> For the complete documentation index, see [llms.txt](https://docs.7ft10.com/flow-system/llms.txt). Markdown versions of documentation pages are available by appending `.md` to page URLs; this page is available as [Markdown](https://docs.7ft10.com/flow-system/faciliation/workshops/quarterly-planning-workshop.md).

# Quarterly Planning Workshop

**Quarterly planning** is a critical practice focusing on goal-setting initiatives for the upcoming three months, primarily targeting shorter-term objectives that can be achieved within this timeframe. The process ensures that teams can translate strategic aspirations into actionable execution plans.

## **Goal**

* To convert aspirational strategic plans into realistic execution strategies.

## **Purpose**

| Purpose Area                  | Description                                                               |
| ----------------------------- | ------------------------------------------------------------------------- |
| **Connected D\&T Roadmap**    | Focus on aligning efforts for the next quarter.                           |
| **Cross-Domain Dependencies** | Identify interdependencies across various domains.                        |
| **Capacity Planning**         | Assess and allocate team resources effectively.                           |
| **Funding Planning**          | Outline budgetary requirements for the quarter.                           |
| **Performance Deep Dive**     | Analyse performance and architectural considerations to improve outcomes. |

## **Accountabilities**

| Role                              | Responsibility                                                              |
| --------------------------------- | --------------------------------------------------------------------------- |
| **Heads of Platforms / Managers** | Lead their respective platforms in planning and execution.                  |
| **Delivery Lead**                 | Document actions and decisions made during the planning sessions.           |
| **Action Owners**                 | Own actions stem from discussions across platforms, domains, etc.           |
| **Final Decision Maker**          | The executive or nominated manager holds the authority for final decisions. |
| **Prioritisation**                | Domain Steerco manages prioritisation decisions.                            |

## **Delegations**

* Allocation of budget.

**Out of Scope**

* Funding decisions.

## **Outputs**

A successful quarterly planning event aims to deliver two primary outputs:

| Output                           | Description                                                                                        |
| -------------------------------- | -------------------------------------------------------------------------------------------------- |
| **Committed Objectives**         | Teams create a set of objectives with business value assigned by stakeholders.                     |
| **The Plan**                     | Highlight new delivery dates, team dependencies, relevant milestones, and key resource contention. |
| **Continuous Improvement Items** | Adjust operating models based on performance feedback and outline retrospective actions.           |

***

## **Principles of Quarterly Planning**

1. **Teams over Individuals**\
   Focus on collaborative planning within teams rather than individual roles, recognising that stable teams yield higher productivity.
2. **"Roughly Right" over "Precisely Wrong"**\
   Embrace a flexible approach to planning that accommodates change and uncertainty, avoiding the pitfalls of overthinking.
3. **Continuous Planning Cadence**\
   Adopt a cycle of regular re-evaluation, allowing adjustments as new information emerges. Thus, you can manage uncertainty more effectively.
4. **Tolerate Incomplete Information**\
   Accept that complete data may not always be available. Planning should proceed based on sufficient data to avoid costly delays.
5. **Balance Demand and Supply**\
   Align fixed development capacity with evolving business demands through prioritisation, ensuring resources are directed to the highest-value activities.

## Commitment to Process

### **Before the Session**

**What**: Conduct a pre-quarterly planning event to align cross-functional teams with business, platform, and delivery goals.\
**Why**: To ensure readiness regarding organisational context, content, and logistics for a successful planning event.

| Aspect             | Questions for Readiness                                                                      |
| ------------------ | -------------------------------------------------------------------------------------------- |
| **Organisational** | Are all teams prepared with necessary documentation (vision, roadmap, etc.)?                 |
| **Content**        | Is there a common understanding of priorities and has the necessary information been shared? |
| **Logistic**       | Do we have the required tools and materials to support planning?                             |

### **During the Session**

#### **Day 1**:

* **Review Last Quarter**: Evaluate achievements, lessons learned, and stakeholder feedback.
* **Vision & Strategy**: Clarify platform vision and set SMART objectives.
* **Dependencies**: Identify dependencies across people, products, time, funds, and tools.
* **Solution & Architecture**: Assess the current state of solutions and foundational work required.
* **Releases**: Outline planned releases and their impacts.
* **Team Breakouts**: Teams present draft plans for feedback and validate priorities with stakeholders.

#### **End of Day**:

* Reflect on insights and adjustments needed regarding vision, scope, and resources.

#### **Day 2**:

* **Roadmap Adjustments**: Review and refine plans based on feedback.
* **Risk Identification**: Address dependencies and risks using the ROAM framework (Resolved, Owned, Accepted, Mitigated).
* **Objectives**: Set stretch objectives and score them based on business value.
* **Confidence Voting**: Assess team confidence in plans using a Fist-of-Five vote.

**Try**: Conduct an event retrospective to identify what went well and what needs improvement.

***

### **After the Session**

* Define the release scope for the next time box.
* Ensure a shared understanding of objectives and program risks.
* Conduct a retrospective to gather insights and improve future planning processes.

***

## **FAQs**

* **Why is planning necessary in a fast-paced environment?**\
  Planning provides a framework for alignment and prioritisation, even amidst rapid changes.
* **How can we streamline the process to enhance value?**\
  Focusing on essential objectives and facilitating effective communication can make the planning process more efficient and impactful.