At an enterprise level, stakeholders expect set dates to complete certain features/epics, how do you communicate dates to them while still maintaining agility to pivot? especially when it's a date 6-12 months into the future.

did a similar question some time ago, glad to see what i proposed is pretty close to what you guys recommend, the PO had no clue what to do, i suggested to create a roadmap with goals, every goal had an explanation and a set of proposed features that could direct us to achieving that goal, we still have a hard time estimating "when" we expect to deliver them, but i honestly don't expect much from this kind of estimatives.

I love the idea of a product wall! A clear current product goal and (potential) future product goals. Red strings for dependencies.

We have OKRs (Objective and Key Results) which is kind of roadmap. OKRs are created for every quarter towards which a scrum team works. Every sprint goal has to be aligned with OKR and we review it every sprint.

🙏🙏🙏You hit the nail on the head. My thoughts exactly. I consider the backlog as the road map. What more do they want? It should have some estimates during the refinement

Thank you tm and rr. I had a similar idea of working with the po and understanding key business stakeholders to come up with a road map with features and sprint goal mapped. This is insightful. Sprint review was a good place to walkthrough the road map of forecast and goals

Can you have an episode that describes how to organize the product backlog items such as Epic, Features, Stories? Thanks in advance.

Really good conversation. I actually asked for a roadmap of the organizational Agile transition in a previous org, but that never happened. I think a roadmap (or your suggestions like story mapping) would have alleviated some of the anxiety and concerns of the workforce. We found that any forecasts made about the Agile transitions were way off anyway. In one project, we effectively had a 2 year release plan on PowerPoint. It was a bit Waterfallish, but I knew chunks of work were subject to change especially for work way out there. I actually liked that better before they moved to JIRA more because they didn’t setup the tool to account for major chunks of work.

Thanks for another insightful episode! 👍🏼 Q. What is the difference between forecasting and committing while doing the Sprint Planning? What will happen if we interchange these terms?

very nice