Some of the hype around AI in product teams centres on the idea that it could take over parts of the Product Owner role. To be fair, it can do a few things well. Think: drafting backlog items, surfacing feedback themes, or giving you a decent enough roadmap version in seconds. But none of this s what a great PO actually does.

With AI tools now generating backlogs and prioritising user stories, it’s a fair question. But Agile was never just about task management- it’s about people, context, and conversation. In our new series, “Why AI Can’t,” we explore the irreplaceable human roles in Agile teams - and why tools can’t lead transformation alone.

Download our latest report to find out what makes Agile approaches effective in addressing the challenges faced by the pharmaceutical industry.

It is well known that Agile and Scrum emphasize personal interaction and in person teamwork in a very organic and dynamic way. Most organisations will have in-flight projects that have been succeeding in their delivery since inception – based around these core Agile principles.

When building a new product - too often it is easier to start with What, When and How rather than the Why.

A few years back when we were all caught up in the Agile euphoria, the phrase “Fr-Agile” was coined to describe projects where Waterfall and Agile delivery were combined. This was initially called “W-Agile”, but then some bright spark said “don’t you mean “Fr-Agile!”.

Agile is a highly confusing term because it refers to more than one thing. For business leaders wanting to embark on ‘Agile transformations’ this is problematic. To help clarify needs and intent, at Enfuse Group we think of ‘agile’ as having three distinct definitions with notable overlaps.

"I love Agile" Agile is great. It’s dynamic, focuses on value, empowers the workforce. Hurrah – up with the Agile manifesto! "I also hate Agile" I hate Agile for a number of reasons, but probably the biggest right now is how it has become the lazy answer to business needs. We need to become Agile. We need to adopt Agile. We need to think Agile. Agile should be our default answer. No, no, no.

DevOps is a movement, anew way of thinking about what 'good practice' is for IT operations and development. This entails changes to how IT Dev and Ops functions use technology, how teams are structured, and how teams act and think.

Scrum is a specific process framework for Agile. It is the most popular of many Agile frameworks which have been created over the years. Due to its popularity, a number of features from Scrum are often confused with being core features of Agile when in fact they are only specific to Scrum.

Agile is an iterative approach and mindset to delivering change dating back to late 1990s/ early 2000s. Agile was originally intended for software development, with a view to addressing perceived limitations of waterfall approaches to development. It has been highly successful in this area, and is now the norm for most development teams.

I recently read a blog in which the role title of Agile coach was ridiculed because it was just ‘rebadging of the Scrum Master role’. I couldn’t disagree more.

Quick 2 minute guide on What is DevOps with our co-founder Harry Vazanias…

With everyone seeming to now do DevOps in some form, we thought it useful to share our top ten pitfalls we see at EnfuseGroup when it comes to adopting DevOps at the enterprise level.

The most popular and proven method of kick starting your adoption of Agile into your organisation is to start with a pilot project, see how it works for you (and where it doesn't), and to then scale out from there.