|
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.
|
|
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.
|
|
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.
|
|
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.
|
|
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.
|
|
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.
|
No comments yet.
Cheatography n. The art of mapping complex subjects into clear, instantly navigable reference guides.
