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- [Narrator] First of all,
let's establish the context.

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What is PI planning?

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Why do we do it?

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What's the purpose?

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What's the point?

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This is what we call the pacemaker

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of the agile enterprise.

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We talked about cadence and
synchronization at length.

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This is the cadence and
synchronization point

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for every agile release training.

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They may be different (mumbles).

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More typically they
are going to be aligned

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as we get into large solutions.

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We're going to see that's as important

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as aligning this (murmurs).

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But this is the seminal event.

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If you're not doing
face-to-face PI Planning

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or face-to-face-to-face PI Planning,

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you're not doing SAFE

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and you won't get the benefits of SAFE.

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What is it?

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A couple days every eight to 12 weeks.

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10 weeks typical.

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You pick the cycle.

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If you look at the big
picture, it shows 10.

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We actually run 12 in our shop aligned

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with our quarterly boundaries.

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We have a very small shop.

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In very large shops,

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where they also want to align
with quarterly boundaries

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or it may be that that's
too slow a learning pace.

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You may be innovating in a brand new area

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and you need feedback quicker than that.

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So, as I mentioned earlier,
you might see six week PIs,

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eight week PIs, 10 week PIs,
or often typical 12 week PIs.

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We're gonna try to get everyone together.

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There's right back (mumbles) manifesto.

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There's no substitute for
face-to-face planning.

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We'll talk a little bit
about the practicalities

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of that, et cetera, in a little bit.

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But we're gonna try to get everybody

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as present as possible in person

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or at least online in
real-time at the same time.

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Product Management they
have their important role.

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They're gonna own the feature priorities.

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The development teams
own the story-planning

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and high-level estimates
and they own the plan.

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Architects and engineers and UX people

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work at intermediaries for governance,

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interfaces, and dependencies.

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Now this is, in some
ways, easier to experience

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or see than it is to lecture through.

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So why don't you take a minute here,

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there's a very short PI Planning video.

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It runs about a minute 48

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and this gives you a
sense of the experience.

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So go ahead and watch that now,

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so you'll know a little
better what I'm talking about.

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So, I expect that video gave you a sense

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of the animated purpose of
people getting together to plan

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and what it's like to
have the business owners,

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the product managers, product owners,

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and teams together planning.

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You notice they plan three weeks sprints.

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People plan three weeks in sprints.

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Our general recommendation is two weeks.

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Why because you get faster feedback

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but people work with
different sprint lengths

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in the context of SAFE all the time.

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We definitely prefer two.

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But you saw how the
process of becoming agile

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was a process of constantly
communicating objectives.

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Finding out what the business wants.

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Integrate that with what
the developers can do.

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Have that little bit of debate.

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Have that little bit of creative friction.

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What about this?

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What about that?

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How could we do this differently?

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That's the value.

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I'm fond of saying that
there's no magic in SAFE.

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It's really principles
in blocking and tackling.

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But if there is magic, it's
getting your 50 to 100 people,

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the people who are personally responsible

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for building and deploying and supporting

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the system together to
figure out how to do that.

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It's a pretty cool thing.

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If you haven't attended
one, try to find one.

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They happen all around the world.

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I'm sure they're happening everyday.

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So find one.

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Attend it.

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Get a feel for yourself of
what this event is like.

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The best I can do is kind
of lecture through it.

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So I'm gonna take you
though the process now

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and show you what the steps are
that they would be following

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in an event like that.

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So what is the process?

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The process is to take the input

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and how do we reflect that?

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We reflect that input as
vision and program backlog.

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Could be various forms for that

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but generally what are the features we

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are trying to deliver
in this next interval.

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We don't know that we
can do it, necessarily.

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They may have been sized

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but certainly not broken
out in user stories.

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We don't know what teams
might be available.

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We don't know their context is.

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We don't know how much backlog
they have from other things.

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We don't know for sure what kind

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of maintenance issues they have.

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We don't know for sure what
their overall context is

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but you know these are the
most important features.

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We're gonna go through a process

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of the sausage-making analogy.

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We're gonna bust all that up

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and talk about it

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and say is that really what you mean?

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Will these stories accomplish that?

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And how would that look when it worked?

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And how would we demo that?

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How would we know that we're good to go?

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The outcome of that is gonna be

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a few things we'll talk about.

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A set of objectives.

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Each team knows what they need to do.

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Those aggregate in the
overall PI objectives.

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And then this funny looking program board

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which we're mostly gonna use

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to first identify and then help manage

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dependencies as we proceed forward.

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So that's the overall process.

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Input.

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Plan plan plan.

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Output and commit.

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However, before that, we have a chance

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to establish a cadence.

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So we talked about cadence
and synchronization at length.

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And, with this model we're
gonna set this cadence

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maybe even a year in advance.

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I, for example, right now know

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exactly all the PI plannings through 2018.

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And that means that as I'm
planning personal events

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and vacations and things
that I can do optional

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and other work events,

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I'm gonna plan around those.

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So my commitment to the enterprise

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is that unless something

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unless there's

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illness or something else that interferes,

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I'm gonna be there
because that's number one

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on my priority is to
participate as a business owner

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and helping with the PI planning

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and providing my input.

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So you can set up the program calendar.

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You can also set up
the team level calendar

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because you know when
you're new system demos.

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Two weeks from this day,

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we're gonna have our first system demo.

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We do our system demo every
other week in our organization.

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Too much overhead for us on one week.

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Things don't change that quickly.

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That's built into the calendar.

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So, all of a sudden, my calendar is known.

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A bunch of things that I
was gonna have to react to

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are now proactive.

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I know how to participate in those things

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and I know when.

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I know when the next system demo is

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and I know who my scrum master is

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so I know how we're gonna
get prepared for that.

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All that is known.

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Now we have our brains
and bodies to do the work

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which is what gets demonstrated

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and build the content
that gets demonstrated

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rather than are we demonstrating and when.

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Very important to have that cadence.

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For a number of years, we
had an agenda that evolved.

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Every time we delivered
it, it evolved a little bit

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but it's really settled out.

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And what I'd recommend is that you try it

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before you modify it because
it's been proven to work.

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I'll take you through it briefly.

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Just talk about the various elements.

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The time boxes, fairly critical
and yet some flexibility.

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Somebody's gonna set the business context.

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That's gonna be the highest
person in the organization

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that you can find that
represents the highest level

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authority and vision about strategy.

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Product managers and
potential product owners

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are gonna kick in and give their talk

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about the product and solution vision.

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What we're trying to build.

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We're not gonna forget about architecture

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and we're not gonna forget
about our technical practices

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cause we have to involve them, as well.

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Planning context, we'll talk about that.

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How are we gonna do the planning?

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The team breakouts.

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Planning those sprints.

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Feedback the plan draft review.

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And then this all
important management review

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and problem solving.

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We'll go through all of that.

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That's day one.

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Day two we'll come back and
we'll have planning adjustments.

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We'll start off by folks saying

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we met last night and some
things we need to change.

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I have never, ever been
to one of these sessions

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after X years, including our own,

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where there weren't changes to plan based

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upon the fact pattern.

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It's never exactly like you
think it's gonna work out.

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So you may go in thinking
some things are gonna happen.

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You're gonna go out discovering

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that wow that couldn't happen

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because of that particular situation.

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Then we're gonna plan again.

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Do the second breakaround.

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Get ready for the final plan review.

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We're gonna view the plans.

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Come back and talk about risks
and see how to adjust that.

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We're gonna figure out if
we're ready to go or not.

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This person, one finger,
definitely not on board

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with these plans.

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This person is very optimistic,
maybe overly enthusiastic.

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This person is going,
I think we can do this.

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Okay we'll talk about how that works.

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And then we'll rework
the plans if necessary.

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If we get a lot of single votes

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or if some issues gets addressed,

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we'll stay and work on that.

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So, consequently, you may wanna even...

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Oh maybe, on a rare occasion,

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that might roll over into another day.

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Often planning happens Wednesday, Thursday

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with days ahead of that
for some other work

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that we'll talk about in the IP iteration.

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And then, planning retrospective
and moving forward.

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So that's the rough overview.

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Two days.

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Sometimes as long as two and a half.

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If you're distributed
over multiple time zones.

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You're a large organization.

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Sometimes as short as a day and a half

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but I think the most important thing

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the evening in between.

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That's when you reflect
and adapt and adjust.

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Integrate the learnings and have a chance

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to really communicate the changes

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that would make a viable set-up plan.