5 Steps to Lay the Tracks for Your Agile Release Train

Scrum-Teams erstellen Release-Pläne, um erfolgreiche Produktveröffentlichungen zu unterstützen. Dies hilft ihnen, sich weiterhin auf die Produktvision und die zu erbringenden Funktionen zu konzentrieren.

Hier werden wir die agile Release-Planung untersuchen, warum sie wichtig ist und welche Best Practices für erfolgreiche Releases gelten.

Was ist agile Releaseplanung?

Da Softwareprojekte unvorhersehbar sind, hilft die Release-Planung den Teammitgliedern, ihren Arbeitsablauf zu priorisieren. Ein Release-Plan konzentriert sich darauf, bestimmte Produktfunktionen marktreif zu machen. Er sollte den Produktumfang, das Veröffentlichungsdatum für die Fertigstellung der Funktionen und die für jede Version benötigten Ressourcen berücksichtigen.

Das Entwicklungsteam verwendet Feedback aus früheren Produktiterationen als Grundlage für seine Planung. Product Owner und Scrum-Teams treffen sich, um den agilen Release-Plan zu besprechen und sicherzustellen, dass jeder die erforderliche Produktfunktionalität und den Aufwand versteht, der für jedes einzelne Inkrement erforderlich ist.

Anstatt eine signifikante Produktveröffentlichung zu planen, teilen die Teams den Projektumfang in kurze Sprints auf. Viele Scrum-Teams verwenden Jira um ihnen zu helfen, ihre Sprints zu visualisieren und den Projektstatus in Echtzeit zu verfolgen.

Warum ist Release-Planung wichtig?

Eine agile Release-Planung ist aus mehreren Gründen von entscheidender Bedeutung:

• Strategische Ausrichtung: Es hilft dabei, die Entwicklungsaktivitäten an den allgemeinen Geschäftszielen und Kundenerwartungen auszurichten, sodass die wertvollsten Funktionen zuerst bereitgestellt werden
• Berechenbarkeit: Ein klarer Release-Plan sorgt für Berechenbarkeit, setzt realistische Erwartungen für die Beteiligten und verbessert die allgemeine Projekttransparenz
• Risikomanagement: Die frühzeitige Identifizierung potenzieller Risiken und Abhängigkeiten hilft dem Team, diese proaktiv anzugehen und die Wahrscheinlichkeit erheblicher Verzögerungen oder Rückschläge zu verringern
• Verbesserte Zusammenarbeit: Es fördert die Zusammenarbeit zwischen Teammitgliedern und Stakeholdern und fördert eine klare Kommunikation und ein gemeinsames Verständnis der Projektziele
• Trennung von Produkt-Roadmaps: Während eine Produkt-Roadmap eine allgemeine Strategie für das Produkt vorgibt, konzentriert sich ein Release-Plan auf die Umsetzung. Wenn Teams diesen Unterschied verstehen, können sie beide Tools effektiv nutzen.

Die Planung von Projektversionen hilft Softwareentwicklungsteams dabei, jedes Projekt schrittweise zu planen, zu leiten und zu veröffentlichen, um das Kundenerlebnis zu verbessern. Teams verwenden diese Methode häufig für kurze Sprints der Produktentwicklung.

Die Release-Planung bietet Agile- und Scrum-Teams eine solide Richtung für den Abschluss ihrer Projekte. Die Teammitglieder nutzen diese Gelegenheit auch, um Sprint-Feedback zu nutzen, um Schritte zu erstellen, die auf die Projekt-Roadmap der nächsten Version abgestimmt sind.

Den Produktplan zusammenstellen

Die Release-Planung scheint komplex zu sein, aber mit etwas Weitblick kann sie einfach sein. Lassen Sie uns jeden Teil des Prozesses überprüfen.

1. Wer leitet den Release-Plan?

In der Regel orientiert sich das Produktentwicklungsteam an der Scrum Master oder der Product Owner. Während des Treffens wird dieser Leiter Fragen zu den Produkt-Backlog um sicherzustellen, dass die Sprint-Diskussionen mit dem Endprodukt übereinstimmen.

Alle Produktbeteiligten sollten am Veröffentlichungsplan teilnehmen, um sicherzustellen, dass ihr Feedback berücksichtigt wird. Ohne den Input aller an der Produktentwicklung Beteiligten riskiert das Team, wichtige Informationen zu verpassen, um die Produkt-Roadmap auf Kurs zu halten.

2. Aspekte des agilen Release-Plans

Der Release-Plan soll zwar agil sein, folgt aber auch einem strengen Prozess, um sicherzustellen, dass die Teams die Produkt-Roadmap im Auge behalten.

Agile Teams nehmen alle Diskussionen zur Sprint-Planung auf und werten diese aus, um die Ergebnisse neuer Produkte detailliert zu beschreiben. Die meisten Unternehmen verwenden in ihrem Release-Planungsprozess zwar unterschiedliche Ansätze, aber Sprint-Überprüfung sollte die folgenden Aspekte beinhalten:

• Die vereinbarte Produktentwicklung wird in jeder Phase des Sprints veröffentlicht
• Eine Richtung für jede neue Produktveröffentlichung
• Spezifische aktuelle und zukünftige Iterationen sind in jeder kommenden Version fällig
• Welche Merkmale und Funktionen sollten die Iteration begleiten
• Spezifische Aufgabenanforderungen für jede Feature-Bereitstellung, um das Veröffentlichungsziel zu erreichen

Durch einen eingehenden Release-Planungsprozess nutzen Softwareentwicklungsteams den Wert dieser Sprint-Besprechungen. Die Fähigkeit, bei Bedarf schnell die Richtung zu ändern, stellt sicher, dass das Team das bestmögliche Produkt veröffentlicht.

Diese ständige Wiederholung bei jedem Sprint-Review ist auch im dynamischen Umfeld der Produktentwicklung wertvoll.

Dieses Maß an Planung, kombiniert mit einem iterativen Zeitplan, um der Dynamik von Software Rechnung zu tragen, macht die agile Produktentwicklung so wertvoll.

3. Diskussionen im Sprint-Meeting

Die Diskussionen in Sprint-Meetings drehen sich um Benutzerberichte, Produkt-Backlog und Produkt-Backlog-Elemente. Bei der Scrum-Versionsplanung werden auch andere Themen wie Abhängigkeiten und Produktfunktionen berücksichtigt. Andere Aspekte, über die das Team spricht, betreffen das nächste Release und die Anzahl der Sprints, die sie abschließen und liefern müssen.

Im Wesentlichen müssen die Teammitglieder die Produktvision im Auge behalten, um eine effektive Release-Planung zu ermöglichen. Diese Vision hilft den Teammitgliedern dabei, die Mindestanzahl von Markt-Sprint-Funktionen und deren Veröffentlichungsdaten zu ermitteln.

Die Diskussionen im Sprint-Meeting sollten Folgendes beinhalten:

• Priorisierung des Release-Plans für bevorstehende neue Produktmerkmale und Funktionen
• Bewertung und Einbeziehung von Stakeholder-Feedback für jeden Sprint
• Detaillierte Beschreibungen der Sprint-Ergebnisse und ob diese in die Kategorie der kurzfristigen Produktanpassungen oder der größeren längerfristigen Releases fallen
• Welche Produktversion wird zur Veröffentlichung bereit sein und die ideale Reihenfolge der Produktversionen, um jedes Veröffentlichungsziel zu erreichen

Entwicklungsteams erstellen mehrere Produktversionen. Nachdem sie diese Versionen erstellt haben, priorisieren sie sie, um die wichtigsten Versionen für die Benutzer freizugeben.

Ein Teil des Zwecks der Versionsplanung besteht darin, sicherzustellen, dass sich alle Beteiligten auf derselben Produktentwicklungsseite befinden. Ein weiteres Element dieser Besprechungen zur Sprint-Planung besteht darin, Eigenverantwortung und Akzeptanz für die Produktvision zu fördern.

Entwicklung des Release-Plans

Es gibt vier Schritte, die Softwareentwicklungsteams befolgen, um ihren Produktplan zu erstellen.

1. Die Vision schaffen

Zunächst müssen Sie die Vision für das Produkt definieren. Durch die Erstellung einer klaren Vision entsteht eine Roadmap, die das Team in jedem aufeinanderfolgenden Sprint befolgen muss. Diese Vision sollte mit der Marktnachfrage und den Zielen des Product Owners übereinstimmen.

Es ermutigt die Teammitglieder auch, zu prüfen, welche Funktionen sie priorisieren sollten. In ähnlicher Weise hilft die Produkt-Roadmap den Teams dabei, die Ressourcen zu bewerten, die sie während des Sprint-Reviews benötigen. Die Produktplanung ermöglicht es den Teams auch, flexibel zu sein. Planungsprüfungen stellen sicher, dass die Richtung geändert wird, um den laufenden Schritten Rechnung zu tragen und die allgemeinen Veröffentlichungsziele zu erreichen.

2. Priorisierung des Produkt-Backlogs

Nach der Definition der Vision konzentrieren sich die Teammitglieder darauf, Funktionen im Produkt-Backlog zu priorisieren. Hier müssen die Beiträge der Stakeholder mit der Vision übereinstimmen, um User Stories erfolgreich umzusetzen. Geschichten von Nutzern sind für den Prozess von entscheidender Bedeutung, da sie den Hintergrund für die detaillierte Beschreibung der Produktmerkmale oder Funktionen bilden.

Das Produktmanager gibt dem Team in dieser Phase Anweisungen, um einen tragfähigen Release-Plan zu entwerfen. Dieser Release-Plan muss die Ziele der Produktveröffentlichung, die Veröffentlichungsdaten und die Priorisierung der User Stories enthalten.

3. Richten Sie das Scrum Planungstreffen ein

Der nächste Schritt in der Planungssitzung besteht darin, dass die Interessengruppen den Plan überprüfen. Die Teammitglieder haben nun die Möglichkeit, die Ergebnisse an die Vision anzupassen.

Jeder muss zu diesem Zeitpunkt dem Release-Plan zustimmen, bevor er mit der nächsten Version fortfahren kann.

Tagesordnung der Sitzung

Das Einrichten einer Besprechungsagenda hilft bei der Verwaltung des Veröffentlichungsplans. Zu den wesentlichen Elementen der Agenda für das Scrum-Framework gehören:

1. Bewertung des Produktplans

Das Scrum-Team überprüft die Produkt-Roadmap um sicherzustellen, dass jeder die Produktvision und die Ziele akzeptiert.

2. Bewertung der Architektur

Bei jeder Veröffentlichung evaluieren das Scrum-Team und der Product Owner die Architektur des vorherigen Sprints. Sie untersuchen die technischen Details der Produktentwicklung und erörtern alle potenziellen Probleme, die sich auf die Produktveröffentlichung auswirken können.

Scrum-Teams besprechen den Umfang und die Schätzungen ihres Release-Plans. Die Teammitglieder entscheiden, ob ihre Planung das Risiko technischer Schulden beinhaltet und ob sie bestimmte Aufgabenaspekte erledigen können, z. B. die Dokumentation ihrer Arbeit, um Termine einzuhalten. Die Beteiligten überprüfen auch die Abhängigkeiten, die die Funktionalität der Produktversionen beeinflussen können.

3. Bewertung von Geschwindigkeit und Iteration

Scrum-Teams gehen frühere Iterationen durch, um ihre Geschwindigkeitsschätzungen zu überprüfen. Sie stimmen ihre Schätzungen mit dem vorgeschlagenen Iterationsplan ab, um sicherzustellen, dass sie alle wichtigen Elemente abdecken.

Der Produktmanager kontrolliert diese Bewertung, um sicherzustellen, dass den User Stories Punkte zugewiesen werden. Die Bewertung der Nutzerberichte und die Vergabe von Punkten zeigen, wie viel Aufwand das Team in jede Iteration investieren muss. Die Gesamtzahl der Story Points entspricht dann der Schätzung der Veröffentlichungstermine für jede Sprint-Version.

Das agile Team erstellt einen Iterationsplan, um während dieser Bewertung die Geschwindigkeit für den aktuellen und die nachfolgenden Sprints zu ermitteln.

Das Team erstellt den Release-Umfang, der alle notwendigen Releases beinhaltet. Der Scrum-Master weist jedem Teammitglied die Arbeit zu, und alle Beteiligten stimmen dem Plan zu, bevor sie mit dem nächsten Schritt fortfahren.

4. Einigung über die Definition von „Fertig“

Die Teammitglieder müssen nun besprechen, was für jede Feature-Veröffentlichung als erledigt gelten soll. Die Teammitglieder müssen abwägen, ob ihre Bewertung der User Stories alle Akzeptanzkriterien des Product Owners für die Veröffentlichung erfüllt. Sobald sie bei ihrer Bewertung nachweisen können, dass die Akzeptanzkriterien erfüllt sind, wissen sie, dass eine Veröffentlichung gültig ist.

Die Definition von erledigt muss bestätigen, dass die Teammitglieder alle ihnen zugewiesenen Aufgaben für die User Story abgeschlossen haben. Die Teammitglieder müssen außerdem jede Aufgabe aufzeichnen, damit der Product Owner ihre Arbeit beurteilen kann.

5. Füllen Sie den Zeitplan für die Produktveröffentlichung aus

Der Projektmanager kann jetzt den Zeitplan für den Versionsplan ausfüllen und abschließen. Alle Beteiligten sollten auf den Kalender zugreifen können, um den Fortschritt zu verfolgen. Dieser Zeitplan für die Veröffentlichung hilft allen Beteiligten, sich auf die Ergebnisse und Veröffentlichungstermine der Produkte zu konzentrieren.

Bewährte Methoden für eine agile Release-Planung

Um Ihre agile Release-Planung effektiv zu gestalten, folgen Sie diesen wichtigen Best Practices:

• Stellen Sie eine klare Produktvision auf: Definieren Sie eine klare, gemeinsame Vision, die den Bedürfnissen und Geschäftszielen Ihrer Kunden entspricht. Dies hilft Ihrem Team dabei, die Prioritäten und Entscheidungen während des gesamten Projekts zu steuern.
• Priorisieren Sie Funktionen nach Kundennutzen: Identifizieren und priorisieren Sie eindeutig die Funktionen, die Ihren Kunden und dem Unternehmen den größten Mehrwert bieten. Dies hilft Ihrem Team, sich darauf zu konzentrieren, wirkungsvolle Ergebnisse zu erzielen.
• Überprüfe regelmäßig deine Ziele und passe sie an: Agile Release-Pläne sind nicht in Stein gemeißelt. Regelmäßige Check-ins stellen sicher, dass die Ziele relevant bleiben, auch wenn sich die Prioritäten aufgrund von Kundenfeedback, Geschäftsanforderungen oder Marktveränderungen ändern.
• Rollen und Verantwortlichkeiten klären: Stellen Sie sicher, dass jeder im Team seine Rolle versteht und weiß, was von ihm erwartet wird. Klare Rollen erhöhen die Verantwortlichkeit und helfen, Missverständnisse oder Doppelarbeit zu vermeiden.
• Definieren Sie eine „Definition von Fertig“: Legen Sie klare Akzeptanzkriterien für das fest, was ein abgeschlossenes Feature oder eine abgeschlossene Version ausmacht. Dadurch wird die technische und funktionale Vollständigkeit vor der Bereitstellung gewährleistet.
• Integrieren Sie DevOps-Praktiken: Die Abstimmung der agilen Release-Planung mit den DevOps-Methoden verbessert die Zusammenarbeit zwischen Entwicklungs- und Betriebsteams und verbessert die Bereitstellungshäufigkeit und Zuverlässigkeit.
• Planen Sie kleine, inkrementelle Releases: Teilen Sie große Produktveröffentlichungen in kleinere Abschnitte auf. Mit diesem Ansatz kann Ihr Team regelmäßig Updates bereitstellen, frühzeitig Benutzerfeedback einholen und sich schnell an Kundenanforderungen anpassen.

Holen Sie sich Hilfe bei Ihrer Release-Planung

Agile Releaseplanung ist ein wichtiger Bestandteil des Erfolgs des Softwareentwicklungsteams. Erstellen Sie einen umfassenden agilen Release-Plan für kleinere oder größere Releases, und Sie machen sich das Leben für eine bevorstehende Veröffentlichung einfacher. Wenn Sie sich auf den Release-Plan-Kalender konzentrieren, können Sie die Produktverantwortlichen und Teammitglieder über die gesamte Produktvision auf dem Laufenden halten.

Bei Easy Agile bieten wir Tools an, die die agile Release-Planung direkt in Jira unterstützen. Einfacher agiler Teamrhythmus unterstützt die kollaborative Release-Planung in Jira. Das stark visuelle Story-Map-Format verwandelt das flache Jira-Backlog in ein aussagekräftiges Bild der Arbeit, was es einfacher macht, deinen Backlog zu verwalten und deine Veröffentlichung zu planen.

You may be just starting out, or you may have worked with agile methodologies for a while, but we’re sure you can agree that scaling agile in a large organization can be daunting. PI Planning is key to scaling agile, so we’ve developed this guide, along with a practical checklist, to help you run successful planning sessions, and build your confidence for your next scaled planning event.

You'll find the free checklist at the end of this guide.

This guide covers everything from basic concepts to advanced implementation strategies. We'll walk through the essential elements of successful PI Planning, including preparation steps, participant roles, agenda structure, and best practices for both co-located and remote teams. You'll learn how to navigate common challenges, leverage tools like Jira effectively, and ensure your PI Planning sessions deliver maximum value for your organization.

Let’s start with the basics.

What is PI Planning?

PI Planning stands for Program Increment Planning.

PI Planning sessions are regularly scheduled events where teams within the same Agile Release Train (ART) meet to align and agree on what comes next. Teams will aim to align on goals and priorities, discuss features, plan the roadmap, and identify cross-team dependencies.

The goal is to align the teams to the mission and each other. Here are the essential elements of PI Planning:

• 2 full day events run every 8-12 weeks (depending on the length of your increments)
• Product Managers work to prioritize the planned features for the increment beforehand
• Development teams own user story planning and estimation
• Engineers and UX teams work to validate the planning

Why do PI Planning?

PI Planning is incredibly beneficial for large-scale agile organizations. PI Planning enables:

• Communication
• Visibility
• Collaboration

To understand the impact, let’s look at an example of a large organization that hasn’t yet implemented PI Planning. This organization has 250 teams and 6,500 team members. These teams rarely speak to each other, outside of dealing with a critical issue that has forced them to collaborate.

Alignment across these teams happens at the leadership team level, and they have multiple levels of managers in between who cascade information down with varying success. There is a constant battle for resources, budget, and opportunities to work on the most exciting projects.

Their projects have a habit of conflicting - one team would release something and then it would break something in another team’s project.

PI Planning is the first time many big companies get their teams together in a room or on the same call to talk to each other. This is a chance to have important conversations about who is working on what.

Why is this important?

1. When you’re touching a system or a code repository, you need to know how it’s going to impact another team
2. You might need to do some work to enable another team to work on their feature first (and vice versa)

With proper planning and collaboration, teams can get things done more effectively, release with more predictability, and stay on budget.

Business benefits of PI Planning

While we've covered the basic reasons for doing PI Planning, let's dive deeper into the specific business benefits that organizations gain from effective PI Planning implementation:

Improved resource utilization

• PI Planning provides a clear view of team capacity and capabilities across the entire Agile Release Train
• Organizations can optimize resource allocation by identifying and addressing skill gaps early
• Teams can better balance workload across iterations and avoid overcommitment
• Cross-team dependencies are identified upfront, preventing resource conflicts
• Shared resources can be scheduled more effectively across multiple teams

Enhanced risk management

• Early identification of potential risks through collaborative planning sessions
• Creation of a comprehensive risk board during PI Planning helps track and monitor potential issues
• Teams can develop mitigation strategies before problems impact delivery
• Dependencies between teams are mapped and managed proactively
• Regular risk reviews during the PI ensure ongoing monitoring and adjustment

Strategic alignment and decision-making

• Business context presentation ensures all teams understand organizational goals
• Product/solution vision sessions align teams with customer needs and market direction
• Management review and problem-solving sessions enable informed decision-making
• Teams can make better trade-off decisions with a clear view of priorities
• Value streams are visualized and optimized across the organization

Measurable business outcomes

• Improved predictability in delivery through structured planning
• Better customer satisfaction through aligned feature delivery
• Reduced waste and redundancy in development efforts
• Increased speed to market for new features and products
• More effective use of organizational resources and budgets

One source of truth

• PI Planning creates a shared understanding across all teams
• Visualization capabilities help teams see the big picture
• All stakeholders work from the same roadmap and priorities
• Dependencies and commitments are clearly documented
• Progress can be tracked consistently across teams

By implementing effective PI Planning, organizations can realize these benefits while creating a more collaborative and efficient development environment. Regular iteration meetings and ceremonies help maintain this alignment throughout the Program Increment, while quarterly steering ensures ongoing strategic alignment.

All very good reasons to do PI Planning.

What is the goal of PI Planning?

PI Planning is an essential part of the Scaled Agile Framework, a framework that’s designed to bring agile to large companies with multiple teams.

SAFe PI Planning helps teams in the Agile Release Train (ART) synchronize, collaborate, and align on workflows, objectives, releases, and more.

Without PI Planning, teams don’t have structured communication. They may not know what the other teams are working on, which can cause a lot of problems. For example, two teams might be working on different features without realizing there’s a dependency, which could hold up the release or require a significant rework of the code.

The goal of PI Planning is to have all your teams aligned strategically and enable cross-team collaboration to avoid these potential problems.

Now that we’ve covered off the “why”, let’s dig a bit deeper into the “what”. The best way to get a picture of what happens during PI Planning is to take a look at an agenda.

What is a program?

A program is where agile teams are grouped together to form a larger group. This is often referred to as the “team-of-teams” level. In simple terms, a program is a group of agile teams.

When you hear people talking about “team-of-teams” or “scaled agile”, they mean taking agile beyond a single team, and asking more teams to join in.

For example, there might be 4 teams working on a NASA spaceship mission to Mars.

NASA decides they want to see if agile can help these teams do better work. So, to start with, the Oxygen team switches from working with traditional Waterfall project management methods to embracing agile principles.

1. Launch team
2. Food team
3. Oxygen team (Agile)
4. Landing team

After a few months, NASA decides that the way the oxygen team is working is going well, so the remaining three teams similarly adopt more agile methodologies:

1. Launch team (Agile)
2. Food team (Agile)
3. Oxygen team (Agile)
4. Landing team (Agile)

Each of these 4 teams are self-organizing, meaning they’re responsible for their own work.

However, now that these teams are all working in the same way, they can be grouped together as a program.

Once you add in the business owners, product management team, systems architect/engineer, and release train engineer, you have all the roles needed to continuously deliver systems or solutions through the Agile Release Train (ART).

What is a program board?

Program Boards are a key output of PI Planning.

Traditionally, they’re a physical board that’s mounted on the wall, with columns drawn up to mark the iterations for the increment, and a row for each team. Teams add sticky notes that describe features they’ll be working on.

• Feature 1
• Feature 2
• Feature 3

Once all the features are added, they work to identify dependencies (features that’ll affect other features) and mark this up by connecting them with red string.

SAFe program boards don’t have to be physical, though. There are a lot of advantages to using a digital program board like Easy Agile Programs, which integrates directly with Jira. We’ll talk more about how you can use Jira for PI Planning towards the end of this guide.

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Equip your remote, distributed or co-located teams for success with a digital tool for PI Planning.

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Who is involved in PI Planning?

The success of PI Planning relies heavily on having the right participants actively engaged throughout the event. While every organization may have slight variations, there are several key roles that are essential for effective planning.

Core team members and their responsibilities

Release Train Engineer (RTE)

The Release Train Engineer serves as the primary facilitator and servant leader for the Agile Release Train (ART). Think of them as the conductor of an orchestra, ensuring all parts work in harmony. The RTE's responsibilities extend beyond just running the event – they work to remove impediments, manage risks, and ensure alignment across teams. Before PI Planning, they coordinate with stakeholders to prepare the event. During planning, they facilitate key ceremonies and help teams navigate dependencies. After the event, they track progress and help teams stay on course toward their objectives.

They help:

• Establish and communicate the annual calendars
• Get everything ready (including pre and post-PI Planning meetings)
• Manage risks and dependencies
• Create Program PI Objectives from Team PI Objectives and publish them
• Track progress towards expected goals
• Ensure strategy and execution alignment
• Facilitate System Demos

As the facilitator for the 2-day event, the Release Train Engineer also presents the planning process and expected outcomes for the event, plus facilitates the Management Review and Problem Solving session and retrospective.

Product manager

A Product Manager’s job is to understand the customers’ needs and validate solutions, while understanding and supporting portfolio work.

Before PI Planning happens, Product Managers take part in the pre-PI Planning meeting, where they discuss and define inputs, objectives, and milestones for their next PI Planning events.

In PI Planning, the Product Managers present the Program vision and upcoming milestones. So that they can manage and prioritize the flow of work, they review the Draft plan and describe any changes to the planning and scope based on the Management Review & Problem Solving session. Once the PI Planning event is over, they use the Program Objectives from the Release Train Engineer to update the roadmap.

Following PI Planning, Product Managers play a critical role in communicating findings and creating Solution PI Objectives.

Product owner

The Product Owners are responsible for maintaining and prioritizing the Team Backlog, as well as Iteration Planning. They have content authority to make decisions at the User Story level during PI Planning Team Breakout sessions.

Product Owners help the Team with defining stories, estimating, and sequencing, as well as drafting the Team’s PI Objectives and participating in the Team Confidence Vote. They’re also responsible for conveying visions and goals from upper management to the team, as well as:

• Reporting on key performance metrics
• Evaluating progress, and
• Communicating the status to stakeholders

Scrum master

The Scrum Master is a servant leader to the Product Owner and Development team, which means they manage and lead processes while helping the team in practical ways to get things done.

They facilitate preparation for events (including PI Planning) and prepare System Demos. They help the team estimate their capacity for Iterations, finalize Team PI Objectives, and manage the timebox, dependencies, and ambiguities during Team Breakout sessions. The Scrum Master also participates in the Confidence Vote to help the team reach a consensus.

System architects and technical leaders

These technical leaders provide critical insights about architectural direction and technical constraints. During PI Planning, they present the architectural vision and work with teams to ensure technical alignment. They help teams understand how their work fits into the broader technical landscape and identify potential technical dependencies or risks before they become issues.

Development team members

Developers, testers, and other technical team members are responsible for researching, designing, implementing, testing, maintaining, and managing software systems, and are active participants throughout PI Planning.

During PI Planning, they participate in Breakout sessions to create and refine user stories and acceptance criteria (alongside their Product Owner) and adjust the working plan. Developers help to identify risks and dependencies and to support the team in drafting and finalizing Team PI Objectives, before participating in the Team Confidence Vote. Their hands-on experience is crucial for creating achievable plans and identifying potential risks or challenges.

Business owners and senior executives

Business Owners and executives play a vital role in connecting team activities to business objectives. They typically kick off the event with the business context presentation, helping teams understand market conditions, competitive pressures, and strategic priorities. Throughout planning, they provide valuable feedback during draft plan reviews and help make important trade-off decisions when needed.

Supporting roles and stakeholders

While not always present for the entire event, several other roles provide valuable input during PI Planning:

Customers and end users

When possible, having actual customers participate can provide invaluable direct feedback and help teams better understand user needs. They might participate in specific sessions rather than the entire event.

Subject matter experts

Depending on the domain, various experts might be needed to provide specialized knowledge during planning. This could include security experts, compliance specialists, or domain experts from specific business areas.

Support teams

Representatives from shared services or support teams often participate to ensure their capabilities and constraints are considered in the planning process. This might include UX designers, DevOps teams, or other specialized groups that support multiple teams.

The key to successful participation is ensuring each role understands their responsibilities and comes prepared to contribute. Organizations should provide clear guidance about expectations and necessary preparation work to help all participants make the most of their time during PI Planning.

When is PI Planning held?

Many companies find that 8-12 weeks (which adds up to 4-6 x 2-week iterations) is the right amount of time for an increment.

Some companies hold quarterly PI Planning, for example:

• Q1 PI Planning: December
• Q2 PI Planning: March
• Q3 PI Planning: June
• Q4 PI Planning: September

However, the timing and frequency will depend on how long each program increment is scheduled to last and may need to accommodate holidays.

The good thing about PI Planning events is that they happen regularly on a fixed schedule, which means you can plan for them well ahead of time. That means teams and Business Owners have plenty of notice to ensure they can show up for the event.

This means that what happens in preparation for PI Planning can be just as important as the event itself.

What is a pre-PI Planning event and when is it needed?

A pre-planning event - separate to PI Planning - is to make sure that the ART is aligned within the broader Solution Train before they do PI Planning. It’s all about synchronizing with the other ARTs to ensure the solution and organization are heading in the right direction, together.

You’ll need to organize a pre-PI Planning event if you’re operating at the Large Solution, Portfolio, or Full SAFe levels. Essential SAFe is more basic and does not have a Solution Train, so if you’re operating at this level, you won’t need pre-PI Planning so formally.

Here are a few of the roles that should be invited to the pre-planning event:

• Solution Train Engineer
• Solution Management
• Solution Architect/Engineering
• Solution System Team
• Release Train Engineers
• Product Management
• System Architects/Engineers
• Customers

They’ll look at the top capabilities from the Solution Backlog, Solution Intent, Vision, and Solution Roadmap. It’s really a lot like PI Planning but at a higher level, across the overall solution and not just the individual ART.

The event starts with each ART summing up their previous program increment and accomplishments to set the context. Next, a senior executive will brief the attendees on the current situation before Solution Management discusses the current solution vision and any changes from what was shared previously. Other things that are often discussed or finalized include:

• Roadmaps
• Milestones
• Solution backlogs
• Upcoming PI features from the Program Backlog

How to prepare for PI Planning?

Success in PI Planning starts with thorough preparation. Well before the event, organizations need to focus on both organizational and content readiness. The Release Train Engineer typically leads this preparation effort, working with various stakeholders to ensure everything is in place.

Organizational readiness involves ensuring the right people can participate effectively. This means:

• Setting clear expectations with all participants about their roles and responsibilities during the event. Business owners and stakeholders need to block their calendars and prepare their contributions. Teams need to understand what they'll be expected to deliver during the sessions.
• Arranging appropriate facilities or technical infrastructure for the event. For co-located events, this means securing adequate space for big room planning and team breakouts. For remote events, it means testing collaboration tools and ensuring everyone has proper access. Make sure that the tools you need to facilitate planning are available and working properly. Be sure to test any tech that you are relying on ahead of time (including audio, video, internet connectivity, and access to PI Planning applications), to ensure that your distributed teams can participate in the PI Planning event. Don’t forget to plan for enough food for everyone, too (planning is hungry work).

Content readiness is equally crucial. Here's how each key stakeholder needs to prepare:

• Product Management works on refining the program vision and feature priorities, ensuring they can clearly communicate what needs to be built and why.
• System Architects prepare to share their technical vision and any architectural considerations that will impact planning.
• Business owners gather relevant market and customer insights to share during the business context presentation.
• Teams review their current work and capacity to prepare for planning discussions.

Any presenters will also need to get content ready for their presentations.

What should be included in the PI Planning agenda?

Here’s a standard PI Planning agenda template:

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The success of PI Planning heavily depends on careful scheduling and a well-structured agenda. While the standard two-day format provides a framework, understanding the purpose and flow of each session helps teams maximize their planning effectiveness.

Day one: Setting context and initial planning

The first day begins with the business context presentation, typically delivered by senior leadership. This crucial session sets the tone for the entire event, providing teams with insights into market conditions, customer feedback, and organizational priorities that will influence their planning decisions.

Following this, the product vision presentation takes center stage. Product Management shares their roadmap and vision, highlighting key features and priorities for the upcoming program increment. This session helps teams understand not just what they'll be building, but why it matters to customers and the business.

The architecture vision comes next, where technical leaders outline any significant architectural changes or considerations that teams need to account for in their planning. This might include platform updates, security requirements, or technical dependencies that could impact development work.

The afternoon focuses on team breakouts, where individual teams begin their detailed planning work. During these sessions, teams:

• Review their capacity and capabilities
• Begin breaking down features into stories
• Identify initial dependencies with other teams
• Start drafting their plans for the increment

The day concludes with a draft plan review, where teams present their initial thinking to the broader group. This first look helps surface any major conflicts or concerns early in the process.

Day two: Refinement and commitment

The second day begins with planning adjustments based on feedback from day one's draft review. Teams use this time to resolve identified conflicts and refine their plans based on newly discovered dependencies or constraints.

During the morning team breakouts, teams:

• Finalize their feature estimates
• Resolve remaining dependencies
• Complete their team objectives
• Address any identified risks

The afternoon focuses on final plan review and risk assessment. Each team presents their completed plans, now with greater detail and confidence. The group collectively reviews the program board, examining cross-team dependencies and potential risks to delivery.

The day culminates in the confidence vote, where teams indicate their level of confidence in achieving the planned objectives. If confidence is low, teams may need additional time to adjust plans before finalizing commitments.

Keys to successful agenda management

Effective PI Planning requires careful attention to timing and preparation. Organizations should:

• Schedule the event well in advance to ensure key stakeholders can attend. This is especially important for distributed teams who may need to arrange travel or coordinate across time zones.
• Share the agenda and expectations before the event so teams can come prepared. This includes distributing any pre-reading materials or data that teams will need to reference during planning.
• Build in buffer time for unexpected discussions or problem-solving sessions. While it's important to keep to the schedule, some flexibility helps teams address critical issues as they arise.
• Include regular breaks to maintain energy and focus throughout the two days. Big room planning can be intense, and teams need time to process information and recharge.

Remember that while this agenda provides a framework, you may need to adjust it based on your organization's specific needs. Distributed teams, very large ARTs, and other factors might require you to be creative with the schedule. Some sessions may need more time, while others can be shortened. If you have teams in multiple time zones, your PI Planning agenda may need to go over 3-4 days. If it’s your first PI Planning event, try the standard agenda, get feedback from your teams, and experiment with different formats next time.

What happens in the first part of the PI Planning meeting?

The first part of the PI Planning meeting is designed to set the context for the planning that happen next.

Day 1 usually kicks off with a presentation from a Senior Executive or Business Owner. The agenda allows an hour to talk about the current state of the business. They highlight specific customer needs, how the current products address these needs, and potential gaps.

After that, the Product Management team will share the current vision for your product or solution. They’ll talk about any changes that have occurred since the last PI Planning session (usually around 3 months prior). They’ll describe what’s coming up, including milestones and the next 10 features that are planned. This session should take around 1.5 hours.

Why is a confidence vote held at the end of PI Planning?

The confidence vote is a seemingly small but very important part of PI Planning towards the end of the event.

It is important the team is confident in committing to the objectives and work that is planned. The Release Train Engineer will ask teams to vote on this.

Everyone participating in planning needs to vote. This could be via a raise of hands (and fingers) or it could be via the tool you’re using. For example, the Team Planning board in Easy Agile Programs allows each team member to enter their confidence vote.

If the average vote across the room is at least three out of five, the plan is a go-ahead. If it’s less it’ll need reworking (until it reaches a high confidence level). If anyone votes just one or two, they’ll have the chance to share their reasoning.

The confidence vote is all about making sure that the attendees are in alignment and that they agree that the plan in its current form is possible within the given timeframe. Speaking of timing, let’s talk about how and where PI Planning actually fits into your company calendar.

What happens after PI Planning?

After the intensity of PI Planning, the real work of implementing and refining the plans begins. The period immediately following PI Planning is crucial for maintaining momentum and ensuring the plans translate into effective action.

Planning retrospective

Just as teams hold retrospectives after sprints, conducting a thorough retrospective after PI Planning helps improve future planning events. The Release Train Engineer typically facilitates this session, bringing together key participants to reflect on the planning process. Teams discuss:

• What went well
• What went not-so-well
• What could be better for next time

This might include insights about preparation work, team breakout effectiveness, or technical setup for remote participants.

There will also be a discussion of what happens next, which can include things like:

• Transcribing the objectives, user stories, and program board into your work management tool (like Jira)
• Agreeing on meeting times and locations for daily stand-ups and iteration planning

The RTE captures these lessons learned and works with the teams to implement improvements for the next PI Planning event.

Refining and finalizing plans

While teams leave PI Planning with committed objectives, some refinement work often remains. Teams use the days following PI Planning to:

• Fine-tune their story backlogs based on the final agreements made during planning. Product Owners work with their teams to ensure stories are properly groomed and ready for the first iteration.
• Update the program board to reflect any final adjustments made during the confidence vote and closing discussions. The RTE ensures all dependencies are properly documented and visible to affected teams.
• Document and communicate any risks or issues identified during planning that need ongoing monitoring or mitigation.

Integration and alignment

The post-PI Planning period is vital for ensuring all pieces fit together coherently. Teams focus on:

• Synchronizing their iteration plans with other teams they have dependencies with, ensuring their delivery schedules align with the needs of other teams.
• Setting up regular integration points and collaboration mechanisms to maintain alignment throughout the PI.
• Establishing clear communication channels for managing dependencies and sharing progress updates.

Action item follow-through

The success of PI Planning ultimately depends on how well teams follow through on their commitments. Key activities include:

• Assigning owners to action items identified during planning and establishing timelines for completion.
• Setting up tracking mechanisms for cross-team dependencies and risks identified during planning.
• Creating or updating team working agreements to support the new PI objectives.

Ongoing collaboration

As teams begin executing their plans, several mechanisms help maintain alignment:

• Regular sync meetings: Teams with dependencies establish regular touchpoints to stay aligned and address any emerging challenges.
• Program board reviews: The RTE facilitates regular reviews of the program board to ensure dependencies remain on track and identify any needed adjustments.
• Inspect and adapt events: Throughout the PI, teams participate in structured events to review progress, address impediments, and make necessary adjustments to their plans.

Communication and visibility

Maintaining clear communication channels after PI Planning is crucial. Teams should:

• Share finalized plans and objectives with all stakeholders, ensuring everyone understands their commitments and dependencies.
• Establish regular reporting mechanisms to keep stakeholders informed of progress and any significant changes to plans.
• Create visibility around key milestones and integration points to help teams stay focused on their commitments.

The post-PI Planning period sets the tone for the entire Program Increment. By paying careful attention to these activities, organizations can maximize the value of their PI Planning effort and increase their likelihood of achieving their objectives.

The other thing that usually happens after PI Planning events is a post-PI Planning event.

What is a post-PI Planning event?

These are similar to the pre-PI Planning events we looked at earlier. A post-PI Planning event brings together stakeholders from all ARTs within the Solution Train to ensure they’re synchronized and aligned.

Post-PI Planning happens after all the ARTs have completed their PI Planning for the next increment. They present the plans, explain their objectives, and share milestones and expected timelines.

Like PI Planning events, post-PI Planning involves using a planning board, but rather than features, it outlines capabilities, dependencies, and milestones for each iteration and ART. Potential issues and risks are identified, discussed, and either owned, resolved, accepted, or mitigated. And similar to regular PI Planning events, plans go through a confidence vote to ensure they meet the solution’s objectives, and are reworked until the attendees average a vote of 3 or more.

PI Planning in SAFe

If you’re adopting SAFe for the first time, chances are it will start with PI Planning. That’s because it forms the foundation of the Scaled Agile Framework.

As Scaled Agile says, "if you are not doing it, you are not doing SAFe."

SAFe or the Scaled Agile Framework™ is a series of guidelines and practices designed to help bring agility into larger organizations, across all teams and levels of the business. The framework is geared at improving visibility, alignment, and collaboration and should lead to greater productivity, better results, and faster delivery.

Whether you’re adopting all 5 levels or just essential SAFe, the foundation of your transformation and the driver for everything is the PI Planning ceremony.

Scrum and Kanban are also agile frameworks (that you may be more familiar with), and these have historically been very effective at the individual team level. SAFe helps to scale agility across teams; to have multiple teams come together to work on the same products, objectives, and outcomes. It goes beyond the team level to include every stakeholder, outlining what should happen at each level of the organization to ensure that scaled planning is successful.

The purpose of SAFe is to improve the visibility of work and alignment across teams, which will lead to more predictable business results.

This is increasingly important for organizations as they respond to changing circumstances and customer expectations. The traditional waterfall approaches fall short because they’re slow and inefficient.

Bigger companies (often with thousands of developers) can’t keep up with the innovation of smaller, more nimble startups. Along with bigger teams, larger organizations often have stricter requirements around governance and compliance, making it more complex to launch a new feature and deliver new value to customers.

These companies are looking for new ways to organize people into projects and introduce more effective ways of working that use resources more effectively and provide more predictable delivery. If they don’t, they may not survive.

SAFe is a way for these companies to start moving in a more agile direction.

PI Planning is a vital element of SAFe. It’s a ceremony that brings together representatives from every team to help them work together, decide on top features to work on next, identify dependencies, and make a plan for the next Program Increment. As a result, there’s greater visibility across all the teams, changes are made more frequently, and teams work with each other - not against each other. From there, these massive companies can speed up their processes, work more efficiently, compete with newer and more nimble companies, and stay viable.

SAFe and PI Planning are powerful enablers for organizational agility.

While SAFe is a framework designed for larger organizations, there isn't a reason stopping smaller companies from doing a version of PI Planning, too. All you need is more than one agile team to make it worthwhile.

PI Planning in Scrum

You can also use PI Planning as part of a simple Scrum approach.

Scrum Framework diagram shows when and how scrum teams can implement PI Planning

Source: Scrum.org

Scrum is an agile framework that helps teams get things done. It’s a way for teams to plan and organize their own work and tackle user stories and tasks in smaller time boxes. This is often referred to as a sprint.

If multiple scrum teams want to work better together (but aren’t necessarily operating within SAFe), they could adopt a version of PI Planning.

For example, these scrum teams could:

• Meet every 10 weeks and discuss the features they are planning to work on
• Get product managers to combine backlogs and prioritize together
• Share resources across the teams, as needed
• Map dependencies and coordinate joint releases

The good news here is that there’s no “one size fits all” approach to PI Planning, so think about how you could adopt the ideas and principles and make it work for your organization and context.

What is the difference between a PI Roadmap and a Solution Roadmap?

There are different types of roadmaps in SAFe, so it’s important to understand the differences and what each roadmap is meant to do.

PI Roadmap

A PI Roadmap is created before your PI Planning event and also reviewed and updated by Product Management after the event is finished. It will usually cover three Program Increments:

1. The current increment (work that’s committed)
2. The next forecasted increment (planned work based on forecasted objectives)
3. The increment after that (further planned work based on forecasted objectives)

Quarterly PI Planning will outline around 9 months of work. The second and third increments on your PI Roadmap will likely change as priorities shift, but they’re still an important part of the roadmap as they forecast where the product is headed next.

Solution Roadmap

The Solution Roadmap is a longer-term forecasting and planning tool for a specific product or service.

It will usually cover a few years at a time, with more specific details available for year one (like quarterly features and capabilities), and more general information (like objectives) for year two and beyond.

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Do you have a key role in PI Planning? See how the right tool can help you manage your release train or program better.

Watch an Easy Agile Programs product demo

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Remote or hybrid PI Planning

PI Planning in person was once standard, but with teams more likely to be distributed, gathering everyone at the office isn't always feasible. This doesn't have to be a barrier.

The most important principle is to ensure that the teams who are doing the work are able to be 'present' in the planning in real-time, if not in person.

This may require some adjustments to the agenda and timing of your planning, but with forethought and support from the right technology, your PI Planning will still be effective.

Tips for remote PI Planning

Remote PI Planning is ideal for organizations with distributed teams or flexible work arrangements. It’s also a lot cheaper and less disruptive than flying folks in to do PI Planning every few months. If you have the right tools and technology, you can run PI Planning and allow everyone to participate, whether they’re in the same room or on the other side of the world.

Here are a few tips for remote PI Planning:

Embrace the cloud

Use online shared planning tools to allow your team to access and interact with information as soon as possible - ideally in real-time. Ensuring that all participants have instant access to the information simplifies the process of identifying dependencies and maintaining a centralized point of reference for your planning. This helps prevent errors that arise from working with different versions and transferring data between sources.

Livestream the event

Live-streaming audio and video from the PI Planning event is a viable alternative to in-person planning. Actively encourage your remote team members to use their cameras and microphones during the event. While it may not fully replicate the experience of having them physically present, it does come remarkably close.

Record the PI Planning event

Ideally, everyone will participate in the PI Planning live. But if your teams are distributed across multiple time zones or some team members are ill, it’s a good idea to record the event. Having a recording to refer back to could also be useful for attendees who want a refresher on anything that has been discussed.

Be ready to adapt

Some teams will change the standard PI Planning agenda to fit multiple time zones, which could mean starting the event earlier or later for some, or even running it across 3 days instead of 2.

Set expectations

A common issue that can arise from having distributed teams tune in remotely is too much noise and interference. Before your first session kicks off, communicate about when it’s acceptable to talk and when teams need to use the mute button. That way, your teams will avoid getting distracted, while still ensuring everyone can participate.

For more tips, check out our blog on how to prepare for distributed PI Planning.

Whether distributed or in person, if your team gets PI Planning right, it makes everything in the upcoming increment so much easier.

📣 Hear how PNI media have embraced virtual PI planning

Common PI Planning mistakes

PI Planning doesn’t always run smoothly, especially the first time. And the framework itself may present a challenge to some organizations. Here are some common mistakes and challenges to keep in mind (and avoid):

Long, boring sessions

Avoid starting your PI Planning event with long sessions filled with dense content. Think of creative ways to make these sessions more engaging, or break them into shorter sessions. Consider different formats that help to involve and engage participants. And be sure to make room for team planning and collaboration.

Tech issues

Any event is vulnerable to technical mishaps, but if you’re streaming audio and video to a distributed team, this can really impact the flow of the event. It’s a good idea to carefully test all the equipment and connections ahead of time to minimize potential problems.

Confidence vote

Some PI Planning participants struggle with the confidence vote concept. People may feel pressure from the room to vote for a plan to go ahead, rather than speaking up about their concerns. Failing to address issues early only increases the risk of something going wrong during the increment.

Time constraints

When you have a large ART of 10 or more teams, there are a lot of draft plans to present and review, so less time is allocated to each team. Chances are that the feedback will be of poorer quality than a smaller ART with 8 teams.

Not committing to the process

PI Planning isn’t perfect and neither is SAFe. However, the process has been proven to work for many organizations, when the organization is committed. Start with the full framework as recommended; you can adapt the framework and your PI Planning event to suit your organization, but be sure to commit to the process that follows. Anything that is half-done will not deliver full results.

Sticking with the same old tools

If something is not working, fix it. For example, too many teams stick with traditional SAFe Program Boards even though they’re not always practical. If the post-it notes keep escaping, the data entered into Jira seems incorrect, or you have a distributed team who want a digital way to be part of your PI Planning event… it’s time to upgrade to a digital program board like Easy Agile Programs.

Ready to implement PI Planning in your organization? We've created a checklist to help you get started.

Free PI Planning checklist

Effective PI Planning requires careful coordination. This checklist outlines the essential steps, from pre-planning activities to post-event follow-ups, ensuring nothing gets overlooked.

FREE DOWNLOAD

It includes:

• Event Preparation – Logistics, tools, and content setup
• Pre-PI Planning – Key activities to align stakeholders
• Day 1 & Day 2 Agendas – A structured breakdown of sessions
• Role-Specific Responsibilities – Clear guidelines for each participant
• Remote/Hybrid Considerations – Tips for distributed teams
• Post-PI Planning Actions – Steps to keep momentum going

Download your PI Planning Checklist for free.

Once you have your checklist and process in place, you'll want to consider the right tools to support your PI Planning sessions. We might be biased, but think Easy Agile Programs + Jira is your best bet.

Using Jira for PI Planning

Jira is the most popular project management tool for agile teams, so chances are you're already using it at the team level.

When you need to scale team agility as part of an ART, it can be difficult to properly visualize the work of multiple teams in Jira. The only way you can do that in the native app is by creating a multi-project board, which is rather clunky.

Traditional PI Planning on a physical board using sticky notes and string may achieve planning objectives for co-located teams, but what happens next? After the session is over, the notes and string need to be recreated in Jira for the whole team so that work can be tracked throughout the increment. This is a cumbersome and time-consuming process that is open to error as sticky notes are transcribed incorrectly, or go missing.

The best way to use Jira for PI Planning is to use an app like Easy Agile Programs to help you run your PI Planning sessions. The integrated features mean you can:

• Set up a digital Program Board (no more string and sticky notes!)
• Do cross-team planning
• Visualize and manage cross-team dependencies, create milestones
• Identify scheduling conflicts to mitigate risks
• Get aligned on committed objectives for the Program Increment
• Visualize an Increment Feature Roadmap
• Conduct confidence voting
• Transform Jira from a team-level tool to something that’s useful for the whole ART

Join companies like Bell, Cisco, and Deutsche Bahn who use Jira to do PI Planning with Easy Agile Programs (from the Atlassian Marketplace).

Looking for a PI Planning tool for Jira?

We’ll continue to revisit this guide in the future. If you have any questions about PI Planning or you notice there’s an aspect we haven’t covered yet, send us an email 📫

Is agile now distributed?

It’s no secret that our work has completely changed in the last two years. Today’s work environment has seen companies embracing a hybrid or fully remote business model, with studies showing that only 4% of workplaces are going back into the office full-time.

In the Agile Manifesto, one of the original principles states, “individuals and interactions over processes and tools.” While this may still ring true, we know now more than ever that our tools empower our interactions and facilitate our processes.

Multiple industries that have adopted the agile framework have shown an increase in distributed agile teams. In fact, according to the 15th State of Agile Report, 89% of agile teams are distributed. Only 3% of these teams will return to the office full-time post-Covid. This is because remote workers have better focus and productivity, are less likely to leave their job, and cost the business less.

Distributed agile is no longer a new concept but our lived reality.

How do we prepare for agile ceremonies such as PI Planning, initially designed to happen face-to-face? How do we retain the most valuable element of face-to-face communication without collocating?

The challenges of PI Planning with a distributed team

Traditionally, activities like PI Planning in agile are designed for team members in the same room to interact in person.

PI Planning is a 2-day event that brings all members of an Agile Release Train (ART) together to plan their next Program Increment (PI).

As the 15th State of Agile Report showed, 89% of agile teams are now distributed. For a distributed team, your options are to fly in employees for each PI Planning session or to support a distributed PI Planning session.

While this is nice, it can be a pricey (and disruptive) exercise for any organization, especially if you need to do it 4 or 5 times a year.

Performing distributed PI Planning also brings up a challenge with using a physical program board. Those at home cannot access or contribute to the physical PI Planning board in the same way as their collocated colleagues. As a result, their ideas can go unheard, and their ability to contribute to the program board is limited.

Distributed PI Planning - Best Practice

Instead of flying your remote team to a central location to run PI Planning in person, distributed PI Planning involves using cloud-based tools to plan and run your next Program Increment virtually.

Even if the methods are a little different from distributed PI Planning, the process and desired outcomes are the same:

• A senior representative discusses the current state of the business
• Product Management presents the current program vision
• Product Owners and teams breakout separately to discuss how they’ll achieve desired outcomes
• Teams identify and visualize cross-team dependencies and work to remove blockers
• Everyone comes together to agree on a committed plan via your Program Board

6 tips for setting up distributed PI Planning

Distributed PI Planning is no longer a temporary exception. Whether PI Planning is distributed or not, we need to ensure we maintain the same quality and outcomes that PI Planning aims to achieve - to align all teams within the Agile Release Train.

To help you through this, we’ve prepared the following 6 tips to help you prepare for distributed PI Planning.

These tips aren’t things that we’ve just brainstormed. We’ve learned these things from speaking to our customers by trawling the forums and talking to experts in the field.

1. Get the basics right

The three basics are communication, preparation, and execution.

Let’s start by talking about communication and preparation. It is essential to provide appropriate tools for online interactions for each stage of the PI Planning process: for product managers to collaborate and facilitators to manage the process-both leading up to and during the event. We also need to ensure team members can access all relevant current information, collaborate effortlessly, and access support.

Scaled Agile recommends having pre-PI Planning meetings scheduled anywhere from 2-6 weeks in advance, depending on the complexity of your solution train.

Lastly, let’s talk about execution. The execution should flow if we are communicating well and are prepared. But we need to be prepared that some things can still go wrong. Technology will fail us. People can still have problems accessing the tools we’ve set up. Execution won’t always be seamless, but iteration is a principle of agile.

2. Set the agenda early, as early as possible

Why is that? Well, think about your employees working from home. They’re working with their pets or family around, and if they know that they have PI Planning, they need to know what is expected of them.

This allows time for employees to inform their families of their commitments for that day, set up a space with no distractions, and be mentally prepared for a few days of planning.

Also, let’s not cram the agenda full of all the events we need to hold. Let’s make sure we have enough time to schedule multiple breaks throughout the day, as studies show that humans are more likely to experience mental exhaustion after a day of video conferencing.

While it’s essential to use the tech, it can get a little bit much. Set up rules about who can talk and when to use the mute button. This will avoid interference and background noise disrupting your team’s focus.

3. Choose your tools wisely

Distributed agile teams can simulate the best of the in-person experience by selecting tools built for distributed and hybrid teams: video conferencing platforms, team chat, virtual program boards, and interactive collaboration spaces.

Whatever tools you choose, the key is finding solutions for colleagues to connect in real-time, whether in the same room or on the other side of the world.

Set up the tools, test them, and introduce them to all participants before the PI Planning session. To avoid overload and confusion, select tools that work together seamlessly.

4. Practice

We’re not going to get this right the first time. We’re going to have to rehearse. We’ll have to work out how we do things like confidence votes. Will we use the poll function on Zoom, or will we use Slack?

Everyone prefers to finish early rather than run out of time. Let’s build some slack into the agenda.

Acknowledge that there’s always room for improvement and build that into our planning. Let’s give our people a chance to communicate back to us, whether by a retrospective or by opening up a channel for feedback. We’re not just getting feedback on how the last planning session went but also on how we are finding working together more generally.

5. Make it accessible

When dealing with different time zones, you should extend the PI Planning agenda from 2 days to 3-4 days to ensure all critical parts of the PI Planning session are placed at a reasonable time for all time zones.

Set up each meeting via Google Calendar or any calendar device your team may already be using. Ensure each meeting is named, followed by a description, so attendees know what to prepare and which tools are relevant for this meeting. Make sure the correct attendees have all been sent invitations to the forum before the event.

We’ll have trouble setting up people on new tools and getting them access to their needed resources. It will be great if tech support is available throughout PI Planning. That will be easier for some people than it is for others. But it’s crucial if things go wrong.

We’re going to need a backup in place. Your tools will need to be reliable, and you will need tech support to help fix them quickly.

We will need more facilitators than we usually do to be able to answer all of these questions throughout the week.

Some people may not be used to using the tools that we’re suggesting that they use. So is there training available to help them get up to speed?

6. Level up the human experience

Seize opportunities to ensure agile teams feel as if they are working together when they are actually apart so that members see themselves as part of a community with:

• Shared understanding – Clarity of vision, mission, purpose, and visibility into what team members are doing, facilitating learning loops among colleagues.
• Shared empathy – Forging human connections with our tribe creates the psychological safety to learn, grow and iterate.
• Shared experience – Creating a sense of team place, identity, and building together.

How to excel at distributed PI Planning with Easy Agile Programs and Welo

The most challenging part of distributed PI Planning is providing the positive aspects of the in-person experience to a distributed team: fluid movement around and between rooms to collaborate, easy ways to contribute to brainstorming sessions and keep whiteboards up to date and accessible, and natural social interactions that build trust and camaraderie.

Easy Agile Programs offers a complete PI Planning solution that makes scaled cross-team planning and execution easy. With a seamless Jira integration, it’s a powerful yet simple-to-use tool to scale planning and maintain alignment across distributed, hybrid, or remote teams during planning and throughout execution.

Welo offers interactive collaboration spaces that amp up the human experience for distributed and hybrid teams. It replicates the in-person experience of fluid interactions, effortless collaboration, and human connections among colleagues–beyond the isolated video. Welo’s visual orientation enables each person to be present in the context of space and to navigate to be with people and groups as they choose.

With these two tools, you can set your Agile Release Train up for success for PI Planning. Here’s how:

Select professionally-designed virtual spaces

Bring online the best of the brick-and-mortar spaces you used for in-person PI Planning–from plenary to break-out rooms to spots for casual socializing.

Rather than feel confined to a static rectangle, people see themselves and others in context, move themselves in and between spaces to connect with colleagues before, during, and after PI Planning events.

Welo spaces also provide PI participants ready access to up-to-date, relevant resources, such as Jira and Easy Agile apps used across all events.

Establish the Business Context

All Agile Release Train members can access information about the program in Easy Agile Programs. For example, in the objectives section below, you could link to a pre-recorded video of the business owner addressing the company-level objectives. Hence, teams know that their team-level objectives must ladder to this. This ensures that all members of the Agile Release Train see your business owner face to face in that distributed way and that they always have access to this video throughout PI Planning.

After viewing the information about the program, the Product Manager can create features in Jira ahead of the PI Planning event to be discussed and broken down in planning. Easy Agile Programs seamlessly integrates with Jira, so there's no need to double-handle the work. They are ready to schedule onto a visual timeline for everyone to see what the team has committed to during PI Planning.

Set up your SAFe Program Board

The SAFe Program Board is a critical tool and output of PI Planning; It is a visual summary of features or goals, cross-team dependencies, and other factors that impact their delivery. Not only does this help with transparency, but it also increases flexibility, which helps minimize delays and unhealthy dependencies.

Ensure you have a digitized SAFe Program Board set up before the PI Planning session. Easy Agile Programs replicates the physical program board. A board that everyone has the same view of and can access. Learn how to set up a SAFe Program Board with Easy Agile Programs here.

Prepare your Team Planning Board

The Team Planning Board represents a scrum or kanban board which is included in the Program. This is where the teams will plan their work in the team breakout sessions during PI Planning.

If you have set up your Program Board with Easy Agile Programs, prepare the team Planning Boards by adding each team to the Program ahead of PI Planning. Once teams are added, Planning Boards are automatically created and ready for team breakout sessions. Teams can create team-level PI objectives, break down features into user stories, estimate issues to understand capacity, and create dependencies with other teams.

Moving forward

With distributed PI Planning a reality for nearly 90% of agile teams, the good news is that new solutions are being developed to work with your current tools–powering employee engagement, fluid collaboration, and efficient processes critical to successful outcomes and career satisfaction.

Equip your remote, distributed or co-located teams for success with a digital tool for PI Planning.

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