In Agile we say planning is good, plans are bad. The problem with a plan is that it is a fixed view of something that is difficult to predict all the changes and issues which are likely to affect it. The longer the timescale the less precise the plan becomes.
In agile projects we plan all the time, but we plan with different views and differing levels of details. At its widest we have a release plan, made up of all the stories we intend to deliver and roughly split into iterations, prioritised by the customer so that the iterations closest to us in terms of time contain the highest priority, most important items
However, while the release plan gives us an indicative date of the end, it really confirms in detail what we are delivering over the next 2 or 3 iterations and what we can possibly deliver in the rest, but with the assumption that things will change and the customer can change the order and content of any iteration.
Our iteration plan gives us the detail of what we are currently working. Its confirmed in the iteration planning session in which the whole team, including the customer sign up contents and basic the amount of work on “yesterdays weather”, the amount of work which was achieved in the previous iteration.
We don’t have a day plan as such, but our story board/wall gives us the details of the tasks we are currently working on. What is pending, what is in progress, what is resolved and what has been agreed and therefore closed by the customer.
Where Agile is being used for multiple projects, we may combine release plans into programme plans or even strategy plans showing how many projects ( each releasing their own value ) are combined to release further value. In this way agile projects can often become greater than the sum of the parts.