William Shakespeare

To do a PI-planning or not to do a PI-planning?

To do a PI-planning or not to do a PI-planning, that is the question. Whether 'tis nobler in the mind to follow the structured path of the Program Increment planning, or to take arms against a sea of uncertainty and by opposing, end them. To plan, to align – no more; and by planning we say we end the heart-ache and the thousand natural shocks that may come with disorganization. 'Tis a consummation devoutly to be wished. To plan, to align – perchance to succeed: ay, there's the rub. For in that structured planning what dreams may come, when we have shuffled off this lack of coordination, must give us pause. There's the respect that makes calamity of so long a lead time. For who would bear the whips and scorns of misalignment, the product owner's wrong, the scrum master's contumely, the pangs of despised ceremonies, the delays by false starts, the insolence of team members, and the spurns that patient merit of the unworthy takes, when he himself might his quietus make with a simple plan? Ay, there's the motivation. For who would fardels bear, to grunt and sweat under a weary sprint, but that the dread of something after the sprint, the undiscovered backlog, from whose bourn no team member returns, puzzles the will and makes us rather bear those delays we have than fly to others that we know not of? Thus scrum planning does make cowards of us all, and thus the native hue of resolution is sicklied o'er with the pale cast of procrastination, and enterprises of great importance with this regard their currents turn awry and lose the name of action. Soft you now, the fair Product Owner! In thy orisons be all our sprints remembered.