Your Metaverse ticket to uncover the rich flavors of piplanning.io.

Isn’t it so annoying when you’re sizing up solutions, but the answers are as elusive as the last cookie in the cookie jar? What’s worse is waiting days on end for a customer service agent who seems to be orbiting a different planet. What you need instead is a straight-from-the-source, immediate response from someone so entwined with the solution that they co-founded it. That’s the spirit behind our freshly brewed Coffee Call.

Our aim is to make your decision-making about piplanning.io as smooth as your favorite latte. This isn’t a sales pitch, it’s more of a cosy conversation with the minds who know planning.io like the back of their hands, who have spent years tackling the kinds of challenges that you’re all too familiar with, and can cut straight to the chase of your dilemmas. Plus, we thought we’d add a splash of fun by hosting this in the Metaverse!

Read more about it below……

Quench Your Curiosity: Coffee Call Meet & Greet in the Metaverse

Quench Your Curiosity: Coffee Call Meet & Greet in the Metaverse was originally published in piplanning.io by Scaled Agile, Inc. on Medium, where people are continuing the conversation by highlighting and responding to this story.

At Rentouch, we’re always thinking about ways to improve collaboration and teamwork. Especially in Agile, it’s crucial for teams to be focused on the work that will bring in the most value for the business. But, when work on large, distributed teams, it can be challenging to reach a consensus on where to focus our efforts.

One solution is using the Weighted Shortest Job First prioritization method. It’s a way for teams to come together, whether remotely or in person, and use a formula to determine which tasks will take the least amount of time but offer the greatest business value.

This week, we’re reminiscing about a conversation we had with Ian J. Franks back in early 2020. Even though the world has adapted to remote work since then, the tips and tricks that he shared are still just as relevant today.

Read our blog post here.

We want to know what techniques you have used in the past to host successful remote WSJF planning sessions and what about them worked or didn’t. Comment below with your biggest insights.

Leave Chaos in the Past With WSJF was originally published in piplanning.io by Scaled Agile, Inc. on Medium, where people are continuing the conversation by highlighting and responding to this story.

We met Santa Claus for a video shoot at his grotto and wanted to ask him what gifts he has in store for agilists this year… Here you have the full story.

Originally, we wanted to know from Santa Claus what he is planning this year for all the hard working agilists out there. We wanted to capture his answer on video for the whole world to see and apparently spoil the surprise. So we called his assistant to make an appointment. That was already this summer. She told me on the phone that the last few pandemic years had been very intense for Santa Claus and that he was suffering from burnout. This was a shock. For us — to be honest — a world collapsed. Not only were we worried about all the children’s gifts for Christmas 2022, but we were counting on getting the answers for agilist that we so desperately wanted to share with the world.

Two months later, it happened — his assistant called us and told us that Santa Claus had just returned ‘hot and bullish’ from a long wellness trip in Fiji and that he would be happy to meet with us to answer our most burning questions.

We flew to the North Pole to visit him in his grotto. From our childhood we had a clear picture in our mind of what it would look like there. Idyllic with lots of snow, reindeers, right? Oh, were we disappointed when we found his grotto in the wasteland. It was already early November but no snow. What the heck was going on? Santa Claus opened the door for us. We said: “Good afternoon Mr. Claus.” “You can call me Santa,“ he replied. The t-shirt he was wearing said “Plan ahead”. Probably a reminder for him that he should already be in Christmas preparation. The only thing that reminded us of Santa Claus, besides the beard, was his popular red hat he had on. He mumbled that he had recently had a hair transplant and wanted to spare us the sight. Our first question still on the doorstep was, why is there no snow? His answer was sober: climate change.

He invited us into his cozy grotto. We set everything up for the video shoot. Then came the big moment. The question we were waiting to ask for so long: What do you have in store for all the agilists in the world?

“ahm, um…” he cleared his throat and said, well you know I don’t really know. To be honest I hired a ghost writer some time ago to write down “key points for agilist” and I have no clue what’s written there as I never came around reading it. But maybe I can freestyle something for you? “Yes please!” it burst out of us. We put on a record with some Christmas music to get him in the mood and started our camera. Immediately he was in his element. He talked about how wonderful feedback is for growth, how important it is for leadership to reduce friction, that we should take care of ourselves and take the space we need, and how important he believes it is to speak truth to power.

When we were done, he said, completely out of breath, “Now what are you going to do with it?” We could not give him an answer to that question at that time. But we can give you one today. We turned his 24 short advice videos into an Advent calendar. Every day starting December 1st, you will get your agile dose from Santa Claus. So follow us on LinkedIn to be inspired every day till Christmas. One thing in advance: Santa has a sense of humor.

Our Adventure with Agile Santa was originally published in piplanning.io by Scaled Agile, Inc. on Medium, where people are continuing the conversation by highlighting and responding to this story.

I think it’s vital to write another article on how you should prepare for the PI Planning event itself in remote conditions. Reaching out to dispersed collaborators can seem like a tricky process, but briefing with every group is key to staying safe in a distributed release train. In this blog, you will get a grasp of our methods when it comes to communicating across teams and achieve the best possible alignment.

Firstly, briefing with the scrum masters should focus on defining clear-cut expectations of roles and responsibilities. They should keep their teams engaged with the major scope of work by not getting lost on detailed planning. They also need to stay in contact with business owners, product management and the release train engineer (RTE) to keep priorities aligned.

Read on to learn about communication with the other roles in your ART.
https://www.piplanning.io/blog-posts/how-to-brief-your-way-to-safer-pi-planning

How to Brief Your Way to Safer Planning was originally published in piplanning.io by Scaled Agile, Inc. on Medium, where people are continuing the conversation by highlighting and responding to this story.

Resources like podcasts and YouTube have revolutionized the ways we communicate and acquire knowledge. Valuable and practical as they are, however, we at Rentouch know what it’s like to feel closely tied to that ancient skill of reading.

Our eyes really cannot help but scan those precious bits of language on paper, giving way to alternative realities and new ideas we had never conceived as possible. Honoring this incredible human skill and all the bookworms in our community, we’ve asked our local experts at Rentouch for some works that have changed the way they practice and engage with their lines of work — and life in general.

If you’re interested in organizational structures…

Spiral Dynamics: Mastering Values, Leadership and Change, by Don Edward Beck and Christopher Cowan

How does one even begin to understand the business world? Contemporary times have fostered higher fragmentation, speed and diversity. This work aims to introduce a new theoretical framework for management systems and business procedures, always focusing on how organizations shift in a fast-paced era. Powerful advice for this unquestionably global marketplace.

Learn about other books here: https://www.piplanning.io/blog-posts/reading-your-way-to-growth

Reading your way to growth was originally published in piplanning.io by Scaled Agile, Inc. on Medium, where people are continuing the conversation by highlighting and responding to this story.

At a first glance, agile and compliance seem very distant, even conflicting. Traditional compliance processes strive for quality, security and permanent validation of standards through reviews and audits. Inversely, lean development builds optimization from learning in an iterative approach. While the former sees variability as risk, for the latter that uncertainty comes as an opportunity to adapt and generate better outcomes and more valuable assets.

Can these two frameworks ever come to an agreement? In fact, it is possible, since they do share a core objective: they want to build solid systems. Creating an environment that is both agile and compliant is all about narrowing the procedural distance between ideation and verification by ensuring quality through multi-layered testing. This generates an incremental process of building and validating, which is especially vital while dealing with multiple levels of criticality and regulation domains such as FDA ISO 26262.

Read the full article: www.piplanning.io/blog-posts/keeping-compliance-agile

On this topic you can also watch the video of the expert Peter Pedross from PEDCO. Please follow this link and enjoy!

https://www.piplanning.io/shows-video/676400165

Keeping Compliance Agile was originally published in piplanning.io by Scaled Agile, Inc. on Medium, where people are continuing the conversation by highlighting and responding to this story.

«If it needs to be successful, it actually needs to be tough.»

An IP iteration is wonderful for its ability to foster growth. Nothing helps your team discover new perspectives and redirect efforts like a fantastic plan for the times ahead.

One of the reasons why IP iterations are performed is to allow your ART (Agile Release Train) to have a moment of reset. However, new cycles bring their fair share of instability. Life always finds a way to get in the way of the best of plans and create additional stress as you move forward.

Thankfully, there are ways to make that road easier to walk! I wanna sum up what agile leadership expert Shane Harrison shared on how to make the IP iteration process lighter.

Read the full article: https://www.piplanning.io/blog-posts/5-tips-to-make-ip-iteration-more-effective

Watch the full episode — PI Planning Cooking Show | Innovation & Planning Iteration

5 tips to make IP Iteration more effective was originally published in piplanning.io by Scaled Agile, Inc. on Medium, where people are continuing the conversation by highlighting and responding to this story.

What are dependencies?, Why do we need a Dependency Sticky?, and how should we use it? … those are the questions tackled in this article.

PI Planning is all about transparency and aligning the teams on the program to a shared mission and vision. SAFe® points out two primary PI Planning outcomes:

• Committed PI objectives — A set of SMART objectives that are created by each team with the business value assigned by the Business Owners.
• Program Board — Highlighting the new feature delivery dates, feature dependencies among teams and relevant milestones.

During team breakout sessions, each team creates their plans, identify risks and define their PI Objectives. The teams also add the features and associated dependencies on the program board.

The Program Board

But first, let’s take a closer look on the program board. As everybody knows, the program board is one of the key outcomes of a PI Planning, with good reason. The program board is not only a single source of truth during the PI Planning showing the current status of our ART-level plan, it is also a key artefact for RTEs and Scrum Masters to facilitate through an effective program increment.

Actively maintained, the program board summarizes key aspects of our ongoing PI:

• Important milestones and events relevant for the whole Agile Release Train (ART)
• Features completed, planned features at risk and learnings related to our planned features
• Status of our cross-team dependencies and an easy to use option to talk about scenarios and impact on features or other teams if a dependency can’t get solved as planned or a feature will not be completed on schedule

A Dependency Sticky is a request for collaboration

Let’s come back to the PI Planning event and the dependency sticky promoted by SAFe®. Demonstrating the piplanning app, supporting customers preparing their remote PI Plannings and talking with SAFe® practitioners all over the world I often notice confusion about the dependency sticky used on team and program boards. These conversations brought me to the insight that we must distinguish between various types of dependencies.

Dependencies are not Dependencies

People often get confused talking about dependencies meaning completely different things. Therefore I started to differentiate between three types of dependencies: technical, hierarchical and organizational dependencies.

Spoiler Alert → The Dependency Sticky is exclusively used for organizational dependencies.

Let’s take a closer look.

Technical

Technical dependencies are easily explained. “We can start implementing user story 1 as soon as we have completed enabler 1”.

Technical dependencies can be found on every level. On program level, a feature can be dependent on another feature.

Hierarchical

Using backlogs on different enterprise levels means automatically to think about the hierarchy of backlog items. epics, features, user stories, initiatives, enablers, tasks … you name them. The name however, is not as relevant as the agreed hierarchical structure. That’s where hierarchical dependencies need to become transparent. “To deliver feature 1, we’ve planned to implement three user stories and two enabler stories”.

Based on what I often see at our customers, I’ve also visualized the feature on the team board even though it is a program level item. Some teams like to have the feature on their team board, others don’t.

Organizational

And then, there are organizational dependencies. Dependencies for which SAFe® promotes the Dependency Sticky to use on team boards and the program board for mainly three purposes, which I will explain in a second. The term dependency might be confusing as the Dependency Sticky must be understood as request for collaboration. Means, to complete a feature, multiple teams need to collaborate and in case of running a PI Planning, agree on a feasible plan together.

Program Board → relevant information distilled on a single Board

Purposes of a Dependency Sticky:

• Facilitation
• Visualization
• Simplification

Facilitation
As soon as a team figures out that another team must be involved, it is crucial to bring both collaborating teams on the same page. Sharing is caring… so the first step is to make sure that both teams know about the dependency. It’s also valuable to highlight an unresolved dependency (i.e. using a flag). As an RTE and Scrum Master you’re well prepared if every participant knows upfront a PI Planning, how to solve a dependency. A good practice is to agree on a workflow.

Visualization
The Dependency Sticky visualized on both team boards and on the program board acts as single source of truth. What are we talking about? Why do we need to collaborate? Which feature do we tackle? In which iteration will the dependency be solved? Those are the questions we answer by visualizing the Dependency Sticky on relevant team boards and the program board.

Simplification
Have you ever thought about directly visualizing user stories and enabler stories on the program board? That’s how it would look like.

Even though you have abilities to highlight linked items and scale down the sticky size, the program board is chaotic and unreadable. How would this board look like if 8 teams had planned 20 features?! At least not neatly arranged, I think we can all agree on that.

That’s why we should use Dependency Stickies and simplified functionalities on a digital program board to keep our ART-level plan readable.

It’s totally enough to see on a program board in which iteration a dependency will be solved and when a feature can potentially be delivered. No matter what is planned behind a dependency or a feature, we have the relevant information distilled on a single board.

As an RTE, Scrum Master, Team Member, Product Owner, Product Manager or Business Owner being part of a PI Planning, the Dependency Sticky is your best friend 😉!

Curious where these nice screenshots come from in this article? No these are not pictures of my physical board but the one an only piplanning app. If you are looking for a solid solution for your remote dependency visualization challenges check it out here: piplanning.io

The Magical Dependency Sticky was originally published in piplanning.io by Scaled Agile, Inc. on Medium, where people are continuing the conversation by highlighting and responding to this story.

A recap of the first 10 episodes

At one point every Release Train Engineer has his first PI Planning. Some things will go as expected but there will be more than five things that won’t go as planned. Don’t let it demotivate you. That’s the natural learning curve. But there is hope! You don’t necessarily have to make all the mistakes others made in their first PI Planning. We talked to several SAFe professionals about 5 things they wish they had known before their first PI Planning.
After more than 10 episodes of “5 Things I wish I’d known before my first PI Planning” it is time for a first recap. With this, I want to summarize and point out some of the given insights about PI Planning topics, traps, and good practices:

• Purpose
• Tribal Unity
• Backlog Readiness
• Readiness Checklists
• Program Backlog Board
• Gallery Walks
• Closing the Feedback Loop

I’ll close with a couple of mentioned good practices for PI Planning Facilitation.

Purpose

PI Planning starts with a series of important speeches seeding up your whole two days. Sit down with the presenters, tighten it up and get them down to 15 to 20 minutes. Keep it tight, keep it focused and keep it motivating. Even if there are different presenters, make sure they are aligned. Let them go through the presentations in advance.

Having everyone understand what Business Value the ART is creating, will give purpose to all involved people.

Participants deserve to know the reason why. Why are we coming together and spend two full working days for planning? Without giving people purpose, you risk losing peoples involvement. That’s why there is so much importance in the Business Context and Product Vision presentation. Within those two time slots, Business Executives and Product Management representatives have the unique chance to empathize the overarching purpose and inspire people. “Make sure that who’s gonna deliver the product vision and the roadmap is prepped and ready to go so that they hit the ground running and make the teams all fired up and ready for the next two or three-day event”, closes John Horwath.

Tribal Unity

See Agile Release Trains as a whole (Tribal Unity). Having everyone understand what Business Value the ART is creating, will give purpose to all involved people.
Wolfgang Brandhuber said: “I want to strengthen this feeling of Tribal Unity right from the start. Even before the first PI Planning, I want to have people participating in the Agile Release Train feeling belonging to what they are growing into”.
SAFe is a step beyond team agility and provides guidance towards tribal and business agility. PI Planning creates a space where people come together and align on a common mission and create a common plan. However, creating a culture of tribal unity starts before the first PI Planning. Do SAFe for teams as a big room training, having all teams of your Agile Release Train trained together. That creates much more belonging than doing training in smaller groups. Let people decide in which teams to work and what service or part of the product they want to provide in self-selection workshops. Let the tribe, your Agile Release Train, form itself into teams.
Do regular self-assessment of how the train is doing with all teams together, gather feedback and visualize your ARTs maturity progress.

Backlog Readiness

Have your Program Backlog ready and in a sufficient shape. Without that, teams will not know what to plan. Teams expect and deserve Backlog Items presented in a certain quality. Therefore, let them create a clear and specific Definition of Ready upfront to guide your product management folks. A clear product vision statement, product roadmap, and general guardrails will provide the necessary mid- and long-term horizon.
Don’t jump into a PI Planning with an already prepared work breakdown structure. You’ll lose flexibility and face resistance for changes and updates to already existing plans.
You’ll have teams underprepared, and some overprepared. It’s going to happen either way and that’s ok. There isn’t a right amount of Stories prepared on a detailed level to start PI Planning. Start with less preparation and take the time to learn from past PI Plannings. “let’s cut down PI Planning to one day” shows clear evidence that your teams are overprepared.

Readiness Checklists

Stick to the basics. SAFe already provides really helpful checklists for the preparation. After dozens of PI Plannings Scaled Agile Inc. has supported, those checklists are full of in the field proved advice and good practices.
Adapt the checklists towards your organization’s flavor and make them fit into your context. Rolf Läderach points out:” be a little bit paranoid, there might be still enough unknown unknowns!”

Program Backlog Board

At the end of a PI Planning, you get a nice Program Board with visualized dependencies and your Program Level plan. What you sometimes lose on the way is an overview about which team has pulled which Feature. To keep an overview throughout the team breakout sessions, establish a “Program Backlog Board”. This Board shows all Features in a structured, prioritized way. Additionally, every Feature is duplicated, having two stickies for the same Feature stick one above the other. If a team pulls a Feature sticky they write the team name on the underneath sticky. That will keep all Features on the Program Backlog Board and you see which ones are already taken. Additionally, you’ll automatically get a PI Planning progress overview.
How that could look like in a digital way, shows this video:

Gallery Walks

If you as an RTE (Release Train Engineer) or STE (Solution Train Engineer) wanna know what’s going on, do gallery walks. Sit in the back of the room and watch the teams planning or walk around from team to team. As Shane Harrison points out: “Have your eyes open, ears open, mouth shut and you’ll see where you need to step in”.

Closing the Feedback Loop

PI Objectives play an essential role. With them, you close the feedback loop between your teams' plans, Business Owners expectations, and the prioritized Program Backlog items, respectively.

Value is in the triggered discussions

PI Objectives will be great if your plans are great. Review those plans properly as early as possible and make sure you and your teams understand what they are committing to. Assign Business Value is key for closing the feedback loop between your teams and Business Owners. Remember, the value is not in the figure, the value is in the triggered discussions.

Facilitation — good practices

• Checklists, Checklists, Checklists! Have a checklist for everything and everyone.
• Take care that the energy level stays high. Keep first half day talks short enough that you’re able to start with breakout sessions already in the morning.
• People need time to socialize. Eat together, talk together and give them space to take a breath. Use the time between day 1 and 2 to socialize. Organize any kind of event which brings people together across teams. Having time to speak to each other is crucial for building your (cross-)ART culture.
• A coffee corner will act as an open space area where people stand, start chatting and a lot of informal information will be shared and great ideas come out there.
• Have decision-makers on site. You don’t want a hundred people waiting cause a decision can’t be taken.

Subscribe to “5 Things I wish I’d known before my first PI Planning”

Looking forward to reading about your thoughts, experiences and additional advice.

The 5 Things Déjà Vu of PI Plannings was originally published in piplanning.io by Scaled Agile, Inc. on Medium, where people are continuing the conversation by highlighting and responding to this story.

Context

Twinfield is a leading online accounting software powered by Wolters Kluwer, which is an international provider of information services to finance, tax and administration professionals with around 19,000 employees in 150 countries.
The Twinfield product is developed by 1 Agile Release Train including 12 agile development teams, 4 shared services teams and 1 system team.
A typical PI Planning event is participated by around 155 people across 5 locations and 3 time zones.

Looking back to the past PI Plannings teams identified these major challenges regarding distributed PI Plannings:

• Connectivity
• Time Zones
• Information Radiators

Connectivity

At every location, multiple teams come together. For a proper communication Twinfield built up two dedicated internet connections. One for the presentation traffic, individual workstations, and mobile devices and one for the video conferencing systems.

Adequate connectivity is crucial for success in distributed PI Plannings

Of course, this kind of infrastructure doesn’t come for free, but still, the investment is more than reasonable. Gianfranco, RTE at Twinfield points out: “Bad connectivity is always lurking and can really destroy the planning experience.”
Adequate connectivity across locations is crucial for having success in distributed PI Plannings. That was the basis for taking further actions:

• Role-based communication channels: The Scrum Masters communicate via a “Scrum of Scrums” channel. Product Management, Release Train Engineer and System Architect via a separate channel. This requires a stable video and audio connection between all locations.
• For each individual location, there is a dedicated line with video and audio, which is open throughout. This at least creates the feeling of joint planning across four locations, which has a motivating impact on the teams.

At each location, there is someone who is responsible for technical support and able to intervene immediately in case of problems.

«Postponing usual lunch times may release heavy reactions»

Time Zones

The question is how to create a schedule for teams participating in 3 different time zones as PI Planning is an event where synchronizing and aligning people to a common mission is the main purpose. When do we start at which location? How does it work with lunchtimes? How long do teams need to stay in the evening? These questions need to be answered. The key was to leverage gained experiences and inspect the agenda after every PI Planning event. That’s the received feedback after the first 3 distributed PI Planning events.

After a few feedback loops, Twinfield nailed an acceptable schedule for going into the next PI Plannings.

Yes, time zones are a challenge with which the whole Agile Release Train needs to deal with. Everyone involved need to show proper respect towards people and cultures. “Postponing lunch for just 30 minutes may lead to heavily negative reactions and unmotivated people”, says Gianfranco.

Information Radiators

In a co-located environment Agile Release Trains usually set up physical boards. A Program Board, Scrum of Scrums checklist, a Retrospective Board and individual Team Boards, where people break down Features into Stories and Enablers, gather Risks and decide on PI Objectives. In other words, teams need Information Radiators to visualize planning outcomes.
Having physical boards in a distributed environment leads to one deal-breaking challenge: Synchronize physical boards across locations and provide a single source of truth in real-time!

For Twinfield, the piplanning app is key for keeping teams on the same page, establish real-time synchronized Information Radiators on Team and Program level and therefore, enhance transparency and collaboration throughout the whole planning process. With a minimal learning curve, teams got a single source of truth across all locations and the whole planning event. The piplanning app offers a Backlog Board, a Program Board, Team Boards, and a Risk Board.

Product Vision

For Product Management presenting the Product Vision, the piplanning app provides the Program Backlog Board. Teams already prepare the Program Backlog before the PI Planning. With the Jira-Integration, relevant Features and Enablers get imported in the prioritized order, based on Weighted Shortest Job First (WSJF).

Throughout the Team Breakout sessions, the RTE and Program Management are always up to date about which Features are in planning by what team and which Features are still waiting for getting pulled.

Team Breakout Session

On the Team Board teams break down Features into User Stories, Enablers and other pre-defined sticky types in a SAFe® recommended structure. On the same board, teams also gather Risks and define PI Objectives fully transparent to other teams and stakeholders.

Scrum of Scrums

For the Scrum of Scrums RTE together with Scrum Masters use a simple spreadsheet with all relevant questions on it. The key learning was to ask Scrum Masters fill in the answers (Yes/No) already before the Scrum of Scrums. That allows the RTE to focus on the given answers, get a common understanding and immediately discuss needed actions.

Program Board

On a big touchscreen, one at every location, teams visualize their plan on Program Level. Features, Dependencies and important Milestones/Events for the upcoming Program Increment.

Risk Board

Teams gather Risks on Team Board during Breakout Sessions. Those Risks, which need discussion are sent to the Program Level Risk Board. In brackets, all attendees see which Team has raised the risk. One by one, Risks are presented and clustered during the ROAMing session.

Post PI Planning

Due to the real-time synchronization between Jira and the piplanning app, teams don’t need to think about manual work after the PI Planning. All User Stories, Enablers, and other defined sticky types are already synchronized back to Jira after the PI Planning event.
And it goes even further.
First, the visualized Dependencies are instantly synchronized with Jira.

Second, during the Program Increment execution, the Program Board is used to visualize progress for every Feature and Enabler.

The Program Board gets even more valuable during the Scrum of Scrums and PO synch meetings.

Jesús Marcos Martín, CSO Quality Management Support Group at Wolters Kluwer, points out:

”Rentouch’s piplanning app is key for our PI Planning meetings! The PI Planning App creates a clear view of all the team’s plans, risks and objectives. Teams could share at any moment with any stakeholder their plans and also collaborate during the Program board creation! It provides us an incredible visual and clear view of the picked Features at any moment… The software has this high quality that for us it’s a must even when not doing distributed PI Planning meetings. We like the use of the tool very well, it improves previous planning and insight inefficiencies in our development process.”

Conclusion

Connectivity is crucial for successful distributed PI Plannings. Not to spend any money on flights and accommodations is better invested in a powerful network and necessary facilities. Consider time zones and respect culture. Listen to all involved people to make the PI Planning a happening. Real-time synchronized information radiators for different levels and stakeholders are the heart of enhanced collaboration across locations and teams. Automate everything which needs to be done more than once. Last but not least, relentless improve your PI Planning experience through Inspect and Adapt.

These insights were also presented by Gianfranco at the RTE Summit 2018 in Amsterdam, which is organized by Gladwell Academy. You can also watch the whole session on video here: RTE Summit — Challenges of a Distributed PI Planning Event

Twinfield teams are PROS in mastering remote PI Plannings 👌 was originally published in piplanning.io by Scaled Agile, Inc. on Medium, where people are continuing the conversation by highlighting and responding to this story.