TL;DR
Agile methodology in software development breaks work into short sprints, with defined roles, ceremonies, and artifacts that let teams ship working software and adjust course every one to four weeks. Scrum, Kanban, and Extreme Programming are the frameworks teams use to put it into practice, and successful adoption depends more on discipline and measurement than on picking the right framework name.
Key Takeaways Agile methodology in software development breaks projects into short sprints, usually one to four weeks, with defined roles, ceremonies, and artifacts that keep work transparent and adaptable. The Agile Manifesto’s four values and 12 principles, published in 2001, still define the field, prioritizing individuals, working software, customer collaboration, and responding to change. Scrum, Kanban, Extreme Programming, Lean, and SAFe are the five frameworks that cover most real-world Agile software development, each suited to a different kind of team and workload. Product Owners, Scrum Masters, and development teams each own a distinct accountability, and ceremonies like sprint planning, daily standups, sprint review, and retrospectives keep those roles synchronized. Velocity, cycle time, and escaped defects are among the metrics that matter most, but no single number tells the full story of a team’s health. Kanerika, a CMMI Level 3 appraised and ISO-certified consulting firm, runs Agile product engineering and staff augmentation engagements that have cut a client’s development costs by 40% and accelerated time to market by 25%. On-Demand Webinar
Applying the Power of Agile to Analytics Projects
Kanerika walks through a real analytics delivery engagement run end to end on Agile ceremonies, from backlog to sprint review.
Watch the Webinar → The official Scrum Guide opens with a single line that defines Scrum, the most widely used Agile framework. Scrum is “a lightweight framework that helps people, teams and organizations generate value through adaptive solutions for complex problems,” according to the Scrum Guide maintained by Ken Schwaber and Jeff Sutherland, the framework’s original creators.
That definition captures what Agile methodology is really trying to do. Software requirements change mid-project, users want things the original spec never anticipated, and competitors ship features nobody planned for. Agile methodology is a family of approaches built to absorb that uncertainty instead of fighting it.
What Is Agile Methodology in Software Development? Agile methodology in software development breaks a project into short, fixed-length cycles called sprints, usually one to four weeks long. Each sprint produces a working, testable piece of the product. Teams review what shipped, gather feedback, and use it to plan the next cycle.
That loop of planning, building, reviewing, and adjusting repeats for the life of the product. It is why Agile teams can absorb a changed requirement in week six without scrapping five weeks of work, something a fully sequential process struggles to do.
Kanerika keeps a short reference on the term itself in its Agile development glossary entry , useful as a one-line definition to share with a stakeholder who is new to the vocabulary.
Where Agile Methodology Came From In February 2001, seventeen software practitioners met at a ski resort in Snowbird, Utah, to talk about lightweight alternatives to the heavyweight, documentation-driven processes common at the time. The result, consequently, was the Agile Manifesto, a short public document published at agilemanifesto.org .
The manifesto states four value pairs that still define the field today. It favors individuals and interactions over rigid processes and tools, working software over exhaustive documentation, customer collaboration over locked-in contracts, and responding to change over following a fixed plan. Each pairing keeps the item on the right, it just says the item on the left matters more when the two are in tension.
Alongside the four values, the manifesto’s authors published 12 supporting principles covering early and continuous delivery, welcoming changing requirements, daily collaboration between business people and developers, sustainable pace, and, finally, regular reflection on how the team can improve. The Agile Alliance maintains the full text of both documents at agilealliance.org .
Agile Is a Mindset, Not a Single Process One distinction trips up a lot of new adopters. Agile itself is not a methodology you can install. It is a set of values and principles, and the frameworks built on top of it, Scrum, Kanban, Extreme Programming, are the actual methodologies teams follow day to day.
A useful way to think about it is that the Agile Manifesto tells a team what to value. A framework like Scrum, for example, tells the team what meetings to hold, what roles to fill, and what artifacts to maintain. Two teams that both call themselves “Agile” can, nevertheless, run genuinely different day-to-day processes and both be correct.
Why Agile Matters for Modern Software Teams Software used to ship once or twice a year, with a full specification locked before a single line of code was written. That model breaks down the moment a product depends on user feedback, market shifts, or evolving compliance rules, which describes most commercial software today.
Agile methodology addresses that mismatch in a few concrete ways.
Faster releases. Shipping every one to four weeks means users see value sooner and teams catch problems before they compound across months of undiscovered work.Continuous customer input. Regular reviews with stakeholders replace a single upfront requirements sign-off, so the product tracks what customers actually need.Lower project risk. A bad assumption surfaces in the next sprint review, not eighteen months into a fixed-scope build.Higher visibility. Backlogs, burndown charts, and sprint boards make progress and blockers visible to everyone, not just the project manager.Better team morale. Cross-functional teams that own their own planning and problem-solving report higher engagement than teams executing someone else’s fixed plan.None of this makes Agile automatically faster or cheaper. It trades upfront predictability for the ability to change direction, which, in practice, is the right trade for products with real uncertainty and the wrong trade for a fixed-scope, fixed-budget build. That distinction matters enough that Kanerika’s Agile vs Waterfall comparison guide walks through a full decision framework for picking between the two on a specific project.
Agile Roles and Responsibilities Agile teams are deliberately small and cross-functional . Scrum, the most codified framework, defines three specific accountabilities inside the team, and most other frameworks use some variation of the same split.
Product Owner The Product Owner is accountable for maximizing the value the team delivers. According to the Scrum Guide, this includes developing and communicating the product goal, creating and ordering backlog items, and making sure the backlog stays transparent and understood by everyone. The Product Owner is one person, never a committee, though they can delegate parts of the work.
Scrum Master The Scrum Master is accountable for the team’s effectiveness and for establishing the framework correctly. That means coaching the team in self-management, removing impediments, facilitating events, and helping the wider organization understand why the team works the way it does. A good Scrum Master, typically, spends more time removing blockers than running meetings.
Development Team The developers, a term Scrum uses broadly to cover anyone doing the hands-on work, are accountable for turning backlog items into a usable increment every sprint. They own the technical architecture decisions . Nobody outside the team dictates how a backlog item gets built, only what needs to get built and why.
Stakeholders and Customers Stakeholders sit outside the core team but shape its direction through sprint reviews and ongoing feedback. In frameworks outside Scrum, these roles shift a little, Kanban has no formal Product Owner role, for instance, but the underlying split between “who decides what to build” and “who builds it” holds across nearly every framework.
Agile Ceremonies: What Actually Happens in a Sprint Ceremonies, often called events, are the structured touchpoints that keep an Agile team aligned. The Scrum Guide defines four formal events inside every sprint, each with a hard time limit that scales down for shorter sprints.
Ceremony Purpose Timebox (one-month sprint) Sprint Planning Decide what the sprint should achieve and what the team can realistically deliver Up to 8 hours Daily Scrum (standup) Inspect progress toward the sprint goal and adjust the next day’s plan 15 minutes, held daily Sprint Review Demo the increment to stakeholders and decide what happens next Up to 4 hours Sprint Retrospective Identify what the team should change about how it works Up to 3 hours
Shorter sprints, as a result, get proportionally shorter timeboxes. A two-week sprint typically runs a four-hour planning session, a fifteen-minute daily standup, a two-hour review, and a ninety-minute retrospective, according to the official Scrum Guide .
The daily standup gets the most attention because it happens every day, but teams that treat it as a status report to a manager miss the point. Its actual purpose is peer coordination, developers telling each other what changed since yesterday so the plan for today stays current.
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Explore Product Engineering Agile Artifacts and the Terms Every Team Uses Agile frameworks lean on a small set of artifacts to keep work transparent. Scrum, for example, names three formally, and most other frameworks use close equivalents.
Product Backlog. An ordered, ever-changing list of everything that might improve the product. It never gets “finished”; instead, it just gets reprioritized.Sprint Backlog. The subset of the product backlog the team commits to for the current sprint, plus its plan for delivering it.Increment. The usable, working slice of product created during a sprint. Multiple increments can ship within one sprint, and the sprint review, therefore, is never a gate that blocks releasing value early.User Story. A short description of a feature written from the end user’s point of view, usually in the format “as a [user], I want [goal], so that [reason].”Definition of Done. The team’s own checklist for what “complete” means, covering code review, tests, documentation, and anything else the organization requires before work counts as finished.Burndown Chart. A running chart of remaining work against time left in the sprint, used, in short, to spot early whether the team is on pace.A backlog item, therefore, cannot move to done without meeting the definition of done. If it does not meet that bar, it goes back into the backlog for a future sprint instead of shipping half-finished.
How Agile Software Development Works: The Lifecycle Step by Step Strip away the framework-specific vocabulary and every Agile project follows a similar loop from first idea to shipped product.
Product vision. Leadership and the Product Owner define what the product needs to achieve and for whom.Backlog creation. The vision, in turn, breaks down into a prioritized list of features, fixes, and technical work.Sprint planning. The team pulls the highest-priority, ready backlog items into the current sprint and plans how to build them.Sprint execution. Developers build, test, and integrate work throughout the sprint, adjusting the plan daily as they learn more.Daily standups. The team synchronizes every day, in short, on progress and blockers.Sprint review. The team, in turn, demos the finished increment to stakeholders and collects feedback.Sprint retrospective. The team reflects on its own process and commits to one or two concrete improvements.Release. Increments, subsequently, ship to users, either continuously or bundled into scheduled releases.Then the cycle repeats with a fresh sprint planning session, informed by everything the last cycle taught the team. That repetition, not any single ceremony, is what makes Agile methodology adaptive over the life of a product. Teams building a brand-new product, in fact, often run this exact loop inside a broader custom product development process that starts before the first sprint and continues after the product ships.
Agile Planning and Estimation Techniques Agile teams do not estimate work in fixed hours the way a Waterfall project plan does. Most use relative sizing instead, comparing a new item against work the team has already finished.
User stories. Every planning conversation starts from a user story, a short statement of what the user needs and why, not a technical task list.Story points. A relative unit of effort, complexity, and risk assigned to each story, deliberately decoupled from hours so estimates stay stable as the team’s skill improves.Planning poker. Each team member privately picks a story point value, then the team reveals and discusses any big gaps, which surfaces hidden assumptions before the sprint starts.T-shirt sizing. A rougher small, medium, large, extra-large scale used early in backlog refinement, before an item is well understood enough for precise story points.Release planning. Zooming out from a single sprint to forecast, using recent velocity, roughly when a larger set of backlog items will ship.Backlog refinement. An ongoing, standing meeting where the team breaks large items down and adds enough detail that they are ready to pull into a future sprint.Estimation accuracy in Agile, in fact, improves with team stability and sprint count, not with a smarter estimation technique. A team’s third sprint is, therefore, almost always a better predictor of its fourth than any planning poker session in isolation.
Agile Tools Commonly Used by Development Teams Framework and ceremony aside, most Agile teams run their day-to-day work through a small stack of purpose-built tools, grouped into a few categories.
Backlog and sprint management. Jira and Azure DevOps are, for instance, the two most common platforms for tracking backlogs, sprints, and burndown in enterprise teams.Source control and CI/CD. GitHub and GitLab, meanwhile, host the code itself and automate the build, test, and deploy pipeline that turns a finished story into a released increment.Documentation and knowledge sharing. Confluence and similar wikis, likewise, hold the definition of done, architecture decisions, and retrospective notes a team accumulates over time.Communication. Slack or Microsoft Teams carry the async coordination between ceremonies, especially for distributed teams working across time zones.The specific tool, in other words, matters far less than whether the team actually keeps the backlog current inside it. A perfectly configured Jira board attached to a backlog nobody has updated in three weeks, in other words, produces the same bad outcomes as no tool at all.
Popular Agile Frameworks Compared Agile is the philosophy, frameworks are how teams actually implement it day to day. Five frameworks cover the large majority of real-world Agile software development.
Framework Core mechanic Best fit Scrum Fixed-length sprints, defined roles and ceremonies Product teams building new features on a predictable cadence Kanban Visual board, continuous flow, work-in-progress limits Support, ops, and teams handling a steady stream of unpredictable requests Extreme Programming (XP) Engineering-heavy practices layered on iterative delivery Teams where code quality and technical risk are the main constraint Lean Software Development Eliminate waste, defer decisions, deliver fast Startups and teams optimizing for speed of learning over process SAFe (Scaled Agile Framework) Coordinates many Scrum/Kanban teams around shared program increments Large enterprises running dozens of Agile teams on one portfolio
Scrum Scrum is the most widely adopted Agile framework, organizing work into sprints with the roles, events, and artifacts already covered above. Its appeal is structure; specifically, everyone on the team knows exactly what meeting happens when and who owns which decision. The official Scrum.org definition is the reference most enterprise teams build against.
Kanban Kanban visualizes work as cards moving across columns, typically To Do, In Progress, and Done, and caps how many items can sit in each column at once. There are no mandatory sprints or fixed roles. The Agile Alliance’s glossary entry on Kanban traces its roots to manufacturing flow control before it moved into software.
Extreme Programming (XP) XP adds specific engineering practices on top of an iterative cadence, including pair programming, test-driven development, and continuous integration. Where Scrum focuses on process and coordination, XP focuses on the discipline of the code itself. Teams often run Scrum for planning and borrow XP practices for engineering rigor.
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Schedule a Consultation → Lean Software Development Lean adapts principles from Toyota’s manufacturing system to software, eliminating waste, building quality in, deferring commitment until the last responsible moment, and delivering as fast as possible. It is less a fixed process than a set of decision filters teams apply within whatever framework they already use.
SAFe (Scaled Agile Framework) SAFe exists for the problem Scrum alone does not solve well, coordinating dozens of Agile teams that all depend on each other inside one large enterprise. It layers program-level planning and portfolio alignment on top of team-level Scrum or Kanban, at the cost of noticeably more process overhead.
A handful of other named methodologies, including Dynamic Systems Development Method and Feature-Driven Development, cover more specific niches, but the five above account for how most enterprise software teams actually operate day to day.
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AI Agents at Work: Redefining Productivity and Innovation
A look at how AI agents are moving beyond single-task assistants to handle multi-step work end to end, the same shift now reaching the tool stack Agile teams run their sprints through.
How Teams Adopt Agile Methodology Moving from a traditional process to Agile is itself a change management project, not a one-time training session. Teams that adopt successfully tend to follow a similar sequence.
Build executive support. Agile adoption, consequently, fails fast when leadership expects Waterfall-style fixed dates from a team now running Agile ceremonies.Train the team on the chosen framework. A team that has never run a sprint needs real coaching, not a slide deck.Start with one pilot team. Prove the approach on a contained project before rolling it out company-wide, the same de-risking logic behind running a proof of concept before a full build.Build a real product backlog. Vague, unprioritized backlogs are the single most common reason early sprints go badly.Establish a steady sprint cadence. Consistency in sprint length builds the muscle memory that makes planning accurate over time.Measure and improve every retrospective. Treat the first few sprints as a learning process, not a performance evaluation.Teams that skip the pilot step and roll Agile out to every team simultaneously tend to see the most friction, because there is no proven internal playbook to point to when a team hits its first blocker.
Agile Metrics That Actually Matter Agile teams generate a lot of data, but a handful of metrics carry most of the signal.
Metric What it measures Velocity Average story points a team completes per sprint, used for forecasting, never for comparing teams against each other Sprint burndown Remaining work against time left in the current sprint Cycle time How long a single item takes from start of work to done Lead time How long an item waits from request to delivery, including queue time Throughput Number of items completed in a fixed period Escaped defects Bugs that reach production instead of getting caught before release
No single number here tells the full story on its own. A team can, for instance, hit its velocity target every sprint while shipping defects that erode customer trust, or keep cycle time low by quietly deferring the hard tickets. Mature teams track two or three of these together and read them alongside qualitative signals from retrospectives.
Common Challenges When Adopting Agile Agile adoption fails in fairly predictable ways, which is actually good news, because each failure mode has a known fix.
Case Study
40% Lower Development Costs via Agile Product Engineering
Kanerika helped an enterprise client scale a product engineering team through a merger and PE ownership change, cutting development costs 40% and accelerating time to market 25% while keeping delivery fully reliable through the transition.
Read the Case Study → Resistance to change. Teams used to detailed upfront specs can, at first, find self-organizing planning uncomfortable.Weak backlog management. An unprioritized, poorly written backlog, consequently, wastes every sprint planning session built on top of it.Missing stakeholder involvement. Sprint reviews without real stakeholders in the room turn into status theater instead of genuine feedback loops.Treating Agile as “no planning.” Agile replaces one big upfront plan with many small ones. It does not eliminate planning.Scaling across many teams. What works for one ten-person team does not automatically work for forty teams sharing a codebase, which is exactly the gap SAFe and similar scaling frameworks exist to close.How AI Is Changing Agile Ceremonies and Delivery AI tools are compressing the slowest parts of the Agile cycle without changing the underlying framework. Backlog grooming, standup notes, and sprint retrospectives are increasingly assisted rather than fully manual.
Three shifts stand out in enterprise teams today. AI assistants now draft user stories and acceptance criteria from a rough product brief, cutting backlog refinement time. AI-generated summaries of standup updates and pull request activity, meanwhile, give Scrum Masters a faster read on where a sprint actually stands.
AI code review tools also flag defects earlier in the sprint instead of at the end. That, consequently, shrinks the gap between cycle time and lead time in the metrics table above.
Kanerika built its own version of this idea with Jarvis, an AI Scrum Master agent that automates sprint planning prep, backlog grooming, and standup summaries so ceremonies take less of a team’s actual working time. The framework underneath does not change, sprints, backlogs, and reviews still run the same way, but the administrative overhead around them keeps shrinking.
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Jarvis | AI Scrum Master Agent | Automating Agile Ceremonies
A real walkthrough of Jarvis running a standup end to end, collecting updates, covering for an absent teammate, and auto-generating meeting notes, the exact ceremony overhead the paragraph above describes shrinking.
Is Agile Right for Every Software Project? Agile methodology fits best where requirements genuinely evolve and the team can get regular access to real users or stakeholders. That describes most SaaS platforms, consumer apps, and AI products moving through early maturity stages , where usage data and customer feedback are expected to reshape the roadmap after launch.
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Custom Software Development
Kanerika builds new products from the ground up using the same Agile-first delivery model, prioritized backlogs, real sprint cadences, and retrospectives that change behavior.
Explore Custom Development It fits less well on projects with a truly fixed scope, a hard regulatory sign-off gate, or a fixed-price contract that requires the full cost known before work starts . Those constraints do not disappear just because a team adopts sprint ceremonies, they just get harder to manage inside an iterative process.
Many enterprise teams land on a hybrid instead of picking one pure model. Requirements and budget get locked in a more Waterfall-style governance layer, while the actual build runs in Agile sprints underneath it. If you are weighing Agile against a fully sequential process for a specific project, Kanerika’s Agile vs Waterfall guide walks through the full six-factor decision framework rather than a blanket recommendation.
Common Misconceptions About Agile A few myths about Agile methodology persist even among teams that have run it for years.
“Agile means no documentation.” The manifesto values working software over comprehensive documentation, it does not, however, ban documentation outright.“Agile guarantees faster delivery.” It optimizes, instead, for adaptability. A well-run Waterfall project on a stable, well-understood scope can ship just as fast.“Agile means no deadlines.” Sprints are, in fact, themselves deadlines, just shorter and more frequent ones than a single project end date.“Scrum and Agile are the same thing.” Scrum is, rather, one framework built on Agile values. Kanban, XP, and Lean are equally valid implementations of the same underlying philosophy.How Kanerika Helps Enterprises Adopt and Scale Agile Software Development Kanerika runs product engineering and staff augmentation engagements built around Agile delivery for enterprise clients across banking, healthcare, insurance, manufacturing, and retail. The work follows a structured IMPACT approach rather than a generic “we do Scrum” pitch.
That IMPACT model sits inside a broader set of product engineering decisions, the kind covered in our breakdown of product engineering strategies that actually work .
How Kanerika’s Agile Delivery Model Works The engagement model has three phases. Assess and Align evaluates the current product and architecture, identifies gaps, and lines up delivery priorities with actual business goals. Design and Execute defines the architecture and runs real engineering delivery cycles, validated across environments rather than handed off at the end. Operate and Improve keeps monitoring release and stability metrics after go-live instead of treating delivery as a one-time event.
That structure is what let Kanerika help one enterprise client scale a product engineering team through a merger and a private-equity ownership change, a scenario where delivery cannot pause even as the underlying organization is being restructured. The engagement delivered a 40% reduction in development costs, a 25% acceleration in time to market, and full reliability through the M&A transition and other critical cutovers, according to Kanerika’s published case study on the engagement.
Kanerika’s product engineering practice runs that same three-phase model on other engagements, not only the one above. The result comes from applying Agile discipline consistently, prioritized backlogs, real sprint cadences, and retrospectives that actually change behavior, not from any single framework choice.
Staffing and Delivery Options for Scaling Agile Teams Kanerika pairs that delivery model with staff augmentation for teams that need to scale an existing Agile team quickly, and, alternatively, with custom software development for teams building a new product from the ground up. Both paths run through the same Agile-first delivery model described above.
Enterprises scaling an Agile team usually choose between a few staffing models, and the right one depends on how much control they want over day-to-day sprint execution. Some bring in offshore staff augmentation to embed engineers directly inside their own sprints and ceremonies. Others compare nearshore software development companies for closer time-zone overlap, or evaluate IT staff augmentation companies more broadly before committing to one delivery partner.
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Get a Free Assessment → Teams that would rather hand off an entire build instead of augmenting an internal team typically compare a custom software development company against an offshore software development company on cost, communication overlap, and delivery track record. The staff augmentation trends shaping 2026 hiring, including AI-assisted onboarding and more distributed Agile teams, are, therefore, changing how enterprises weigh that decision.
Teams evaluating how Agile actually performs against a sequential build for their specific project can also watch the recorded session Applying the Power of Agile to Analytics Projects , which walks through a real analytics delivery engagement run on Agile ceremonies end to end.
Kanerika is a CMMI Level 3 appraised , ISO 27001 and ISO 9001:2015 certified consulting firm, credentials that matter specifically because Agile delivery without process discipline tends to drift into the “no planning” misconception covered above. The certifications, in fact, exist to keep that from happening at scale.
Related Reads Frequently Asked Questions What is Agile methodology in software development? Agile methodology in software development is an iterative approach that breaks a project into short cycles called sprints, usually one to four weeks long. Teams plan, build, review, and adjust every sprint instead of locking a full specification before writing any code. It is built around the four values and 12 principles published in the 2001 Agile Manifesto.
What are the four values of the Agile Manifesto? The Agile Manifesto values individuals and interactions over processes and tools, working software over comprehensive documentation, customer collaboration over contract negotiation, and responding to change over following a plan. Each pairing keeps the item on the right, it simply says the item on the left matters more whenever the two are in tension. The full text is published at agilemanifesto.org.
What are the 12 Agile principles? The 12 Agile principles support the four values with specific guidance, including satisfying customers through early and continuous delivery, welcoming changing requirements even late in a project, delivering working software frequently, and holding regular retrospectives to improve the team’s effectiveness. The Agile Alliance publishes the full list of all 12 principles with commentary on its site.
Is Scrum the same as Agile? No. Agile is a set of values and principles, while Scrum is one specific framework built on top of those values. Kanban, Extreme Programming, and Lean are equally valid Agile frameworks that implement the same underlying philosophy in different ways. A team can be fully Agile without running Scrum specifically.
What is the difference between Scrum and Kanban? Scrum organizes work into fixed-length sprints with defined roles and ceremonies, while Kanban uses a continuous flow model with no mandatory sprints or sprint-specific roles. Kanban limits how much work can be in progress at once and visualizes it on a board, which suits teams handling a steady stream of unpredictable requests better than Scrum’s planned sprint cadence.
How long should a Scrum sprint be? The Scrum Guide caps a sprint at one month, and most teams run sprints of one to four weeks, with two weeks the most common choice. Shorter sprints give faster feedback but add planning overhead, while longer sprints reduce overhead but slow down how quickly the team can react to a changed requirement.
What are Agile ceremonies? Agile ceremonies, also called events, are the structured meetings that keep a team aligned during a sprint. In Scrum these are sprint planning, the daily standup, the sprint review, and the sprint retrospective, each with its own purpose and a hard time limit that scales with sprint length.
What is a product backlog? A product backlog is an ordered, continuously evolving list of everything that could improve a product, including new features, bug fixes, and technical work. It never reaches a finished state, it just gets reprioritized as the team learns more about what customers actually need.
What is Agile velocity? Velocity is the average number of story points a team completes per sprint, tracked over several sprints to forecast how much work a future sprint or release can realistically hold. It is meant for a single team’s own internal forecasting, not for comparing different teams against each other, since story point scales are not standardized across teams.
How do teams start adopting Agile methodology? Teams typically start by securing executive support, training on a specific framework like Scrum, and piloting the approach on one contained project before rolling it out company-wide. Building a real, prioritized product backlog and establishing a steady sprint cadence matter more to early success than which framework the team picks first.
