happen for something major.