Co-development works best when a partner can own a coherent result. A backlog assembled from disconnected overflow tasks may keep people busy, but it creates more coordination and gives neither team a clear definition of success.
Define the outcome before the headcount
Start with what needs to become true for the product. That might be a complete gameplay feature, a production-ready environment set, a platform launch, or a repeatable live-content pipeline.
An outcome creates a shared reason for the work. It also gives the partner room to solve problems instead of waiting for every implementation decision to arrive from somewhere else.
Find the interfaces
Every delivery lane touches the larger game. Identify the systems, people, approval paths, and technical dependencies at its edges. Decide where decisions can happen independently and where alignment must be frequent.
Clear interfaces reduce surprises without adding layers. They help the embedded team communicate directly with the people who hold the relevant context.
Give ownership enough context
Autonomy without context becomes guesswork. A co-development team needs access to product intent, player goals, technical constraints, and the reasons behind existing decisions. Early context is usually cheaper than late correction.
The best lane is large enough to matter, bounded enough to understand, and supported by a communication rhythm that keeps both teams operating as one.