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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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Martin Fowler Agile By Martin Fowler

Principles for effective slides

Not every presentation needs slides, but when they earn their place, they work as a visual channel that complements the speaker rather than replacing them. Sumeet Gayathri Moghe sets out the principles that follow from that idea — control over the rate of knowledge exposition, tight coupling between slides and speaker, minimalism by default, visuals that say more than words can, and never sending your slides out in advance. more…

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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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Martin Fowler Agile By Martin Fowler

Bliki: Sensible Default

A Sensible Default is a practice that, absent some overriding context, should be used when carrying out a certain kind of task. In software development such sensible defaults might include things like “use version control”, “separate UI logic from domain logic”, “automate deployment pipelines”. The term “sensible default” is a deliberate contrast to “best practice”. Folks dislike calling things “best practice” because that term implies a general presumption that the best practice is something we should always expect to do. A “sensible default”, however, is something that should be reassessed i

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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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