I agree with the author that ideally, you plan only the next sprint. Unfortunately, I'm afraid this doesn't survive the real world, unless you're a small consu

I agree with the author that ideally, you plan only the next sprint. Unfortunately, I'm afraid this doesn't survive the real world, unless you're a small consultancy w/ a great relationship w/ your client, or you're doing work on your own. A company that is any larger cannot afford to rely only on collaboration, it's impossible to have entire teams collaborate w/ each other since the communication overhead explodes [1]. I don't think you can make everybody converge down the line without some planning ahead and definition of some contracts. Another situation is if you have any kind of external deadline (e.g. regulated companies). You can't answer with "we'll figure it out, trust me", you need a plan - even if you happen to have to change it. The point of the Agile Manifesto was responding to change OVER following a plan - not that you shouldn't have a plan in the first place. [1] https://en.wikipedia.org/wiki/Brooks%27s_law https://en.wikipedia.org/wiki/Brooks%27s_law