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Scrum.org Agile By Ralph Jocham

SAFe Didn't Scale Agile. It Scaled Bureaucracy.

Image Gary Hamel spent decades asking why large organizations become rigid, slow, and hard to work inside. His diagnosis is simple: bureaucracy is not a symptom of poor management. It is a design, and its purpose is control, not the creation of value. I have been watching this design operate inside enterprise product teams since 2010, and one of its most successful recent forms wears an Agile badge.The teams that struggle most are rarely short of process. They have Release Train Engineers, quarterly PI Planning, Portfolio SAFe layers, and Agile coaches in numbers that would surprise most start

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Scrum.org Agile By Stefan Wolpers

📺 How to Catch AI Delegation Drift Before Your Board Does

TL;DR: The AI Delegation Audit Webinar RecordingWhen AI-assisted output still looks fine, it is tempting to conclude the delegation is fine. In my October 6 webinar with Scrum.org on the AI Delegation Audit, I walked through a fictional case in which that belief held for months, then fell apart in a board meeting, and showed the check that would have caught it. Image Thesis: The AI Delegation Audit is a 45- to 60-minute review in the A3 Delegation System, run like a Sprint Retrospective, that checks whether a team’s AI delegations still hold; the post explains its four checks with a fictional

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Scrum.org Agile By Simon Flossmann

Der Kobra-Effekt in der KI-Transformation: So misst du den Erfolg deiner KI-Strategie, ohne den Fehler zu wiederholen, an dem schon Agile-Transformationen gescheitert sind

Seit Jahresbeginn begleite ich ein Unternehmen bei der Einführung von KI. Wie du dir denken kannst, dreht sich ein großer Teil meiner Arbeit um eine Frage:Woran lässt sich der Erfolg der KI-Transformationen festmachen?Die Antworten ließen mich aufhorchen:„Jeder Mitarbeiter nutzt in der täglichen Arbeit KI.“„KI-Tools liefern 95 % Genauigkeit bei allen Ergebnissen.“„Die Tokennutzung in der Entwicklung steigt um 25 %.“Moment mal, diese Sätze kenne ich doch schon:„Alle Teams arbeiten nach Scrum.“„95 % der geplanten User-Stories wurden umgesetzt.“„Entwicklerteams liefern 25 % mehr Velocity.“Erst Sc

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Scrum.org Agile By Steven Deneir

Your Framework Isn't Broken. Your Fundamentals Are.

Image You've done the reorganization. You've swapped the framework, maybe more than once. Scrum, then a bit of SAFe, then something homegrown. New ceremonies, a new tool. And the same problems came back. The status that was green until it snapped. The retro that produces conversation and no change. The decision that got made properly in the meeting and then unmade in the hallway. The team that waits more than it works. The release nobody checks on. If you've been reading along these past weeks, you've met all five. And here's the thing they have in common: not one of them was caused by the fra

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Scrum.org Agile By Martin Hinshelwood

The Role of Agency in Scrum: Why Self-Management Without Agency is a Lie

Originally published on Engineering Leadership.Scrum is often misunderstood as a set of ceremonies or a lightweight project management method. It is neither. Scrum is a social technology built around the ethos of Agile, enabling teams to deliver adaptive solutions in complex environments. At its core lies a fundamental, non-negotiable requirement: self-management.But self-management is not simply a label you apply to teams. It demands something deeper and harder: real agency.Without agency, Scrum collapses into shallow ritual. Without agency, accountability is performative, not real.Without ag

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Scrum.org Agile By Sanjay Saini

Scrum Day India 2026 Recap: Scrum Teams in the Age of Autonomous Agents

Image On Saturday, 26 September 2026, Scrum practitioners gathered at To The New in Sector 144, Noida, for Scrum Day India 2026. The theme was Scrum Teams in the Age of Autonomous Agents.For the last two years, most conversations about AI in Scrum have been about assistance: a better first draft of a user story, a faster summary of a Sprint Review. This year's sessions started from a different place. Agents now pick up Product Backlog items, run checks, and produce Increments alongside the humans on the team. So the question was not whether Scrum still works. It was what Scrum Masters, Product

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Martin Fowler Agile By Martin Fowler

Fragments: October 4

In response to my last fragments (probably the bit about us worrying if LLMs have consciousness when we when we should be wondering why they don’t have a conscience) “Metalanguage” replied: we shipped the id and forgot the superego. classic software lifecycle. I don’t know what was on their mind, but their post immediately made me think of the classic 1956 movie Forbidden Planet. Plenty of sci-fi, and other literature, have explored humans creating technology with unintended behavior, going back at least to Mary Shelly. But that movie was particularly influential on sci-fi film-making and in t

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Scrum.org Agile By Mary Iqbal

5 Things the Scrum Master Shouldn’t Be Doing

Image I love being a Scrum Master. What I love about it is helping a team accomplish something and honestly just making Developers' work lives as hassle-free as possible. I love working with smart people and seeing them accomplish amazing things.As a Scrum Master, most of us want to help. But sometimes we think we are helping when we’re actually hurting the team.As a case in point, when I was a new Scrum Master, I was looking for how to add value to the team. So, I observed that submitting security and access requests was an annoying administrative job for the Developers. I suggested that I co

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Scrum.org Agile By Dominik Maximini

Outcome-Based Leadership in Project Management: Measuring What Really Matters

Image The ContextI once led a software development program with more than 100 developers and several project managers. The projects were strategically important for the company, and expectations from upper leadership were high.Officially, the organization was working with Scrum. In practice, however, the organization was following a waterfall approach. Upper leadership was not satisfied with the program's performance. Project managers were also under increasing pressure to improve their individual performance.My mission was clear: get the program back on track and help the project managers rea

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Scrum.org Agile By Ralph Jocham

Not All Complexity Can Be Processed Away. Fred Brooks Proved This in 1986.

Image Every struggling product organization I sit with arrives at the same prescription: add more process, a pre-sprint refinement session, a mid-sprint review, more documents, more sign-offs, better status visibility. I have watched this pattern since 2010, and it almost never works. Most of what those organizations are dealing with cannot be fixed that way.The distinction was drawn by Fred Brooks in 1986, in a paper called "No Silver Bullet," delivered at the IFIP Tenth World Computing Conference. Brooks borrowed the framing from Aristotle, who separated essence from accident. Accidental dif

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Scrum.org Agile By Matthew Hodgson

Does Your Organisation Need an AI Product Owner?

Appointing one person accountable for AI is a sound first step. In an organisation moving to a product operating model, or already running one, the same role puts a dependency and a handoff between product teams and the decisions the model gives them.Most organisations adopted AI before anyone was accountable. Pilots started in several teams at once, and whichever area needed them first bought the licences. When an AI output went wrong, nobody could say who was accountable. In a 2026 BCG survey, half of respondents said their companies lacked clear governance for teams of people and AI, and al

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Scrum.org Agile By Matheus Reis

O Dojo de Product Ownership: Gestão Avançada de Produtos na Era da Inteligência Artificial

A maioria das organizações ainda encara a gestão de produtos como uma linha de montagem: escrever histórias de usuário, alimentar o backlog, acompanhar a velocidade das sprints e torcer para que a funcionalidade entregue gere algum resultado.Essa postura é o teto de vidro do "PO secretário de backlog". No mercado corporativo atual — pressionado por eficiência, corte de desperdício e impacto financeiro —, essa abordagem tornou-se obsoleta.Para construir produtos sustentáveis e liderar negócios com autoridade, o profissional de produto precisa trilhar a disciplina de um verdadeiro Dojo de Produc

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