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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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Scrum.org Agile By Sanjay Saini

Your Sprint Has Fewer Hours Than You Think: Sprint Capacity in the Age of AI Agents

Image Most Scrum Teams don't miss their Sprint forecast because they estimate badly. They miss it because they plan against hours that never existed.Picture a Sprint Planning I have watched play out, in one form or another, in dozens of organisations. Five Developers. A two-week Sprint. Someone at the whiteboard does the quick maths: five people, ten days, six focused hours a day. "We have 300 hours." Heads nod. The Product Backlog items get pulled in until the number feels full.Ten days later, at the Sprint Review, three items are not Done. Nobody slacked off. Nobody estimated wildly wrong. T

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Scrum.org Agile By Mehdi Hoseini

🎉 Published: Scrum Team Magazine - October 2026 - Issue #2

Image Click here to read and download the magazine. The first high-quality magazine for the Scrum world is now live. This is the second issue, October 2026.WHY SCRUM TEAM MAGAZINE? Many sectors like jewellery, watches, decoration, film, and fashion already have their own exquisite, luxurious, high-quality publications, yet the Scrum community has no such equivalent. To address this, I have decided to create a publication that not only meets but exceeds the expectations of Scrum professionals. Something that significantly raises the bar. My goal is to produce a magazine that serves those who de

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Scrum.org Agile By Steven Deneir

Nobody Owns Whether it Worked.

Image Release day. The feature goes out, the team channel fills with rocket emoji, the demo lands well, and someone says "great job, everyone." Monday, the next thing starts. Three months later, in some steering meeting, somebody asks the question: did that feature actually change anything? Silence. Then the honest answer, in its usual costume: "We'd have to pull the numbers." Nobody pulls the numbers. The meeting moves on, and so does everyone else. Here's the tell. On your team, delivery has everything: a date, an owner, a checklist, a party. The result has nobody. No name attached, no momen

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Scrum.org Agile By Mary Iqbal

5 Things the Product Owner Shouldn’t Be Doing

Image Product Owners are accountable for maximizing the value of the product. That means setting direction, establishing the Product Goal, and ordering the Product Backlog around what matters most.But accountability doesn't mean doing everything yourself. Great Product Owners delegate work that others can do so they can protect their time for strategy.The Product Owner owns the direction and desired outcomes. The Scrum Team determines how those outcomes get delivered.Great Product Owners know what to own and what to delegate. Here are 5 places to start.1.) Don't be the team's copy editorI once

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Scrum.org Agile By Yuval Yeret

AI Made Engineering Faster. Why Not The Business?

Originally published on yuvalyeret.com.Why More AI Activity Is Not Showing Up In The BusinessYou can 10x engineering and still not 10x the business.AI agents are getting very good at coding, debugging, test generation, documentation, and a lot of engineering activities. That is real in many organizations. But if engineering was not the constraint to begin with, or now stops being the constraint because of these improvements, faster engineering output may just create more work waiting somewhere else. The leadership question is changing from "how do we make teams faster?" to "where does this spe

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Scrum.org Agile By Mehdi Hoseini

How I Enriched The PSM Class For New Scrum Masters

Learning from the PSM class alone is not enough for New Scrum Masters. To effectively apply their knowledge in the field, they require extra, enriched content and support. So, let’s explore how I enriched the PSM class. Image Imagine you join a PSM class and you learn a lot from it. However, the day after the class, you suddenly feel alone. You don't know where to start. You don't know which steps you should take first to best serve your Scrum Team.This is the reason that I decided to enrich my PSM class. I want my students to leave the class with an exceptional experience of learning and seve

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Scrum.org Agile By Stefan Wolpers

The Jobs Matrix for AI: Four Boxes Instead of Forty Tools

TL;DR: A 2×2 Matrix on AI for Agile PractitionersYou probably think making sense of AI means keeping up with every new tool, agent, and pricing tier. Steve Jobs faced a similar mess at Apple in 1997, with a dozen versions of the Macintosh, and he fixed it with a two-by-two grid on a whiteboard. Almost 30 years later, the “Jobs Matrix for AI” sorts the AI tool market and, more usefully, the AI use cases of Scrum Masters, Product Owners, Agile Coaches, and anyone else in agile product development.Replace Consumer and Pro with Team and Organization, and Desktop and Portable with Chatbot and Agent

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