# Scrum Published articles for Scrum. This is one page of public article previews, not the complete archive. Follow Next page to continue. Summaries are not the original full articles. ## Beyond Autonomous Teams in Software Product Development DevFeed: [Beyond Autonomous Teams in Software Product Development]() Original publisher: [Read original article]() Author: Ben Linders Published: 2026-09-10T10:29:00Z Content type: news Language: en Sources: [InfoQ]() Topics: [Self-organizing Team](), [Software Engineering]() Tags: [agile-conferences](), [autonomous](), [autonomous-software-teams](), [business-value](), [complex-systems](), [complexity](), [conference](), [culture-methods](), [delivering-value](), [management](), [networking](), [news](), [product-development](), [scrum](), [self-organizing-team](), [teamwork]() ### AI overview A conference talk argues for moving from product-focused autonomous teams to value centers, with organizational design shaped by value and its dependencies. It frames agency and coherence as a trade-off and uses the Viable Systems Model to suggest five questions for teams. ### Source excerpt Autonomous teams are an article of faith in modern software development. The shape of our value determines what we can do; it determines our trade-offs between agency and coherence. We all have a purpose, and we all have agency to do something, hence the suggestion is moving from product focus to value center thinking. By Ben Linders ## What Is an Agile Coach? Key Responsibilities and Business Impact DevFeed: [What Is an Agile Coach? Key Responsibilities and Business Impact]() Original publisher: [Read original article]() Author: ANTONIA MCCULLOUGH, AGILE COACH @ TOPTAL Published: 2026-08-31T04:00:00Z Content type: article Language: en Sources: [Toptal Blog]() Topics: [Agile](), [Self-organizing Team](), [software-development]() Tags: [agile](), [business](), [collaboration](), [development](), [guide](), [leadership](), [management](), [project-management](), [scrum](), [software-development]() ### AI overview A guide to the Agile coach role, covering its responsibilities, organizational impact, differences from Scrum masters, consultants, and project managers, and the skills needed to support Agile practices across teams and departments. ### Source excerpt Navigate the evolving world of Agile coaching with this comprehensive guide. From responsibilities and skills to business impact, explore what the role looks like today and what it takes to succeed. ## Why teams can create more impact by stopping work estimates DevFeed: [Why teams can create more impact by stopping work estimates]() Original publisher: [Read original article]() Author: David Pereira Published: 2026-07-09T12:45:21Z Content type: opinion Language: en Sources: [Untrapping Product Teams]() Topics: [Development](), [sessions]() Tags: [development](), [scrum](), [sessions](), [story-points](), [velocity]() ### AI overview The article argues that estimates, story points, velocity, and capacity planning can create false expectations and constrain teams. It describes an experiment removing estimates from a refined backlog to encourage smoother collaboration and greater focus on value. ### Source excerpt How teams maximize impact without wasting energy sizing work. ## How Virgin Atlantic ships faster with Codex DevFeed: [How Virgin Atlantic ships faster with Codex]() Original publisher: [Read original article]() Published: 2026-05-22T00:00:00Z Content type: article Language: en Sources: [OpenAI News]() Topics: [codex](), [App](), [test-coverage](), [Code](), [Front end](), [Figma]() Tags: [app](), [code](), [codex](), [developers](), [engineering](), [figma](), [scrum](), [test-coverage]() ### AI overview Virgin Atlantic used Codex to deliver a revamped mobile app during the Christmas travel rush, achieving near-complete unit test coverage and zero P1 defects at launch. The team also used Codex to accelerate legacy-code refactoring and build a front-end application from a Figma prototype. ### Source excerpt How Virgin Atlantic used Codex to ship its revamped mobile app on a fixed holiday travel deadline, reaching near-total unit test coverage and zero P1 defects. ## Fitting Scrum for Software Development -- Part II DevFeed: [Fitting Scrum for Software Development -- Part II]() Original publisher: [Read original article]() Author: Egor Savochkin Published: 2025-02-27T14:06:58Z Content type: tutorial Language: en Sources: [Booking.com Development - Medium]() Topics: [Agile](), [Development](), [Software Engineering](), [software-development]() Tags: [agile](), [development](), [engineering](), [programming](), [scrum](), [software-development](), [technology]() ### AI overview This article argues that Scrum teams developing software should adapt Scrum while retaining its core principles and integrating strong engineering practices. It focuses on breaking product backlog items into small, value-driven tickets based on acceptance criteria rather than implementation activities, while considering dependencies and clear ticket naming. ### Source excerpt Scrum, AgileFitting Scrum for Software Development -- Part IIBreak down stories like a boss and a few more trickssource Many software teams use Scrum, but it comes with challenges. While it originated in software development, its creators made it broad enough to work across industries. The idea? Teams should adapt and improve it while sticking to core principles. But in reality, that rarely happens. Instead, teams get stuck in rigid processes, perfecting rituals instead of shaping them to fit their needs. Another big consequence is that Scrum emphasises management but overlooks engineering practices. But without strong engineering foundations, it barely works for software development [Fowler09]. In this series, we adjust Scrum to better fit software development, integrating engineering practices where needed. In the first article, we explored how to make daily stand-ups more efficient -- focusing on blockers and tracking only the tickets that matter. We also advised against breaking backlog items into generic tasks like development, testing, or support. We recommended considering a ticket done only after shipping it to production. That likely raised even more questions. How should we break them down instead? With many small, value-driven tickets, how do we ship them despite dependencies? And how can we name tickets in a way that is clear, avoids confusion, and conveys maximum information? Let's tackle those questions. Break down by acceptance criteria. Earlier we talked about tracking value instead of activities. Sounds great in theory, but in practice? Not so simple. Scrum teams work in time-boxed iterations, usually two weeks long. To fit within a sprint, the team needs to break down PBIs (product backlog items) into smaller pieces. And this is where teams often struggle. The easiest -- and most tempting -- way to split work is by implementation activity. This allows for endless breakdowns, right down to a single line of code. But this approach comes with several prob ## Scrum для аналитиков. Как мы построили процессы в Кошельке DevFeed: [Scrum для аналитиков. Как мы построили процессы в Кошельке]() Original publisher: [Read original article]() Author: Ira\_Pilyavskaya (Кошелёк) Published: 2021-07-28T09:12:29Z Content type: tutorial Language: ru Sources: ["Кошелёк" RU]() Topics: [Data Science](), [data]() Tags: [data](), [data-analysis](), [data-science](), [it-230f60ed7bc9](), [scrum](), [tag-4e794c2e1852](), [tag-baf5012a40ff](), [tag-fa773991fb10]() ### AI overview The article describes the specific nature of data analysts' work and explains how the company Wallet adapted Scrum principles into a process for analysts. The adapted processes were tested over a year. ### Source excerpt В этой статье я расскажу об особенностях работы data-аналитиков и поделюсь, как взяла за основу scrum и оставила только каркас, идеологию. Адаптировала в Кошельке процессы, которые успешно прошли тест-драйв длиною в год. Так-так-так ## Running Effective Agile Standup Meetings DevFeed: [Running Effective Agile Standup Meetings]() Original publisher: [Read original article]() Author: Fuzzygroup Published: 2019-11-06T00:00:00Z Content type: opinion Language: en Sources: [Scott Johnson]() Topics: [Agile](), [Self-organizing Team]() Tags: [agile](), [daily](), [effective](), [google](), [management](), [meetings](), [offsite](), [scrum](), [startup](), [team](), [zoom]() ### AI overview A personal account of effective daily Agile stand-up meetings for a team of eight. The recommended practices include starting on time regardless of attendance, scheduling meetings five minutes after the hour, using a consistent meeting URL, and following a simple three-question format. ### Source excerpt So my new gig has moved to doing daily agile standup meetings and while I've done these before, I don't think I've ever seen them done quite so consistently well. And the credit for this goes to my boss, Dave Sifry, who is our lead facilitator. We are a team of 8 people and, so far, we have brought them in at under the scheduled 15 minutes per meeting every time. Here are the techniques that we are using: Start on time. If everyone isn't there, well, the meeting happens anyway. Ideally, if the team lead isn't on time, the meeting happens anyway. Scheduled for 5 minutes after the hour. This allows people in other meetings to make it. A consistent Url. This is the one down side to Zoom - the meeting can't start if the leader isn't present. If we used Google Meet then that wouldn't be an issue. A simple format. A ridiculously simple, fast format: Here's what I'm up to today Here's what I'm stuck on. How can I help anyone else? While I'm generally not a fan of meetings, agile stand ups, done this way, tend to bring developers into line. Even if a developer isn't good with email - or good with text messages - normally they can handle "show up at time X for 15 minutes every day". In closing, while I'm not a huge proponent of heavy weight agile processes (think scrum / agile velocity), I am really enjoying daily stand ups again. Recommended. ## It's not just Standing Up DevFeed: [It's not just Standing Up]() Original publisher: [Read original article]() Published: 2019-01-11T00:00:00Z Content type: opinion Language: en Sources: [Juri Strumpflohner]() Topics: [Self-organizing Team](), [Development](), [Software Engineering](), [dashboards]() Tags: [agile](), [article](), [developers](), [development](), [development-process](), [scrum](), [self-organizing-team](), [software-development](), [software-process](), [standup-meeting](), [talk](), [team]() ### AI overview The article argues that people and organizational practices are at least as important as technical skills in software development. It presents notes on effective daily standups, emphasizing self-organizing teams, work-item-focused discussion, communication, impediment tracking, varied speaking order, suitable timing, and maintaining productivity. ### Source excerpt Lorem ipsum dolor sit amet ## Post-agile process agnosticism DevFeed: [Post-agile process agnosticism]() Original publisher: [Read original article]() Published: 2018-10-25T09:27:38Z Content type: opinion Language: en Sources: [Blog by Michael Dubakov]() Topics: [Agile](), [Development](), [meetings]() Tags: [agile](), [collaboration](), [development](), [kanban](), [management](), [meetings](), [processes](), [scrum]() ### AI overview The article criticizes the commercialization and superficial adoption of Agile, arguing that many organizations practice "Fake Agile" by adding rituals such as stand-ups and sprints without embracing Agile principles. It advocates process agnosticism: programmers should not focus on a process's name unless they have the authority to change it, while those seeking control must engage critically with process decisions. ### Source excerpt with Rick and Morty! ## Team Work Made Simple with Guilds DevFeed: [Team Work Made Simple with Guilds]() Original publisher: [Read original article]() Author: Tauan Zimmermann Published: 2016-03-24T00:00:00Z Content type: article Language: en Sources: [Trivago]() Topics: [engineering-culture](), [Development](), [Web Development](), [Back end]() Tags: [collaboration](), [engineering-culture](), [product-owner](), [scrum](), [team-work](), [teams]() ### AI overview trivago describes adopting guilds to improve collaboration and decision-making among more than one hundred developers across PHP, JavaScript, and UI/UX. The article explains why its previous frontend/backend structure was insufficient and how guilds complement Scrum teams by focusing on how product development is supported. ### Source excerpt How can we organize the collaboration of more than a hundred developers on a wide range of topics? How could they decide about good practices in the company? Those are some questions that drove trivago to give it a try on a different structure: the guilds. ## Target's Dojo Expands Access to DevOps Expertise and Training DevFeed: [Target's Dojo Expands Access to DevOps Expertise and Training]() Original publisher: [Read original article]() Author: Target Brands, Inc Published: 2015-08-14T05:00:00Z Content type: opinion Language: en Sources: [Target]() Topics: [Development](), [DevOps](), [Automation](), [Learning](), [Kafka](), [openstack]() Tags: [agile](), [automation](), [developers](), [devops](), [kafka](), [learning](), [openstack](), [scrum]() ### AI overview Target describes a learning "Dojo" that brings subject matter experts together with project and product teams to expand DevOps skills and make training easier to scale. The dedicated space can support up to 8 or 9 teams at a time. ### Source excerpt At Target we're always looking for ways to move forward in becoming the best omni-channel retailer that we can be. This journey demands that we enable change in most every part of our technology organization. Our culture, delivery model, technology selections, working arrangements and org structures are all levers we can pull to help us be more responsive. A key question that we continually ask ourselves is "how can we move faster"? Introducing change in a large enterprise can take a long time if we don't challenge ourselves to be creative around constraints (like not enough "experts" to go around). Traditional learning approaches might not be fast enough, so we've started acting on some innovative ideas to break down those barriers. While this progress has been great, we've continually been asking ourselves how we could go faster. ###Building Capacity One of the newest things we doing is expanding our capacity for others to learn the new ways of doing things. Since we still have relatively few subject matter experts to go around, we are finding that access to these experts is a constraint that makes it difficult for us to scale the learning process for new teams. To address this constraint, we are standing up a learning "Dojo." The Miriam-Webster dictionary defines a Dojo as "a school for training in various arts of self-defense (as judo or karate)." At ChefConf 2015, Adam Jacobs delivered a very interesting talk titled Chef Style DevOps Kungfu. This presentation talked about building your practice through repetition and development of skills. We needed a place to develop our own special DevOps Kungfu. Cue the Dojo! The Dojo is a dedicated space in which our subject matter experts take up residence for an extended time. This is the home base for automation engineers, advanced Scrum leaders, OpenStack engineers, Chef experts, Kafka engineers, etc. Project teams and product teams looking to leverage these experts to build their own expertise can colocate their teams ## Target FlashBuilds DevFeed: [Target FlashBuilds]() Original publisher: [Read original article]() Author: Target Brands, Inc Published: 2014-11-10T06:00:00Z Content type: article Language: en Sources: [Target]() Topics: [DevOps](), [Agile]() Tags: [agile](), [communication](), [devops](), [flashbuilds](), [process](), [scrum](), [team]() ### AI overview Target describes FlashBuilds, one-day sessions combining two agile sprints, needed participants, and facilitation to address difficult business and delivery problems. The approach aims to improve delivery speed, collaboration, communication, and organizational learning, although some sessions may not produce a finished product. ### Source excerpt At a couple of recent conferences around DevOps (MSP DevOps Days and DevOps Enterprise Summit), Heather Mickman and Ross Clanton from Target explained some high level concepts and actions we're taking to break our mold of working on complex problems. When presented with an opportunity to work differently and challenge our normal delivery of IT assets - from plan to decommission - what would that look like? First, we asked some questions: What can we do to address the barriers within our organization; can we remove that impact on our ability to get things done? What can we do to remove time spent moving from meeting to meeting, often recapping the same discussions that you had in your last meeting 2 weeks ago? What process barriers exist that can be included in the delivery and built as part of the 'service'? And then we asked ... What if we could alleviate all of these problems (and more) all at the same time, all while you build team morale and actually have fun (gasp!) building stuff? What if? Two simple words that can: spark amazing conversations; generate innovation and excitement; challenge the status quo; break through to show how DevOps philosophies break through - even with the big horses. A ton of this post is simply about getting stuff done (GSD) but also to get into some specifics around how we approached fixing a business problem in some new ways - at least for us. So let's embark on some early details around Target's journey to challenge the traditional approaches to get stuff done and take control of the 'how' ... to redefine our working philosophies, principles, and minimize the impact radius of our efforts while still going deep with the teams and persons engaged. Any endeavor such as this has to have a name ... We affectionately call this process FlashBuilds! What is a FlashBuild?! Glad you asked! FlashBuild: A one-day session that includes 2 agile sprints, all the smart people that you need to build stuff, a facilitator, and a whole lot of positive focus ## An Opinion on Agile Practices, Meetings, Iterations, and Testing DevFeed: [An Opinion on Agile Practices, Meetings, Iterations, and Testing]() Original publisher: [Read original article]() Published: 2013-04-01T15:41:57Z Content type: opinion Language: en Sources: [Blog by Michael Dubakov]() Topics: [Agile](), [meetings](), [Testing](), [Self-organizing Team]() Tags: [agile](), [email](), [kanban](), [meetings](), [productivity](), [qa](), [scrum](), [unit-tests]() ### AI overview An opinion article reviews a company's experience with agile development, including daily meetings, short iterations, testing, and Kanban. The author argues that several practices reduced productivity or failed to work in that company's context. ### Source excerpt I don't believe in agile development anymore. Our company applied agile practices from day one. We've started agile usage in 2006. We tried almost everything: Extreme Programming, Scrum, Kanban and many many small practices. Did it stick? Hell no. Let's review the lessons. Daily Meetings They are just worthless. We used to gather together at 11 am in a single room and report what was completed, what is not, whether there are some blockers. Well, when there are about 30 people in a room these meetings are not fun. They took up to 10 minutes usually, but sometimes they took as long as 15 minutes (I think this duration just can't be tolerated). After the meeting, people go and grab coffee, chat about problems, chat about ideas... These useless activities distract people and they spend less time on coding. We've replaced daily meetings with a weekly status reports sending via email. The format is very simple with just 7 questions like "Please, enumerate all tasks you've completed last week" and "How you estimate your personal productivity on a scale from 1 (low) to 10 (exceptional)". We collect all emails, process them and have a real stats per person, per week, per project, etc. Really cool! Iterations We tried 1 week and 2 weeks iterations. Neither worked out. With short iterations there was a constant pressure to get shit done and technical debt accumulated like a huge garbage heap. It is impossible to squeeze a good solution into a short timeframe. There're so many meetings like iteration planning, planning poker sessions, iteration demo, iteration retrospective... These meetings are killing productivity, you know. QA were struggling with short iterations as well. It is impossible to test a user story thoroughly in few days. We tried mini-waterfall in a single iteration -- didn't work, testing phase started just 2 days till the end of the iteration with miserable outcome. We tried to write many unit tests and acceptance tests -- didn't help, since requirements were changi ## How we do... Retrospectives DevFeed: [How we do... Retrospectives]() Original publisher: [Read original article]() Published: 2012-03-04T00:00:00Z Content type: article Language: en Sources: [SoundCloud Backstage Blog]() Topics: [Agile](), [Self-organizing Team]() Tags: [agile](), [development](), [retrospective](), [scrum](), [tools]() ### AI overview This article explains how SoundCloud uses retrospectives for continuous improvement in agile teams. It describes short retrospectives held after each two-week iteration, larger quarterly retrospectives, and a less-same-more framework for identifying changes to team practices. ### Source excerpt SoundCloud started its agile journey with Scrum and eventually moved to an approach based on Kanban (more on that in one of the next blog... ## Edge of Chaos and Hyper Productive Software Development Teams DevFeed: [Edge of Chaos and Hyper Productive Software Development Teams]() Original publisher: [Read original article]() Published: 2008-12-02T15:41:57Z Content type: article Language: en Sources: [Blog by Michael Dubakov]() Topics: [Development](), [Agile]() Tags: [adaptive](), [agile](), [chaos](), [development](), [productivity](), [scrum](), [software-development](), [teams]() ### AI overview This article applies the "edge of chaos" concept from complex adaptive systems to software development teams. It argues that teams may be most effective when they balance structure and flexibility: excessive process can impede creativity, while too little process can prevent useful work. The article connects this balance with the idea of hyper-productive teams and Agile practices. ### Source excerpt Many researchers tend to think that CAS may work efficiently at the edge of chaos. A system with a very high order can't solve complex creative tasks, as well as a pure chaotic system. It seems the system should balance between chaos and order to survive and adapt. The "edge of chaos" term was emerged during self-reproductive cellular automata researches in 1990. It appeared that at a particular noise level the system can reproduce its state, while at a low noise levels states are random. This edge value was mathematically analyzed and it was shown that in such a state the system has a maximum of information. The "Edge of Chaos" term spread and applied to complex adaptive systems. For example, we may suggest that evolution drives systems to the edge of chaos, and it is one of the reasons of life origin. Life is a very interesting and complex thing in itself. Most likely it could not appear neither in order state and in chaos state. Life exists if there is a stable base, but with possibilities of changes. Edge of Chaos and Software Development How can we apply the edge of chaos concept to software development? Obviously, edge of chaos is a state where the development team works with maximum efficiency. Complex processes and explicit rules impede creativity. The team becomes too ordered to think :). On the other hand, no processes and no rules lead to chaos. The development team can't complete anything useful, and that is something we call hack & fix process. As a software development folks, we are particularly interested in two questions: How can we drive the team to the edge of chaos? How we will ensure that the team is at the edge of chaos? The human who knows the answers to these questions most certainly will be rich and famous. However I am not sure whether you can find such a man. It is obvious that edge of chaos = hyper productivity. This term often used in Scrum. However it is quite hard to define hyper productivity. Hyper-productive teams are hard to define. ## Why Agile Assessments Can Distract Teams from Productivity DevFeed: [Why Agile Assessments Can Distract Teams from Productivity]() Original publisher: [Read original article]() Published: 2008-10-21T15:41:57Z Content type: opinion Language: en Sources: [Blog by Michael Dubakov]() Topics: [Agile](), [Development](), [Self-organizing Team]() Tags: [agile](), [development-process](), [kanban](), [productivity](), [scrum]() ### AI overview This opinion article argues that generic Agile tests, certifications, and assessments can distract software teams from their actual goals. It recommends focusing on team productivity, software quality, and customer satisfaction, while allowing teams to choose practices that fit their circumstances, including iteration-less or Kanban-based development. ### Source excerpt "Are we agile?", "How agile are we?", "Are we more agile than they are?" Honestly, I am getting tired of these questions. Why do you care? Will it make you happier when you are able to tattoo "100% agile" on your body? Is it a goal to be "agile"? Definitely not! All agile tests are just a garbage. All efforts on agile process certifications/assessments are useless. There are so many factors influencing software development process that make impossible any certification. Your company is special, you have special people in the development team, you have special conditions, rules, and other external factors. CMMI, PMBOK, and other heavy approaches do not help to build legendary team. They only may help to build an average team and eliminate some quite obvious mistakes in the development process. The right question to ask is: "How can we be more productive as a team?". It is your project. It is your team. You have goals to improve team productivity ("Done-Done" stories in a period of time), create outstanding software and make customers happy. Agile Tests that answer question "Are we agile?" shift the focus to the wrong direction. Look, if your team has to pass an Agile "test", they will focus on passing it. That is a plain dumb goal and a waste of time. Let's say a manager reads about a famous agile test and sets the goal to pass it. Development team, as a complex adaptive system, adapts to the rules and environment. It will change development process and apply practices to pass the test as effectively as possible. However the team's productivity may suffer. Why? Simply because the test is too general and can't be applied to any team. Remember, your team is special. Let's take Scrum and famous Nokia test. The first question is "Describe your iterations" and the worst answer to the question is "We do not use iterations". Well, it is a Scrum test and Scrum insists on having iterations (sprints). But what if your team works more effectively without iterations? What if you ## A Proposed Framework for Explaining and Guiding Agile Software Development DevFeed: [A Proposed Framework for Explaining and Guiding Agile Software Development]() Original publisher: [Read original article]() Published: 2008-10-20T15:41:57Z Content type: opinion Language: en Sources: [Blog by Michael Dubakov]() Topics: [Agile](), [Development](), [Software Engineering](), [Self-organizing Team]() Tags: [agile](), [complexity](), [retrospective](), [scrum](), [software-development](), [team]() ### AI overview The article argues that teams should adapt practices from XP, Scrum, Lean, or other agile processes to their specific problems instead of applying one methodology rigidly. It proposes a simple framework grounded in Complex Adaptive Systems to explain why agile processes work and guide adoption while supporting creativity, communication, learning, feedback, and self-organization. ### Source excerpt People often ask questions like "What is the difference between Scrum/XP/Lean/Agile/You name it"? I don't see much difference between XP and Scrum on that matter. If you already have XP, most likely don't need to switch. Maybe adopt some Scrum specific practices for a better scalability like Scrum-of-Scrums. Almost all the other practices like daily meetings, iterations, roles separation, retrospectives, etc. exist in XP already. In fact I am not sure if such separation brings benefits. It is better to spot what's going wrong in your development process during retrospective meetings and apply practices from any agile process (or create own solutions) to your specific problems. XP, Scrum or Lean give you a framework that helps to be adaptive and creative, whereas traditional processes give you a set of rules hindering any creative behavior. Your team and your project IS special. Think and communicate to sharpen your development process. I do understand why people are so enthusiastic about Scrum or XP. These processes provide tools and practices out of the box. You may just start doing it and see what happens. It is not the best way, since quite often agile adoption fails. People don't get the new way, they implement it without proper support and under the pressure. They maybe don't have a deep understanding how it should work. So it is expected that agile adoption might not be smooth for all. Agile Development Future I wish all agile methodologies evolve into one elegant, smart, simple framework. For me it is a natural trend and it should be something like Theory of Everything in physics. This framework should explain why agile processes work. It should based on natural laws of Complex Adaptive Systems. It should provide general guidance on agile adoption and a repository of possible practices that might be used to build your own development process. The framework should be simple and unobtrusive, since complex rules will not work for software development. The framew