Jakub Anderwald

Will we see Two-Member Scrum Teams in the near future?!   I myself believe the answer is yes. We will see it as a new norm soon.   At my company, ScrumSchool.org, we are already operating this way.   Our team consists of just two people: me as the Product Owner and my knowledgeable colleague, Pooya Sabramooz, as the sole Developer.   → Our secret? We leverage AI aggressively across every aspect of our work.   Let's set aside bias and look at the facts.   Every business, from startups to large enterprises, is constantly seeking ways to optimize and reduce costs.   AI has emerged as the most powerful tool to help us achieve it.   The time that we are in now is like the first days of the internet. That was amazing, but the effective usage was not in place yet.   After a while, people and businesses learned to leverage the internet to expand their market and work more effectively.   ✓ Today, AI is often used for generating fancy things, but we are quickly learning to integrate it into our core operations to work smarter and deliver value more efficiently.   Now, let’s check the Scrum Team story.   We know that the Scrum Team has three accountabilities: Product Owner, Scrum Master, and Developers.   Crucially, it does not mandate that these must be three separate individuals.   When you can delegate most of the work to AI, why should we ignore this huge opportunity?!   In this new paradigm, human roles are evolving from hands-on executors to strategic orchestrators.   We define goals, select and configure AI agents, and then carefully review and manage their outputs to ensure a seamless flow of value.   ✓ The Product Owner will still be in contact with customers and stakeholders and make strategic decisions.   ✓ The Developer architects the system, sets up and monitors AI tools, and ensures the quality of the delivered product.    ✓ The Scrum Master’s accountability is shared between the two members, as the team is too small for a dedicated role. They jointly facilitate continuous improvement and uphold Scrum rules and practices.   Although we are seeing that AI can do a lot of good things today, the main question still is how to integrate them into our workflows, where AI has taken over much of our day-to-day work.   What do you think? Will we see Two-Member Scrum Teams soon, or not? Let's discuss.   Share your perspective in the comments.   🎇 If this post receives 30 comments with "Possible," I will create an article or video breaking down our exact operating model—how we delegate work to AI and make this two-member team structure not just possible, but highly effective.   ♻️ Repost to trigger the debate in your network. ➕ Follow Mehdi Hoseini for more.   #scrum #agile #ai #scrum_team #ai_agent #ai_scrum_team   Scrum.org Pooya Sabramooz

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People think PMO is about status updates and meeting notes. They only see the leaves. The real work? 𝘐𝘵'𝘴 𝘣𝘶𝘳𝘪𝘦𝘥 𝘸𝘩𝘦𝘳𝘦 𝘯𝘰𝘣𝘰𝘥𝘺 𝘭𝘰𝘰𝘬𝘴. Everyone sees the green tops of a carrot. Small. Decorative. Not particularly impressive. 𝐁𝐮𝐭 𝐭𝐡𝐞 𝐯𝐚𝐥𝐮𝐞? 𝐓𝐡𝐚𝐭'𝐬 𝐮𝐧𝐝𝐞𝐫𝐠𝐫𝐨𝐮𝐧𝐝. PMO works the same way. 𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐬𝐞𝐞𝐬 10% 𝐨𝐟 𝐰𝐡𝐚𝐭 𝐰𝐞 𝐚𝐜𝐭𝐮𝐚𝐥𝐥𝐲 𝐝𝐨. The visible part: → Running steering committees → Updating dashboards → Tracking milestones → Producing reports Administrative. Transactional. Easy to undervalue. 𝙷̲𝚎̲𝚛̲𝚎̲'𝚜̲ 𝚠̲𝚑̲𝚊̲𝚝̲ 𝚕̲𝚒̲𝚟̲𝚎̲𝚜̲ 𝚋̲𝚎̲𝚗̲𝚎̲𝚊̲𝚝̲𝚑̲ 𝚝̲𝚑̲𝚎̲ 𝚜̲𝚞̲𝚛̲𝚏̲𝚊̲𝚌̲𝚎̲: ✳️Portfolio architecture that balances strategic priorities. ✳️Dependency mapping across interconnected programmes. ✳️Resource modelling that prevents bottlenecks before they form. ✳️Financial forecasting that protects budgets from surprises. ✳️Benefits realisation frameworks that prove ROI. ✳️Governance design that enables decisions, not bureaucracy. ✳️Capacity analysis that stops over-commitment. ✳️Risk correlation across the entire portfolio. ✳️Strategic roadmapping that sequences initiatives properly. ✳️Data architecture that makes reporting meaningful. ✳️Stakeholder influence mapping for political navigation. ✳️Change readiness assessment before transformation begins. ✳️Lessons capture that actually improves future delivery. ✳️Value stream optimisation across the portfolio. ✳️Executive coaching on portfolio-level thinking. ✳️Business case validation before investments get approved. ✳️Programme recovery strategies when things derail. ✳️Cross-portfolio synergy identification. This isn't administrative support. 𝐓𝐡𝐢𝐬 𝐢𝐬 𝐬𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐜 𝐢𝐧𝐟𝐫𝐚𝐬𝐭𝐫𝐮𝐜𝐭𝐮𝐫𝐞. 𝐓𝐡𝐞 𝐨𝐩𝐞𝐫𝐚𝐭𝐢𝐧𝐠 𝐬𝐲𝐬𝐭𝐞𝐦 𝐧𝐨𝐛𝐨𝐝𝐲 𝐬𝐞𝐞𝐬 𝐛𝐮𝐭 𝐞𝐯𝐞𝐫𝐲𝐭𝐡𝐢𝐧𝐠 𝐫𝐮𝐧𝐬 𝐨𝐧. Without it? ⛔Projects compete instead of collaborate. ⛔Resources get stretched until they snap. ⛔Priorities shift with whoever shouts loudest. ⛔Investments happen without strategic alignment. ⛔Decisions get made with incomplete information. The organisation moves slower, costs more, delivers less. So when someone calls PMO "administrative overhead"... Remember the carrot. 𝐓𝐡𝐞 𝐩𝐚𝐫𝐭 𝐭𝐡𝐞𝐲 𝐬𝐞𝐞 𝐢𝐬 𝐭𝐢𝐧𝐲. 𝐓𝐡𝐞 𝐩𝐚𝐫𝐭 𝐭𝐡𝐚𝐭 𝐟𝐞𝐞𝐝𝐬 𝐭𝐡𝐞 𝐞𝐧𝐭𝐢𝐫𝐞 𝐬𝐲𝐬𝐭𝐞𝐦? 𝐓𝐡𝐚𝐭'𝐬 𝐰𝐡𝐞𝐫𝐞 𝐰𝐞 𝐥𝐢𝐯𝐞. ____ ✅Need help on your PMO transformation? Your PM Career upgrade? Looking for pivoting or for a promotion? I’m Pierpaolo. I help ambitious professionals transform their career using AI applied to PMO and project leadership. Join the Community, and see how i can help you: https://lnkd.in/dWgE53x2 Or book a free consultation call with me: https://lnkd.in/dTNUPQwT

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