You have followed along these instalments with me, understanding the issues that Quarterly planning brings , the ways to fix it and also the pitfalls to avoid,  but to really convince yourself to undertake this “un sticking” of Quarterly planning I’m sure you want to know the benefits right?  

Now you have some concrete steps you can take to remove large batch quarterly planning that I shared in Part 2. It's time to explore some naturally occurring pitfalls you can avoid to make removing it more effective and less risky. Learn from my experience and ensure your success by navigating through these with me. 

So what can be done to address the issues of Quarterly planning I laid out in Part 1? How can we allow conversations and ideas around what we might get our valuable teams to spend their time on to form and solidify, including the permutations and risks and challenges that they are going to face? How did I help this become a reality in a very large corporation who were invested in this process? 

In this multi-part blog series, I'll delve into the problems inherent in large batch quarterly planning, drawing from my challenging experience at two of Australia's largest banks, as well as other large corporations. I'll also highlight the common pitfalls you should avoid and the tangible benefits you can reap, including significant time savings and the early delivery of value.

My book Empowered Agile Transformation - Beyond the Framework was released in August 23 I had so much content for the book that there were parts that just had to be cut. This part was perfect for a solo blog, enjoy!

My book Empowered Agile Transformation - Beyond the Framework is coming soon. I had so much content for the book that there were parts that just had to be cut. This part was perfect for a solo blog, enjoy!

By Damian Heffernan

The oldest and strongest emotion of mankind is fear, and the oldest and strongest kind of fear is fear of the unknown.

H. P. Lovecraft

By Damian Heffernan

Why do we expect our Scrum Masters / Delivery Managers / Delivery Leads / Iteration Managers to coach and teach as well as do? You can’t apply knowledge that you don’t have.

Do you want to be taught by a Coach, or coached by a teacher? Or both, by a doer?