One thing is becoming very obvious.
The teams getting the most value from AI usually already had good engineering and agile fundamentals in place beforehand.
Clear goals.
Fast feedback.
Shared understanding.
Good collaboration.
The tooling builds on that foundation. #Software #Agile #AI

»5 Quick Reads for the Agile Coach« https://bobgalen.substack.com/p/5-quick-reads-for-the-agile-coach #Agilist.in #Agile #Change #Lean #Kanban #Scrum

Micromanagement is not a personality trait. It's a symptom.

It means your organization never built the structures, clarity, or trust that would make it unnecessary.

#agile #leadership

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MICROMANAGEMENT IS A SYMPTOM

"If teams self-organize, do we even need leaders anymore?"

Yes. More than ever.

But the role changes completely: from moving pieces on a board to creating conditions for the pieces to move themselves.

#agile #leadership

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CHESS PLAYER OR GARDENER

Rails 8 现代单体架构实战: 现代 Rails 之道进阶指南 by Xiaofeng Yuan is a new release on Leanpub!

你不需要为了用户体验而牺牲开发体验。

Rails 8 为单体架构（Monolith）的概念注入了新的生命力。

这就是现代单体架构（Modern Monolith）……

Link: https://leanpub.com/therails8modernmonolithinaction

#books #ebooks #newreleases #leanpublishing #selfpublishing #ruby_on_rails #ruby #software_architecture #agile #test_driven_development

Modern Manual Software Testing: Embracing the Oxymoron by Jay Graham is free with a Leanpub Reader membership! Or you can buy it for $8.00! https://leanpub.com/mmstbook #automated_software_testing #testing #software #agile #agile_business_leadership

AI is changing software development, but it’s mostly amplifying existing team behaviours.
Strong teams often get stronger.
Disorganised teams often create bigger messes, faster. #Software #Agile #AI

Renaming your teams 'Squads' didn't help, did it?

The Spotify Model's famous org chart was never the point. It was a snapshot of one company's culture: autonomy, psychological safety, continuous improvement. Spotify themselves moved on years ago.

Most adoptions skip straight to the labels. Easier than building trust and alignment.

Structure without culture is just a reorg with fancier names.

#Agile #TeamCulture

https://agilepainrelief.com/blog/the-spotify-model-of-scaling-spotify-doesnt-use-it-neither-should-you/?utm_source=mastodon&utm_campaign=archive-reshare

The Agile Manifesto says: sustainable pace, maintained indefinitely.

Some organisations celebrate crunch time as commitment.

Someone didn't read the Manifesto.

#agile #development #crunch

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CRUNCH TIME IS NOT COMMITMENT

Vibe Coding is just Waterfall with better marketing.

You specify upfront, let the machine run for hours, come back to check what came out. Sound familiar?

The feedback loop is still missing. The waste is still there. It's just faster waste.

#agile #ai

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VIBE CODING IS WATERFALL

Organisational Dysfunction of the Day

Change agents of the status quo

Context: The organisation is struggling with its agile transformation. Teams are frustrated, delivery is slow, and the gap between the agile principles on the wall and the daily reality is hard to ignore. Leadership responds by bringing in agile coaches. Sometimes it is an external consultant. Sometimes it is a team lead who rebrands as a servant leader or agile enabler, sensing that the old role needs a new name to survive. The coaches run workshops, facilitate retros, introduce new ceremonies, and work hard to make things better. The teams appreciate the attention. Things improve slightly at the edges. The fundamental structure does not change. A year later, the same problems are present in slightly different forms. New coaches are brought in.

OST explains: Agile coaches are hired by management, which means the coaches who survive in the role are those comfortable operating within DP1. Those who challenge the structure too directly lose the engagement. Over time, the role selects for people skilled at making DP1 more bearable, not at replacing it. The coach becomes a buffer: absorbing frustration from the teams, translating it into something leadership can accept, and returning something that resembles a response. The energy that might have driven structural change is consumed in the process. For team leads and managers who sense that DP2 threatens their position, coaching offers a way to remain relevant, embracing the language of empowerment and self-management while preserving the hierarchy that sustains their career. When they cannot do it themselves, they hire consultants who can do it for them. The result in both cases is the same: a DP1 organisation with a DP2 vocabulary, which is laissez-faire. The coaches are not the villains here. They are the rational product of a system that needs the appearance of change more than it needs change itself. As Gerald Weinberg observed, organisations are perfectly designed to get the results they get.

#OpenSystemsTheory #SocioTechnical #OrgDesign #agile

Top Links A Developer’s Guide to Managing Models, Cost and Quality in Microsoft Foundry (Naomi Moneypenny) Chris “Woody” Woodruff: AI-Assisted Software Architecture - AI DevOps Podcast Episode #405 (Jeffrey Palermo) VibeOS - Fully Hallucinated Operating System (Scott …

Es gibt viele Sichtweisen, was sich nun mit AI in der agilen Arbeit verändert bzw. verändern könnte. Hier ist eine:

https://rogernoden.com/2026/06/ai-moved-the-bottleneck/

#AgileAI #Agile