HKSM

Conduct Release Planning is the collaborative Scrum process to forecast what valuable increments can be delivered in a release, when they can be delivered, and under what acceptance and readiness criteria, using prioritized backlog, capacity, and risk insights.

Purpose & When to Use

Release Planning aligns the Product Owner, Scrum Team, and key stakeholders on a realistic set of outcomes for an upcoming release. It sets a clear release goal, target timeframe, and a forecast of which high-value backlog items are likely to be delivered, plus the go/no-go criteria for releasing.

Use it at the start of each release window or major milestone and revisit after every Sprint Review to refine scope, dates, and risks based on empirical results.

Mini Flow (How It’s Done)

• Prepare Inputs: Product vision and goals, prioritized Product Backlog, definition of done, non-functional needs, compliance constraints, known dependencies, risk register, and historical or forecasted velocity/capacity.
• Kickoff & Goal: Product Owner states the release objective, time horizon (e.g., 3–5 Sprints), budget or date constraints, and success metrics.
• Refine & Estimate: Team clarifies high-priority items, updates estimates, and identifies spikes or enablers. Adjust ordering to maximize value under constraints.
• Capacity & Cadence: Assess team availability per Sprint, holidays, skills, and shared resource constraints. Decide the number of Sprints within the release window.
• Build the Forecast: Tentatively map backlog items to Sprints, include integration, testing, and hardening tasks, and add risk buffers. Note cross-team and external dependencies.
• Acceptance & Readiness: Define release-level done criteria, quality gates, non-functional thresholds, support/training needs, and compliance checks for go/no-go decisions.
• Validate Trade-offs: Review with stakeholders, negotiating scope-date-budget trade-offs. Document assumptions and explicit exclusions.
• Communicate & Track: Publish the Release Plan, baseline a Release Burndown/Burnup, and agree to inspect and adapt after every Sprint Review using actual velocity.

Quality & Acceptance Checklist

• Clear, measurable release goal and success metrics are defined.
• Top-value backlog items refined enough to forecast at the release level (not full Sprint detail).
• Capacity and empirical velocity used; holidays and constraints considered.
• Dependencies, integration needs, and external handoffs identified and sequenced.
• Risk analysis completed with explicit buffers and mitigation actions.
• Release-level definition of done and non-functional thresholds agreed.
• Compliance, security, data, and support readiness included in the plan.
• Initial Release Burndown/Burnup established; plan to reforecast after each Sprint Review.
• Trade-offs and assumptions documented; communication plan confirmed with stakeholders.

Common Mistakes & Exam Traps

• Treating the release plan as a fixed contract; in Scrum it is a forecast that must be updated empirically.
• Confusing release planning with Sprint Planning; release planning sets a multi-Sprint forecast, not daily tasks.
• Overcommitting by using ideal velocity instead of actual or prudent forecasts.
• Ignoring integration, non-functional requirements, or compliance activities until the end.
• Not accounting for cross-team dependencies or shared resources.
• Failing to include risk buffers and spikes for uncertainty.
• Skipping stakeholder validation of scope-date-budget trade-offs.
• Not revisiting the release plan after each Sprint when velocity or priorities change.

PMP/SCRUM Example Question

Midway through a planned 4-Sprint release, the team’s actual velocity is 20% lower than forecast. What should the Product Owner do first?

1. Extend the release by one Sprint to preserve scope.
2. Remove lower-value items immediately without consulting stakeholders.
3. Reforecast the release using the new empirical velocity and discuss scope/date trade-offs with stakeholders.
4. Ask the team to work overtime to hit the original plan.

Correct Answer: C. Reforecast with actual velocity and facilitate a conversation on scope or date changes; the release plan is a forecast that must adapt to evidence.