If you are asking yourself the age-old question, “What is the goal of Pi planning event?”, then you’ve come to the right place! In this blog post, I’ll take a look at how Pi planning events can help organizations achieve their goals and maximize productivity. So get ready to find out what those goals are and discover the power of Pi planning!
On what should PI goals be based?
The goal of PI planning is to create a shared understanding of the goals and objectives for an upcoming Program Increment (PI). Program Increment (PI) planning is a bridging ceremony that brings together key participants from multiple Agile Teams to collaboratively plan and commit to a Program Increment. The workshop objectives are generally as follows:
1. Synchronize team efforts around a common mission within the program increment
2. Align teams on the value being delivered by each Agile Team
3. Establish expectations for the upcoming PI
4. Create agreement on the priorities and relative size of work items to be delivered in the PI
5. Reach consensus on release date, features, and other contract variables
6. Develop an overseer’s demand model so that feedback can be provided in increments throughout sprints — think of this as giving an agreeable “throttle” by which overseers such as product owners, project managers, or others can set forward velocity 7. Discover any potential risks early on in order to initiate proactive problem solving activities if needed 8. Establish relationships between teams enabling synchronization over dependencies throughout the program increment
9. Create alignment within organizational teams and clarify roles & responsibilities for participating members 10. Commit to directly supporting cross-team coordination by providing transparency into actual progress during key ceremonies
11. Generate consensus around a plan which will produce incremental progress toward continuous value delivery towards enterprise goals
In order for these outcomes to be achieved, it is essential that PI goals be based on delivering value based on the organization’s vision and mission statement(s) while simultaneously allowing teams autonomy in selecting backlog items that provide meaningful customer outcomes which help facilitate meeting those larger organizational goals even if they are not explicitly defined in terms of specific deliverables but rather values or desired outcomes/impact added or maintained through product usage/adoption/effectiveness for real-world users or customers such span various stakeholders outside of engineering itself such as HR departments related content or policy administration products utilized by IT financing companies needing automated compliance etcetera: continuously blurring project boundaries shifted from traditional waterfall type approaches since evergreens imply making cognitively complex decisions into simpler ones regarding how best stack best pieces from experience: moving from defining requirements towards preferences where newer generations perceive coded terms more naturally than trying fit existing artifacts newly discovered epiphenomena – due their agility capabilities possibly even enabling combinations previously unforerseeable yet desirable via current landscape shifts leading everyone forward consistent “north star” without necessarily possessing ultimate blueprints driving success let alone definitive destinations imposed dictate changes varying degree end user acceptance journey itself…
Why is it necessary to organize ahead of time for your PI?
Planning a Program Increment (PI) is an essential step for Agile Release Train Engineers (ARTs) and the teams they serve. It provides the environment for teams to collaborate on the objectives and outcomes of a release, and to ensure that work is planned according to priority, capacity, availability of resources, and risk. PI Planning helps teams stay focused on achieving their agreed-upon goals throughout the Program Increment.
The goal of PI Planning is to enable planning with clarity and purpose by consolidating different activities into one event. During PI Planning, teams define strategically important features that are most valuable to customers; synchronize features across multiple agile teams; align milestones with business objectives and customer needs; discuss implementation details; agree on feature delivery date commitments; establish dependencies between Artifacts and Features; identify risks associated with the program increment plan; calculate how many features can be delivered in one Iteration/Sprint/Release cycle depending on available capacity/resources/time constraints; focus on coordination across distributed agile development environments.
How long does Pi intend to plan?
Pi planning is an event-based, time-boxed planning approach for agile organizations and teams which operates on a two-week iteration or cycle. The goal of Pi planning is to provide the necessary structure in order to create visibility and allow a team to collaborate around an optimal way to plan and manage their work. This event type can be beneficial for small organizations that need a high degree of agility in order to respond quickly to customer demands.
The Pi planning event typically focuses on achieving three goals: constructing deliverable products, situating both management activities and implementation tasks within the timelines, and setting up future plans if something unexpected should occur. At the completion of the event, it is expected that the team will have achieved a better understanding of where they are headed with measurable objectives along with action plans that support their goal accomplishment.
The timing for a Pi planning event is two weeks from start to finish – allowing enough time for management as well as implementation activities. This could include pre-planning, brainstorming sessions, order creation, feature definition decisions or presentations among other activities that address unique individual needs growing out of particular company circumstances or product visions moving forward into production. The most critical element during this period includes managing customer expectations by setting realistic goals which reflect the desired timeline for construction within each iteration experience. In general, this will involve aligning stakeholders with mutually agreed upon tasks within achievable parameters developed from effective resource allocation considerations prior to launching into production mode operations.
What makes a PI roadmap different from a solution roadmap?
PI Planning is an event that allows teams to build a roadmap for their project. It occurs at the start of each Portfolio Iteration (PI), and typically involves senior leadership, project managers, architects, and stakeholders. During the event, teams develop a Roadmap that includes current projects, projected projects, and any other relevant future goals.
A PI roadmap is different from a solution roadmap because it focuses on outcomes and not pre-defined solutions. This type of roadmap allows teams to think innovatively instead of just planning pre-existing solutions to problems. It also gives stakeholders an idea of how the team intends to achieve its desired outcomes by showcasing what projects are planned for which quarters. In addition, PI planning encourages shared responsibility among team members as everyone works together to execute on the proposed roadmap. The end result is a proactive plan for success that optimizes value over time rather than simply optimizing short term gains or technologies within a single project iteration.
