One of the things I used to emphasize in talks about DevOps is that no modern software of any significance is built by one person. Everything takes a team, so the foundation of version control becomes extremely important. We need a way to coordinate work across multiple individuals and communicate what changes are being made. This requires a strong foundation, and that starts with version control.

In 2026, that hasn’t changed, but what has changed is the makeup of the team. No longer do I need a bunch of humans. In today’s world, with extremely powerful AI LLMs, we can have a team of AI agents that write code, often at a pace far exceeding that of human teams. However, they still need to coordinate and communicate and ensure their changes mesh together.

In this short article on the rebirth of programming, the team is a team of n humans and m agents. N=1, and the architect, the coordinator, the project manager is the human (or a few humans). Code becomes less important, and the tests and other elements that describe and verify software become more important. Maybe even more important than today.

I’d even go so far as to say the performance of the code might not matter in the short term. Since the cost of writing, or re-writing code, becomes lower and lower, when something doesn’t perform well, just spin off a new team of your agent coders who don’t need sleep, aren’t worse at development if they work more than 40 hours every week, and are always happy to tackle new work. It’s a project manager’s dream team. At least, in theory.

That being said, the cost of writing this code isn’t zero. We see this rising every day, sometimes at a level that exceeds what we might pay human developers. That might change over time, but we certainly see some people spending more on tokens than salaries.

And your agents do lose focus. Fortunately, you can fire them and hire new ones every day, or every hour. It’s like a team of characters in a game that respawn on demand to tackle the next challenge. There is still plenty of coordination and onboarding work for the manager. They will need excellent documentation and descriptions of what the code looks like, what needs to be done, and all of your guidelines on how to structure things. Lots of tests are needed, but your team can build them (with oversight).

It seems like an amazing system, but we’re learning that excellent team leaders who are good architects are in short supply. And they can’t work long hours. Some early evaluation of these software managers seems to indicate that they can’t even work the full 8 hours for 5 days a week with a high level of effectiveness. They might not even be able to work half that amount of time.

So is the falling cost of code going to produce more software? Likely, though perhaps with many more leaders needed to manage those teams. I can certainly see many more one person companies spawned during off hours, where one person can focus on their passion project, something completely separate from the work they are paid to do by someone else.

It’s going to be fascinating to watch this work itself out across the next decade.

Steve Jones

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