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Explore Agile, ways of working and practical AI for teams. Find recent articles from six sources, then follow an idea back to its author.

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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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Simon Willison AI for Teams

We're going to need default hard budget caps on pretty much everything

Here's a product feature which the world is going to need a whole lot more of over the coming months and years: default hard budget caps. I'm talking about the feature of pay-by-usage services and APIs that lets you say "after $X/month, cut this thing off and return errors". These need to be hard limits. Soft caps, "after $X/month, send me a warning email", will not cut it. Coding agents, and personal agents (coding agents wrapped in a less threatening UI), greatly reduce the friction of spinning up code that can do useful things. Sometimes those things cost money - calls to paid APIs, or host

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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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Scrum.org Agile By Chris Lukassen

The printing press didn't make you an author

In 2010 a Spanish civil servant named Joaquín García was called up on stage to receive an award for two decades of loyal service at the water board in Cádiz. There was one problem. When his boss went into the crowd to hand over the plaque, nobody could find him. As it turned out, García hadn't shown up for work in six years. Two departments each assumed the other was supervising him. He collected his full salary, roughly €37,000 a year, to do precisely nothing, and for six years not one person noticed (Euronews, The Local ES).It's a funny story. It's also a diagnosis. For twenty years, compani

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Scrum.org Agile By Mehdi Hoseini

If I Wanted To Write A New Scrum Guide

Image Scrum Guide 2020 is the latest version, nearly six years old. Over the past 6 years, the market has changed enormously, especially with the rise of AI. With millions of people using Scrum worldwide over the past 6 years, I am sure there is a lot of feedback that needs to be incorporated into Scrum. So, I strongly believe it is time to write a new version of the Scrum Guide. Here are my main suggested changes if I were to write the Scrum Guide 2027:#1- Clarity on Accountability, Responsibility, and Role In the Scrum Guide 2020, we have this sentence:“Scrum defines three specific accountab

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Scrum.org Agile By Matthew Hodgson

Your AI agents can deliver; Scrum is what governs them

Scrum governs three things: who decides what gets built, what counts as finished, and how the rules change when they stop working. For eighteen months, I have been Product Owner of a Scrum Team of eight AI agents, the Relentless Raptors. At our current token budget, the team completes roughly 10 times as many Product Backlog items in a one-week Sprint as a human team would (Hodgson & West, 2026a). Capacity stopped being the constraint long ago, and governance is now the only thing keeping the output pointed at the Product Goal.Agents have no informal channelsHuman teams compensate for weak gov

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Scrum.org Agile By Steven Deneir

Fourteen Ways to Stop Lying to Yourself: the Wizard's Rules in One place

Fourteen Wizard’s Rules ago, this series made a claim: most agile failures aren’t failures of process, they’re failures of honesty. An organization rarely breaks because it skipped a ceremony. It breaks because it avoided a reality, protected a story, or kept doing something nobody could justify, and dressed all of it in the language of transformation.Fourteen Rules later, the claim has had its say. And the strange thing, looking back across all of them, is how little of it was ever really about agile. Goodkind wrote these for wizards and wars. They turned out to describe steering committees a

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Scrum.org Agile By Stefan Wolpers

Die Jobs-Matrix für KI: 4 Felder statt 40 Werkzeuge 🇩🇪

In Kürze: Eine 2×2-Matrix zu KI für agile PraktikerVermutlich glauben Sie, dass Sie KI nur verstehen, wenn Sie mit jedem neuen Tool, jedem neuen Agenten und jedem neuen Preismodell Schritt halten. Steve Jobs stand 1997 bei Apple vor einem ähnlichen Durcheinander, nämlich einem Dutzend Versionen des Macintosh, und er löste es mit einem Raster aus zwei mal zwei Feldern auf einem Whiteboard. Fast 30 Jahre später ordnet eine ähnliche Matrix den Markt für KI-Tools und, was nützlicher ist, die KI-Anwendungsfälle von Scrum-Mastern, Produktmanagern, Product-Ownern, Agile-Coaches und allen anderen, die

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Scrum.org Agile By Dave West

The New SDLC From Google Has a Harness. It Doesn't Have a Team.

Image 85% of professional developers now regularly use AI coding agents. Forty-one percent of new code is AI-generated. Those numbers come from Google's own May 2026 paper, The New SDLC With Vibe Coding, the numbers themselves are interesting but not as interesting as how those people should work. Addy Osmani, Shubham Saboo, and Sokratis Kartakis have written the clearest account I've seen of what happens to software engineering once you stop writing syntax and start expressing intent. Their central equation, Agent = Model + Harness, seems sensible, and their instinct to blame the harness befo

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