As a Scrum Master who has facilitated dozens of PI Planning sessions over the past eight years, I can confidently say that few events in the agile world generate as much energy—and anxiety—as Program Increment Planning. When I first encountered PI Planning, I was overwhelmed by the sheer scale of coordination required. However, I've since discovered that when executed properly, it becomes the heartbeat of scaled agile delivery, transforming chaos into synchronized value creation.
Understanding Program Increment Planning in Depth
PI Planning represents a cadence-based, face-to-face event where multiple agile teams come together to align on a shared mission for the upcoming Program Increment—typically spanning 8-12 weeks. This isn't just another meeting; it's a crucial ceremony that transforms individual team efforts into coordinated program-level value delivery.
1. Definition & Meaning in Agile
So, what is PI planning in agile exactly? At its core, Program Increment Planning serves as the primary mechanism for achieving alignment across all teams working within an Agile Release Train (ART). Unlike traditional planning approaches that rely on detailed upfront documentation, PI Planning embraces agile principles while adding the structure necessary for multiple teams to work interdependently.
What distinguishes PI in agile from other planning ceremonies is its focus on cross-team collaboration and dependency management. While individual teams plan their sprints independently, PI Planning ensures these plans interconnect seamlessly to deliver larger features and capabilities that no single team could accomplish alone.
2. Why It's Important for SAFe
Within the Scaled Agile Framework (SAFe), PI Planning holds paramount importance as the cornerstone event that enables true business agility at scale. It addresses the fundamental challenge of maintaining agile values while coordinating work across multiple teams—something traditional Scrum ceremonies weren't designed to handle. The event creates alignment from top-level vision down to team-level execution. Business Owners present their vision and priorities, Product Management translates these into features, and teams break these down into stories they can deliver. This cascading alignment ensures everyone understands not just what they're building, but why it matters to the organization.
Moreover, PI Planning establishes the economic framework for decision-making throughout the Program Increment. By involving Business Owners who assign business value to objectives, teams gain clarity on trade-off decisions they'll face during execution. This empowerment accelerates decision-making and reduces the need for constant escalation.
Goals and Objectives of PI Planning
Every successful PI Planning session I've facilitated shares common goals that extend beyond simply creating a plan. Understanding these objectives helps participants prepare effectively and measure success accurately.
1. Aligning Teams and Stakeholders
The primary goal of understanding what is pi planning revolves around creating alignment—not just agreement, but a genuine shared understanding of priorities, dependencies, and constraints. This alignment operates at multiple levels simultaneously.
First, vertical alignment ensures teams understand how their work contributes to strategic objectives. When developers see Business Owners explain why certain features matter, it creates an emotional connection to outcomes beyond just completing user stories. Second, horizontal alignment reveals dependencies between teams early, when they're still manageable. I've witnessed countless "aha moments" when teams realize their planned work conflicts with or depends on another team's deliverables.
Stakeholder alignment proves equally critical. By participating directly in planning, stakeholders gain realistic expectations about delivery timelines and trade-offs. This transparency reduces mid-PI surprises and builds trust between delivery teams and business leadership.
2. Delivering Value in a Program Increment
Beyond alignment, PI Planning focuses intensely on maximizing value delivery within the upcoming Program Increment. This isn't about cramming maximum features into the timebox—it's about thoughtfully selecting and sequencing work to optimize business outcomes.
Teams learn to think beyond their individual backlogs to consider program-level value creation. Features requiring multiple teams' collaboration receive special attention to ensure synchronized delivery. Risk mitigation becomes a shared responsibility, with teams proactively identifying impediments that could derail value delivery.
The planning process also establishes clear success criteria through PI Objectives. These aren't just feature lists but measurable outcomes that demonstrate value realization. This outcome-focused approach helps teams make better decisions when unexpected challenges arise during execution.
Essential Elements: Inputs and Outputs of PI Planning
Successful PI Planning requires careful preparation of inputs and produces specific outputs that guide execution throughout the Program Increment.
Key inputs include the product vision, roadmap, and top features from Product Management, architectural vision and enablers from System Architecture, and team backlog items ready for planning. Business context from leadership provides the strategic framework for decision-making.
The session produces several critical outputs: team PI objectives with business value assigned, program board visualizing feature delivery and dependencies, identified risks with mitigation strategies, and confidence votes from all teams. These artifacts become living documents throughout the PI, updated as teams learn and adapt.
How Often is PI Planning Done?
PI Planning typically occurs every 8-12 weeks, aligning with the Program Increment duration. This cadence strikes a balance between planning stability and agile adaptability. Most organizations I've worked with settle on 10-week PIs after initial experimentation.
The regular rhythm creates predictability that benefits everyone involved. Teams know when to prepare, stakeholders can schedule participation, and the organization develops a sustainable planning culture. Some companies align PI boundaries with fiscal quarters for easier business planning integration, while others offset them to avoid holiday conflicts.
The Journey Through PI Planning
Having facilitated numerous sessions, I've learned that success depends heavily on understanding each phase's unique requirements and potential pitfalls.
1. Pre-Planning Preparation
Preparation begins weeks before the actual event. Product Management refines and prioritizes features, ensuring clear acceptance criteria and business value understanding. System Architects identify technical dependencies and prepare architectural runway needs. Teams engage in backlog refinement, creating enough detail for realistic planning without over-specifying.
Leadership prepares business context presentations that inspire without overwhelming. Logistics coordinators arrange facilities, tools, and supplies for productive collaboration. Most importantly, all participants receive clear communication about expectations, agenda, and desired outcomes.
2. Day 1 Activities
Day 1 opens with a business context, where leadership shares market conditions, competitive landscape, and strategic priorities. This context-setting proves invaluable for teams making trade-off decisions later. Product Management then presents the vision and top features for the PI.
Teams break out to begin detailed planning, translating features into stories and tasks. The energy during breakouts is palpable—conversations flow between tables as dependencies surface and solutions emerge. System Architects circulate, providing guidance and identifying technical risks.
The day culminates in draft plan reviews, where each team presents its objectives and risks. This transparency allows for early adjustment before plans solidify. Evening networking often continues discussions informally, strengthening relationships crucial for PI execution.
3. Day 2 Activities
Day 2 begins with management reviewing and adjusting based on Day 1 discoveries. Teams incorporate feedback and finalize plans during morning breakouts. The program board takes shape as teams post their milestones and string yarn between dependent items.
Risk identification and mitigation planning intensify as the full picture emerges. ROAM (Resolved, Owned, Accepted, Mitigated) sessions categorize risks and assign ownership. The final team presentations showcase completed objectives and remaining concerns.
The event concludes with the confidence vote—a powerful moment where every participant indicates their confidence in achieving the plan. Low confidence scores trigger immediate problem-solving rather than false optimism.
4. Post-Planning Follow-up
Work continues after participants leave. Scrum Masters and Product Owners document decisions and update tracking systems. Dependency details get refined with specific integration points defined. Risk mitigation plans transform into concrete actions with owners and deadlines.
Communication cascades to team members who couldn't attend, ensuring everyone understands the plan and their role. Regular checkpoint meetings throughout the PI maintain alignment achieved during planning.
PI Planning Agenda: What to Include
A well-structured agenda balances information sharing, collaborative planning, and decision-making. Based on experience, successful agendas include:
Opening with business context (60-90 minutes) provides strategic grounding. Product/solution vision (30-45 minutes) translates strategy into actionable direction. Architecture vision and development practices (30-45 minutes) establish technical constraints and guidelines.
Team breakouts consume most time—typically 4-5 hours across both days. Draft plan reviews, final plan reviews, and confidence votes punctuate breakouts, creating feedback loops. Risk identification and retrospectives ensure continuous improvement.
Buffer time proves essential. No plan survives contact with reality, and padding the agenda prevents rushing critical conversations. Social time—lunches, breaks, optional evening activities—builds relationships that ease difficult conversations during execution.
How to Prepare for a PI Planning Session
Thorough preparation distinguishes smooth sessions from chaotic scrambles. Start by ensuring all inputs are ready—refined backlogs, architectural guidelines, and business context. Communicate expectations clearly to all participants, including pre-read materials and arrival times.
Facility preparation matters more than many realize. Room layout should encourage cross-team collaboration while providing space for focused teamwork. Supplies seem mundane until you need them—markers, sticky notes, yarn, and adequate wall space for program boards prevent frustrating delays.
Technology setup requires special attention, especially for distributed teams. Test all systems beforehand, have backup plans for critical tools, and assign technical support resources. Nothing derails planning faster than technology failures.
How to Run a PI Planning Session
Successful facilitation requires balancing structure with flexibility, maintaining energy while allowing deep thinking, and encouraging participation while managing time.
1. Best Practices
Start strong with an energizing opening that clarifies purpose and agenda. Maintain visible timekeeping throughout—teams need boundaries to make decisions. Encourage cross-team communication by creating reasons for interaction beyond discovering dependencies.
Keep energy high through varied activities, regular breaks, and appropriate refreshments. Celebrate small wins throughout the event, not just at the conclusion. Address conflicts quickly before they fester, using facilitation techniques that find win-win solutions.
Document decisions immediately while context remains fresh. Assign clear owners to all actions and dependencies. End with actionable next steps, not vague commitments.
2. Common Mistakes to Avoid
Overloading the agenda ranks as the top mistake—teams need thinking time, not just presentation time. Allowing feature debates during planning derails progress; these should be resolved beforehand. Letting strong personalities dominate discussions silences valuable perspectives.
Ignoring logistics seems minor until hungry, uncomfortable participants lose focus. Skipping confidence votes to save time eliminates crucial feedback opportunities. Treating PI Planning as a one-time event rather than part of continuous alignment undermines its value.
Remote PI Planning Challenges & Solutions
Remote PI Planning has evolved from an emergency measure to a viable option. However, it presents unique challenges requiring thoughtful solutions. Digital collaboration demands more structure than in-person events. Create explicit protocols for sharing, speaking, and decision-making.
Maintain engagement through shorter sessions with more breaks, interactive activities beyond just video calls, and rotating facilitation responsibilities. Use breakout rooms effectively for team planning while maintaining easy access to cross-team conversations.
Technology becomes critical—invest in robust platforms, provide training before the event, and have dedicated technical support available. Create digital program boards that match the physical versions' visual impact. Record key sessions for those in difficult time zones, but maintain synchronous decision-making for critical items.
PI Planning vs. Sprint Planning
While both involve planning, PI Planning and Sprint Planning serve different purposes at different scales. Sprint Planning focuses on immediate execution details for one team over 1-2 weeks. PI Planning aligns multiple teams around longer-term objectives spanning 8-12 weeks.
Sprint Planning dives deep into story implementation details. PI Planning stays at the feature level, leaving implementation decisions to teams. Dependencies dominate PI Planning discussions, while Sprint Planning assumes most dependencies are already resolved.
The participant mix differs significantly—Sprint Planning involves one Scrum team, while PI Planning includes entire programs with business stakeholders. This scale difference necessitates different facilitation approaches and decision-making processes.
Big Room Planning vs. PI Planning
These terms often create confusion, as they're sometimes used interchangeably. Big Room Planning represents the general concept of bringing large groups together for collaborative planning. PI Planning specifically implements Big Room Planning within the SAFe framework.
PI Planning includes specific roles, artifacts, and ceremonies defined by SAFe. Big Room Planning might follow different frameworks or custom approaches. The principles remain similar—face-to-face collaboration, visual information management, and rapid decision-making—but implementation details vary.
Organizations not following SAFe might conduct Big Room Planning sessions that borrow PI Planning concepts while adapting to their context. The key lies in maintaining core benefits while fitting organizational culture and constraints.
Tools for Running PI Planning Sessions
Modern PI Planning leverages various tools to enhance collaboration and maintain alignment. Selection depends on team distribution, organization size, and technical constraints.
1. Miro
Miro excels at replicating physical board experiences digitally. Infinite canvas space accommodates large program boards with intuitive drag-and-drop functionality. Real-time collaboration allows distributed teams to work simultaneously. Templates specifically designed for PI Planning accelerate setup. Integration with other agile tools maintains synchronization. The visual nature matches how our brains process complex dependencies.
2. Jira Align
Purpose-built for scaled agile, Jira Align provides comprehensive PI Planning support. Native SAFe constructs eliminate translation between planning and execution tools. Dependency management visualizes and tracks cross-team commitments. Capacity planning ensures realistic commitments based on historical velocity. Real-time reporting keeps stakeholders informed throughout the PI.
3. Other Collaboration Tools
Microsoft Teams and Zoom handle video conferencing needs with breakout room capabilities. Mural and Lucid spark offer alternative digital whiteboard options. Google Workspace or Microsoft 365 enables collaborative documentation. Slack or Teams provides persistent chat for ongoing coordination. The key lies in selecting tools that integrate smoothly rather than creating information silos.
Benefits of PI Planning in Agile
Regular PI Planning delivers transformative benefits beyond just creating plans. Alignment across all organizational levels reduces wasted effort and accelerates value delivery. Early dependency identification prevents late-stage surprises that derail releases.
Face-to-face collaboration builds relationships that ease difficult conversations during execution. Shared ownership of objectives increases commitment and accountability. Transparency in planning builds trust between teams and stakeholders.
Risk mitigation becomes proactive rather than reactive. Decision-making accelerates through clear escalation paths and empowered teams. Most importantly, PI Planning creates predictability without sacrificing agility—teams commit to outcomes while maintaining flexibility in implementation.
Conclusion: Maximizing Success in PI Planning
Understanding what pi is in agile goes beyond memorizing ceremonies—it requires embracing collaborative planning at scale. Success comes from thorough preparation, skilled facilitation, and commitment to continuous improvement. Whether planning in-person or remotely, focus on creating genuine alignment rather than just completing agenda items. As organizations mature in their scaled agile journey, many leaders pursue education like Staragile's SAFe Agilist Certification to deepen their understanding of these advanced techniques. Remember that PI Planning is not a one-time event but a recurring opportunity to strengthen your agile practice and deliver exceptional value.
FAQs
1. Who should be involved in PI planning?
Essential participants include all team members from the Agile Release Train, Product Owners, Scrum Masters, System Architects, Product Management, Business Owners, and key stakeholders. Optional attendees might include customers, support teams, and subject matter experts.
2. How long does a PI planning event last?
Standard PI Planning runs two full days for co-located teams. Remote sessions might spread across 3-4 shorter days to combat screen fatigue. Pre-planning and post-planning activities extend the total effort to roughly one week per PI.
3. Can PI planning be done remotely?
Yes, remote PI Planning has proven successful for many organizations. Success requires robust digital collaboration tools, modified agendas accommodating different time zones, enhanced facilitation techniques, and strong pre-planning preparation to compensate for reduced informal interaction.
