The Planning Onion
The planning onion describes how planning happens at several layers, each with a different time horizon and level of detail. Like an onion, the outer layers set broad intent, while the inner layers deal with near‑term decisions. Each layer informs and constrains the next, and feedback from the centre updates the outside.
The Metaphor
The outer skin represents strategy, where vision, value themes and measurable outcomes are defined for the organisation. Moving inward, the portfolio layer selects and sequences initiatives to deliver that strategy. The release layer shapes customer‑facing increments across multiple Sprints. The iteration layer is the Sprint itself, where the Scrum Team commits to a Sprint Goal. At the core sits daily planning, where the team adapts its plan in small steps to meet the Sprint Goal. Detail increases as you move inward; uncertainty reduces.
Levels Of Planning
Strategy sets direction across horizons of quarters or years. It clarifies target customers, competitive position, value hypotheses and success measures. It frames what not to do and establishes guardrails such as budgets and risk appetite.
Portfolio planning translates strategy into a balanced set of initiatives. It orders the Product Backlog at the initiative level, manages capacity across teams, exposes dependencies and uses lightweight business cases. Decisions here use evidence from delivery, such as throughput and value realised.
Release planning groups Product Backlog items into coherent Increments aligned to outcomes, often spanning several Sprints. It offers a forecast, not a promise, using ranges and probabilistic dates. It identifies enabling work, risks and test strategy, and sets expectations with stakeholders.
Iteration planning happens in Sprint Planning, a Scrum Event where the Product Owner presents the ordered backlog and the Scrum Team crafts a Sprint Goal. The Sprint Backlog becomes the tactical plan.
Daily planning occurs in the Daily Scrum. The Scrum Team inspects progress toward the Sprint Goal, adapts the plan, manages flow, and makes work visible. Small re‑plans keep the Sprint on track and expose impediments quickly.
Connecting The Layers
Information flows both ways. Strategy and portfolio provide purpose and constraints to releases and Sprints. Delivery evidence from Daily Scrum, Sprint Review and Sprint Retrospective updates release forecasts, reshapes the portfolio and can even steer strategy. Artifacts connect the layers: the Product Backlog carries strategy as ordered work; the Sprint Backlog expresses the current tactical plan; the Increment provides the inspected evidence that funds the next decision. Cadences interlock, with portfolio and release reviews timed to follow Sprint Reviews so decisions can use fresh data. Treat plans as options that become firmer as you move inward, and use empirical feedback to revisit assumptions at every layer.