Ten for Ten, the most important — yet the least spoken!

Here are the important, yet least spoken assumptions (misconceptions) practitioners hold around their planning approach:

• Planning ahead of time (and big-time upfront) helps to unearth all possible uncertainty with work.
• Having everyone involved in the planning exercise is the best mitigation strategy to overcome unreliable forecasts.
• You are always at the best possible place (i.e., an event at the start of a quarter or at the start of a Sprint) to talk about your future with at most certainty.
• Turning the forecasts drawn from your associates into a commitment is the best approach to uphold courage and honesty in planning.
• Your plan that comes out of your planning event (held ahead of any timeframe) never gets obsolete or irrelevant with time and work performed.
• Planning and risk management are two different disciplines in product management / product development space.
• All that you talk about in your planning gets done with least changes and surprises in the given time.
• Better refinement conversations ahead of your planning, (to a larger extent) helps to draw swift decisions ahead of your planning conversations.
• Listing down the dependencies and constraints in your planning is sufficient, thereafter it takes care of itself without any further feedback loops in place.
• Continuous planning has nothing to do with your Daily Huddle / Daily Scrum, given these 15-minutes events are meant only for collecting or reporting status from the individuals.

Bonus one!

• Planning is all about pulling (more) work to the queue and has nothing to do with deciding what to drop / stop doing right away.