Basics
Agile |
An iterative and collaborative approach to project management and software development. |
Backlog |
A prioritized list of tasks, user stories, and features yet to be completed |
Burndown Chart |
A visual representation of the progress made by the team in completing tasks over time |
Burnup Chart |
A visual representation of the total work completed (scope) and the work remaining over time. |
Agile Manifesto |
A set of four values and twelve principles that define the Agile approach to software development. |
Minimum Viable Product (MVP) |
The minimum set of features required to deliver value to customers. |
Agile Transformation |
The process of transitioning an organization from a traditional, waterfall approach to Agile practices. |
Agile Project Management |
An approach that combines Agile principles with traditional project management practices. |
Cross-functional Team |
A team composed of individuals with different skills and expertise needed to deliver a product. |
Frameworks & Setups
Scrum |
An Agile framework that focuses on delivering value through small, self-organizing teams. |
Kanban |
An Agile method that focuses on visualizing work, limiting work in progress, and maximizing flow |
Lean |
A set of principles and practices that aim to minimize waste, maximize value, and improve efficiency |
DevOps |
A set of practices that combines software development (Dev) and IT operations (Ops) to streamline the delivery process. |
Lean Startup |
An approach that applies Lean principles to the development of new products, focusing on rapid experimentation and validated learning. |
Scrum of Scrums |
A meeting where representatives from multiple Scrum teams come together to coordinate their work. |
Scaled Agile Framework (SAFe) |
A comprehensive framework that provides organizations with a structured approach to scaling Agile practices across multiple teams, enabling efficient collaboration, alignment, and delivery of large-scale projects or products. |
The Large-Scale Scrum (LeSS) |
A lightweight, principles-based approach to scaling Agile, designed to enable organizations to scale up their Agile practices while maintaining simplicity, transparency, and a focus on delivering value to customers. |
Nexus |
A scaled Agile framework that provides guidance for organizations to effectively scale Scrum across multiple teams, emphasizing collaboration, integration, and continuous improvement to ensure successful delivery of complex products or solutions. |
Scrum@Scale |
A framework developed by Jeff Sutherland, the co-creator of Scrum, that enables organizations to scale the Scrum framework across multiple teams, departments, and even entire enterprises, fostering collaboration, adaptability, and effective delivery of value at scale. |
OKRs (Objectives and Key Results) |
A goal-setting framework that helps organizations align their efforts and track progress by defining clear objectives and measurable key results. |
Roles
Product Owner |
The person responsible for defining and prioritizing the product backlog. |
Scrum Master |
The facilitator of the Agile process who helps the team stay on track and resolve any issues. |
Agile Coach |
Coach: An experienced Agile practitioner who guides and supports teams in adopting Agile practices and principles. |
Flow Manager / Service Delivery Manager |
The role responsible for overseeing the end-to-end delivery of services or products using the Kanban methodology, ensuring customer satisfaction and alignment with organizational goals |
Service Request Manager |
Is responsible for receiving, prioritizing, and managing incoming service requests, ensuring timely resolution and customer satisfaction while adhering to the Kanban principles and practices. |
Release Train Engineer (RTE) |
Plays a critical role in facilitating the coordination and alignment of multiple Agile teams within a release train, ensuring smooth execution, timely delivery, and effective communication across all levels of the organization. |
Chief Product Owner (CPO) |
Is the senior-level role responsible for defining the strategic direction and vision of the product, overseeing multiple product owners, and ensuring alignment between the product roadmap, business goals, and customer needs. |
Events & Meetings
Scrum: Sprint |
A time-boxed period (usually 1-4 weeks) where a team works to complete a set of tasks. |
Scrum: Daily Stand-up / Daily Scrum / |
A short, daily meeting where team members discuss progress, challenges, and plans for the day. |
Scrum: Retrospective |
A meeting held at the end of each sprint to review what went well, what didn't, and how to improve. |
Scrum: Sprint planning |
A collaborative meeting where the Agile team determines which user stories will be worked on during the upcoming sprint and defines a plan to accomplish them. |
Scrum: Sprint review |
A meeting at the end of each sprint where the Agile team showcases the completed work to stakeholders, receives feedback, and discusses any changes or next steps. |
Kanban: Commitment meeting |
A collaborative session where the team establishes and agrees upon the amount and type of work they will commit to completing within a specific timeframe, based on their capacity and available resources. |
Kanban: Kanban Meeting |
A regular gathering where the team discusses the progress of work, identifies any potential bottlenecks, and makes adjustments to optimize the flow of tasks on the Kanban board. |
Agile practices
Test-driven Development (TDD): |
A development approach where tests are written before the code is implemented. |
Pair Programming |
A practice where two developers work together on the same code, sharing a single workstation. |
Agile Estimation |
The process of estimating the effort required to complete a task or user story. |
Continuous Delivery |
The practice of continuously deploying software changes to production in a safe and sustainable manner. |
Continuous Integration |
The practice of frequently integrating code changes into a shared repository to avoid conflicts. |
Continuous Improvement |
The ongoing effort to identify and implement changes that result in better processes, products, and outcomes. |
Velocity-based Planning |
A planning approach that takes into account the team's historical velocity to forecast future work. |
Agile Release Planning |
The process of identifying and prioritizing features for upcoming releases or iterations. |
Incremental Delivery |
The practice of delivering a working product increment to stakeholders at regular intervals. |
Work Item related
Epic |
A large, high-level user story that is too big to be completed within a single sprint. |
User Story |
A brief, high-level description of a desired feature or functionality from the user's perspective. |
Acceptance Criteria |
The specific conditions that a user story must meet to be considered complete. |
Definition of Done (DoD) |
A set of criteria that must be met for a product increment or user story to be considered complete. |
Definition of Ready (DoR) |
The criteria that a user story must meet before it can be considered ready for development. |
Retrospective Action Items |
Specific action items identified in the retrospective to address areas for improvement. |
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