"Planning better" is a hugely valuable thing, if you can pull it off. You'll end up with less pressure, happier stakeholders, and less frustration with your own

"Planning better" is a hugely valuable thing, if you can pull it off. You'll end up with less pressure, happier stakeholders, and less frustration with your own output. Even in a purely selfish better-for-the-team way: an accurate plan and capacity projection (relatively - if you have bosses who expect perfection here, that'll bit you) makes a great input into decisions about headcount, hiring, and project allocation. If you can't plan well enough to know you need to ask for help, you're screwed. Agile as I've seen it in the wild is easy to twist into "plan more verbosely" instead of "plan better," though. The most recent way I've seen this manifest is coming into a team that planned out each ticket in great detail when it came to execution - gotta maximize that committed/completed ratio - but invested very little in making sure they were planning the right thing. Someone would ask for something, it would become a ticket. But whether or not that was the right thing short-/medium-/long-term? That's a conversation that didn't have anywhere to happen. Another is confusing "producing more estimation artifacts" (subtasks, hour allocation, etc) with "investing the right amount of time in planning." Going from a 30 second story point estimate to a 2 minute subtask breakdown in sprint planning isn't what it takes to make an accurate estimate for a project.