Great product owners operate on the principle that “all plans are imprecise and will be proven wrong.” They also know that the further out into the future a team is planning, the greater the degree of inaccuracy. But even though a plan is destined to be wrong, it can still be useful. And often, merely the act of planning as a collaborative team, and the learning that happens in that space, is more valuable than the actual artefact of the plan.
