AGILE, as we know it, is disappearing — AJAGARA — Software CraftsmanshipThe foundations on which the assumptions of the Agile Manifesto rest are disappearing with agentic coding. The following basic assumptions from which agile practices were derived are falling away: the economic assumption that implementation is the bottleneck; the methodological assumption expressed by the Agile Manifesto in its four value pairs; the personnel assumption about teams, learning paths and roles; and the metric assumption that generation speed approximates delivery quality. At several of these points, agile logic is not being supplemented or shifted. It is being reversed.<br>These claims are supported by the current state of research on agentic software development, as far as it appeared between October 2025 and May 2026 as arXiv preprints or peer-reviewed contributions.<br>A different scarcity<br>Agile emerged in a time when the most expensive and slowest resource in software development was human labour. Developers cost money, onboarding took months, context switching was expensive and good architects were scarce. Several core principles followed from this scarcity.<br>Self-organisation emerged because central planning was too slow and too poorly informed to allocate scarce developer time sensibly. Timeboxing emerged because tasks could neither be estimated reliably nor tracked dependably over months, and smaller time windows limited the cost of error. Velocity emerged because a team knew its own average delivery speed better than any external capacity planning function. The principle of &ldquo;working software over comprehensive documentation&rdquo; emerged because a complete specification before the code was more expensive than the code itself and quickly became obsolete anyway.<br>Each of these answers makes sense as long as implementation is the bottleneck. That assumption is changing. Bhati calls the new bottleneck verification debt. Apostolou, Bosch and Holmström Olsson speak of a capability-deployment verification gap. In their 16 interviews with twelve companies, they describe the same picture from two directions: four companies demonstrated higher agentic capabilities but could not use them productively because reliable verification was missing. Bandara et al. propose Agentsway, a process model in which verification and human orchestration stand alongside code generation as equal concerns.<br>This changes the optimisation problem. If the scarce resource is no longer how quickly a human can write code, but how quickly an organisation can review, classify and take responsibility for generated code, then all agile answers to the old scarcity point at the wrong problem. Self-organisation is an answer to scarce implementation capacity. It is not an answer to scarce verification capacity. Velocity measures generation speed. It does not measure review capacity. Timeboxing structures human work in iterations. It does not structure a gate sequence consisting of specification, code, test, evidence bundle, review and approval.<br>A methodology built for a different scarcity is not modernised by adaptation. It loses its justification together with the optimisation problem it was designed to solve. That is the economic break.<br>Reversal instead of extension<br>The Agile Manifesto formulates four value pairs. In agentic work, three of them are not extended but pushed into reversal. The fourth remains formally intact, but its addressee changes.<br>Working software over comprehensive documentation. Spec-driven development reverses this order. Piskala describes the spectrum from spec-first to spec-as-source. Feng and Chen show in a pilot study that structured signatures can increase the test pass rate in repository-level generation. Lulla et al. measure a 28.64 percent runtime reduction and a 16.58 percent reduction in token consumption for an AGENTS.md across ten repositories and 124 pull requests. Galster et al. document eight configuration mechanisms in 2,853 repositories, including context files, skills, subagents, commands, rules and hooks. These artefacts do not come after the code as documentation. They stand before the code as a condition of possibility. Without them, output becomes less specific, slower and more expensive. The Manifesto order is not being extended. It is being reversed.<br>Individuals and interactions over processes and tools. When the tool is the main producer, this sentence loses its meaning. In Agentic Agile-V, Koch argues that long chat histories are not robust engineering contracts. Interaction becomes a risk that must be contained by processes and tools. Conversation-to-contract gates, acceptance gates, TDD governance (Hasanli et al.), policy-as-prompt (Kholkar, Ahuja), plane separation in CI/CD (Barnes, Ghaleb): the research turns the axis. Processes and tools become the carriers of commitment because interactions and individuals can no longer guarantee it.<br>Customer collaboration over contract negotiation. The agentic turn forces...