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.
265 concepts, page 12 of 14
The seven stages that carry a foundation model from raw data to a system in use, and which five of them a team building on somebody else's model actually owns.
Artificial Intelligence
A concrete stepping stone toward the Product Goal, additive to all prior Increments and verified to work together with them.
Scrum
The stages between a business question and a model in production, why the work does not stop at deployment, and where each cloud vendor's tooling sits along the line.
Artificial Intelligence
Four functions, govern, map, measure and manage, the seven characteristics of a trustworthy system, and why the voluntary framework is worth more to a product team than the law it is not.
Artificial Intelligence
One measure of the value a product delivers, the input measures beneath it that a team can move directly, the four properties a candidate has to pass before anybody commits to it, and the parts of a business a single number will never describe.
Metrics
The industry's shared list of what goes wrong in applications built on large language models, what the 2026 edition reordered and why, and what the list cannot say about a particular system.
Artificial Intelligence
What repeated checking does to the false positive rate of a running test, the published figures for one check against ten, why the habit is invisible from inside a team and the two legitimate ways to stop a test early.
Metrics
Six principles carry the mindset the eighth edition expects of a project manager. They set a direction for judgement, and none of them prescribes an action.
Project Management
Thirty-seven product activities arranged into seven categories, used as a shared vocabulary and as a checklist for finding which activities nobody in the organisation currently owns.
Strategy
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
The argument for why this project was funded ahead of the alternatives, including doing nothing, and the document that decides whether it should carry on being funded.
Project Management
The official document that creates a project, records the decision to do the work, and names the person who will manage it. A sponsor issues it, and the project manager may write the first draft.
Project Management
A standing function that supports, controls or directs project work, and the question of which of those three it is, since that settles almost every argument about whether it is useful.
Project Management
Where the project manager's accountability goes when a team is self managing and the work is ordered by somebody else, and what the role does that nobody else on an adaptive team is doing.
Project Management
Scrum moves three decisions away from management, which is why an adoption can look complete at the team level and fail above it, and why the Scrum Master accountability reaches further than its authority.
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