A
Acceptance Criteria
Details just what needs to be done for the Product Backlog Item to be considered complete. This helps teams estimate, test, and accomplish the work.
Agile
The ability of an organization to adapt to new conditions and change its direction to create new business opportunities.
B
Burn Down Chart
A chart which shows the amount of work which is thought to remain in a backlog. Time is shown on the horizontal axis and work remaining on the vertical axis. As time progresses and items are drawn from the backlog and completed, a plot line showing work remaining may be expected to fall.
Bottleneck
A constrained work stage that interrupts the entire workflow, delays the process, and reduce the possible value creation.
C
Cross-Functional Team
Teams which consist of team members with different competencies and expertise that responsible for the end-to-end work to achieve the common goal and include all the know how required for value creation.
Chapter
A team of people from the same Tribe with similar competencies and working in the same field of expertise.
Chapter Lead
The person who has expertise at the Chapter level, is responsible for the management of the potential of the employees in the Chapter and also responsible for the development of competencies, provides the necessary environment for increasing the sharing of knowledge and skills within the Chapter, guides the team in solving the difficulties or problems, if any, and coaches the team.
D
Daily Scrum
Scrum Event that is a 15-minute time-boxed event held each day for the Developers. The Daily Scrum is held every day of the Sprint. At it, the Developers plans work for the next 24 hours.
Definition of Done (DoD)
DoD is a formal description of the state of the Increment when it meets the quality measures required for the product. The moment a Product Backlog item meets the Definition of Done, an Increment is born.
Developers
Developers are the people in the Scrum Team that are committed to creating any aspect of a usable Increment each Sprint.
E
Empiricism
It is a process control type in which only the past is accepted as certain and in which decisions are based on observation, experience and experimentation. Empiricism has three pillars: transparency, inspection and adaptation.
F
Forecast
The selection of items from the Product Backlog Developers deems feasible for implementation in a Sprint.
I
Increment
Scrum Artifact that defines the complete and valuable work produced by the Developers during a Sprint. The sum of all Increments form a product.
K
Kanban Board
It is the visualization of the Kanban System and in its simplest form, it includes the workflow and the work items that create value in that workflow.
Kanban Card
Kanban Board is the visualization of the Kanban System and in its simplest form, it includes the workflow and the work items that create value in that workflow. Kanban Card is the visualization of each work item on the Kanban Board
M
Minimum Viable Product (MVP)
A version of a product which allows a team to collect the maximum amount of validated learning about customers with the least amount of effort.
P
Product Backlog
A Scrum Artifact that consists of an ordered list of the work to be done in order to create, maintain and sustain a product. Managed by the Product Owner.
Product Backlog Refinement
The activity in a Sprint through which the Product Owner and the Developers add granularity to the Product Backlog.
Product Owner
Role in Scrum accountable for maximizing the value of a product, primarily by incrementally managing and expressing business and functional expectations for a product to the Developers.
Product Backlog Item (PBI)
A change to be made to the product in a future release (for example a feature, function, requirement, enhancement, or fix). Higher priority Product Backlog items are usually clearer and more detailed than lower ones.
R
Ready
A shared understanding by the Product Owner and the Developers regarding the preferred level of description of Product Backlog items introduced at Sprint Planning.
S
Scrum
Scrum is a lightweight framework that helps people, teams and organizations generate value through adaptive solutions for complex problems as defined in the Scrum Guide.
Scrum Board
A physical board to visualize information for and by the Scrum Team, often used to manage Sprint Backlog. Scrum boards are an optional implementation within Scrum to make information visible.
Scrum Guide
The definition of Scrum, written and provided by Ken Schwaber and Jeff Sutherland, co-creators of Scrum. This definition consists of Scrum’s accountabilities, events, artifacts, and the rules that bind them together.
Scrum Master
Role within a Scrum Team accountable for guiding, coaching, teaching and assisting a Scrum Team and its environments in a proper understanding and use of Scrum.
Scrum Team
A self-managing team consisting of one Scrum Master, one Product Owner, and Developers.
Scrum Values
A set of fundamental values and qualities underpinning the Scrum framework; commitment, focus, openness, respect and courage.
Self Organisation
Scrum Teams are cross-functional, meaning the members have all the skills necessary to create value each Sprint. They are also self-managing, meaning they internally decide who does what, when, and how.
Sprint
Scrum Event that is time-boxed to one month or less, that serves as a container for the other Scrum events and activities. Sprints are done consecutively, without intermediate gaps.
Sprint Backlog
Scrum Artifact that provides an overview of the development work to realize a Sprint’s goal, typically a forecast of functionality and the work needed to deliver that functionality. Managed by the Developers.
Sprint Goal
A short expression of the purpose of a Sprint, often a business problem that is addressed. Functionality might be adjusted during the Sprint in order to achieve the Sprint Goal.
Sprint Planning
Scrum Event that is time-boxed to 8 hours, or less, to start a Sprint. It serves for the Scrum Team to inspect the work from the Product Backlog that’s most valuable to be done next and design that work into Sprint backlog.
Sprint Retrospective
Scrum Event that is set to a time-box of 3 hours, or less, to end a Sprint. It serves for the Scrum Team to inspect the past Sprint and plan for improvements to be enacted during future Sprints.
Sprint Review
Scrum Event that is set to a time-boxed of 4 hours, or less, to conclude the development work of a Sprint. It serves for the Scrum Team and the stakeholders to inspect the Increment of product resulting from the Sprint.
Stakeholder
A person external to the Scrum Team with a specific interest in and knowledge of a product that is required for incremental discovery. Represented by the Product Owner and actively engaged with the Scrum Team at Sprint Review.
Squad
Teams that apply Agile practices, have multi-disciplinary competence, and work around the same goal.
T
Technical Debt
The typically unpredictable overhead of maintaining the product, often caused by less than ideal design decisions, contributing to the total cost of ownership. May exist unintentionally in the Increment or introduced purposefully to realize value earlier.
Timebox
A fixed, maximum length of time for an activity or event. Scrum uses timeboxing for all of the Scrum events and as a tool for concretely defining open-ended or ambiguous tasks.
Tribe Lead
The person is responsible for working for the squads under the most favorable conditions and creating an environment where they can make and implement their own decisions.
V
Velocity
An optional, but often used, indication of the amount of Product Backlog turned into an Increment of product during a Sprint by a Scrum Team, tracked by the Developers for use within the Scrum Team.
Values
When the values of commitment, courage, focus, openness and respect are embodied and lived by the Scrum Team, the *Scrum pillars* of transparency, inspection, and adaptation *come to life* and *build trust* for everyone.
W
Working Agreement
An agreed upon set of norms, practices, and policies that establish how team members work together.