The vocabulary the exams and the daily work both assume you already have. Every entry gives the definition, the source it is drawn from, and the misreadings that follow from getting it wrong.
22 concepts in Scrum, page 1 of 2
The Scrum Team holds every skill needed to create value each Sprint, without depending on people outside the team.
Scrum
Scrum is founded on empiricism and lean thinking. Transparency, inspection and adaptation are the pillars that make empirical process control work.
Scrum
Scrum prescribes no forecasting technique. What it defines is that the Sprint Goal is the commitment, and that projections come from observation.
Scrum
A true leader who serves the Scrum Team, the Product Owner and the organisation, and is accountable for the Scrum Team's effectiveness.
Scrum
Value is established by evidence rather than assertion, and the Increment is what makes it inspectable.
Scrum
Order expresses strategy, not preference, and being accountable for it is not the same as doing it yourself.
Scrum
The ongoing activity of breaking down and further defining Product Backlog items into smaller, more precise items. It is not an event.
Scrum
A product is a vehicle to deliver value with a clear boundary, known stakeholders and well-defined users or customers.
Scrum
The Scrum Team decides who does what, when and how, and the Scrum Master's job is to make that possible rather than to direct it.
Scrum
The event that starts a Sprint, timeboxed to a maximum of eight hours for a one-month Sprint, addressing three topics.
Scrum
How stakeholders participate in Scrum, where their input enters, and where the Product Owner's decision stands.
Scrum
The shared standard for what "finished" means, a commitment to the Increment, and the thing that stops undone work accumulating invisibly.
Scrum
A concrete stepping stone toward the Product Goal, additive to all prior Increments and verified to work together with them.
Scrum
An emergent, ordered list of what is needed to improve the product, and the single source of work undertaken by the Scrum Team.
Scrum
The single objective the Scrum Team plans against, and why a team holding three goals is holding none.
Scrum
One person, accountable for maximising the value of the product resulting from the work of the Scrum Team, and for effective Product Backlog management.
Scrum
The accountability is fixed, but the organisation around it is not. How reporting lines, funding models and team counts change what a product owner can actually decide.
Scrum
One team of ten or fewer people, with three accountabilities and no sub-teams or hierarchies, responsible for all product-related activities.
Scrum
Commitment, Focus, Openness, Respect and Courage, the five values that make the three empirical pillars work in practice.
Scrum
A fixed-length event of one month or less that contains all the other events, and the container in which ideas turn into value.
Scrum