Yeah, process really needs to change. I don’t have an answer here, the only thing I’ve seen work is when a small group of engineers owns delivery of what would have been a team (or teams’) work, and can ship so fast that there isn’t really a “backlog”, you just build every idea and include or reject it.

As soon as you have many engineers using agents in the same codebase, the process breaks down, and you start stepping on each other’s toes, collapsing those velocity gains.

Maybe the “software factory” pattern will work, where agents just pull from the backlog, and so the team can all focus on grooming and disambiguating tickets, with the coordinator agent flagging conflicts and ambiguities between different people’s asks?

The only thing I’m confident of here is that a “h1 planning exercise” doesn’t really make sense in most cases; ~everyone should be shifting to building a lot of prototypes and iterating with customers, rather than trying to prioritize how to spend scarce eng effort. (That resource is no longer scarce.)

I think a lot of teams are going to rediscover (by necessity) the good parts of Agile, namely finding the domain expert and iterating with them to solve the actual problems; that’s your bottleneck now.