Plan the Release

This Inception process goal describes how we will approach creating an initial plan for our team. Although the details will emerge throughout Construction, we still should think about how we’re going to work together and the general timing of that work. To be effective, we need to consider several important questions:

  • Who will be involved in planning?
  • What is the scope of our planning effort?
  • What is our overall strategy driving this plan?
  • How detailed should our plan be?
  • What cadences will the team adopt?
  • What approach to estimating will we take?

Why is This Important?

There are several reasons why this is important:

  • Our stakeholders will require fundamental management questions to be answered. In particular, the majority of agile teams are ask how long a release will take and how much it will cost.
  • We want to have a viable strategy. Your primary goal should be to think things through before you do them, not to produce documentation (a plan) describing what you think you’re going to do.
  • We need to set reasonable expectations. Our stakeholders, including other delivery teams, will make important decisions based on our plan. Similarly, during Inception the team decides how it will work together and the plan will reflect several key decisions such as choice of lifecycle, governance strategy, and risk mitigation efforts.

More Information

The strategies/practices referenced in the goal diagram above are described, including the trade-offs involved and considerations for when (not) to apply them, in the book Choose Your WoW! A Disciplined Agile Delivery Handbook for Optimizing Your Way of Working. If you want to succeed at enterprise agile you need choices, not prescriptions.

Have any Question or Comment?

4 comments on “Plan the Release



I’ve been reading through the documents on your website. But i cannot find an answer to a question i have.
How would DAD respond to a potential delay (f.e. work item wrong estimated)?

Kind regards,



One of the fundamentals about estimation, or forecasting if you prefer, is that you should provide ranges. The range on an estimate should reflect the uncertainty of the information on which it is based. For example, the more uncertain your requirements (i.e. the more likely they are to evolve over time), then the bigger the range you need to provide.

The implication is that by providing a realistic range to your estimates any updates should fall within the range. So, when you find that there are new requirements, or new understandings about existing requirements, you should still be OK.

We cover ranged estimates in Chapter 10 of the DAD book.


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