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 2 of 14
The three charts teams use to track progress, what each one shows that the others hide, and why Scrum names all three without requiring any of them.
Metrics
Explain how a product creates, delivers and captures value. Compare revenue models and build a simple contribution calculation.
Strategy
Two separate archetypes for two separate jobs. Buyer personas describe who decides to purchase, user personas describe who has to live with the result.
Discovery
A Sprint may be cancelled when its Sprint Goal becomes obsolete, and only the Product Owner has the authority to do it.
Scrum
What an evaluation can establish about a model, why the method used to test a model decides the answer as much as the model does, and what a dangerous capability evaluation is for.
Artificial Intelligence
The case that rising capability could produce harm of a different order, the serious objections to it, and why both camps ask for much the same work.
Artificial Intelligence
Predictive, adaptive and hybrid describe positions on a range, and what places work on that range is requirement stability, feedback, constraint and the cost of a wrong turn.
Project Management
Deriving a measure from the claim a product strategy makes, the goal, driver and guardrail roles a measure can play, the five tests a candidate has to pass before a team commits a quarter to it, and the two failure modes that leave a team steering by a number it cannot use.
Metrics
The criteria that actually separate one model from another, and what temperature, top p and output length do to the answers that come back.
Artificial Intelligence
Churn counted in customers set beside churn counted in money, the formulas for gross and net revenue retention, two worked cases where the two counts point in opposite directions, and what net revenue retention above one hundred per cent does to the growth a company has to buy.
Metrics
Coaching draws the answer out of a person about their own situation and mentoring passes on experience, and knowing which one a moment calls for is most of the skill.
Project Management
Grouping people by when they arrived or by what they did and following each group forward, the difference between an acquisition cohort and a behavioural cohort, a worked case where a blended figure falls while no cohort gets worse, and the three directions a cohort table is read in.
Metrics
Six practices that spread easily and quietly move a decision away from the accountability that owns it, each paired with the sentence in the 2020 Scrum Guide that settles them.
Scrum
What turns an analysis into a finding somebody who was absent can act on, the four parts of a written result, why a chart with no claim attached settles nothing and what belongs in the record after the decision is made.
Metrics
Assess network effects, scale, data, intangible assets and switching costs without confusing customer retention with a durable advantage.
Strategy
Establishing which legal, regulatory, contractual, industry and internal rules bind a project, designing for them early and holding the evidence that proves this was done.
Project Management
How generated content is marked, why detecting it after the fact does not work, and what the law now requires.
Artificial Intelligence
Four context management strategies for LLM applications, which are external storage, relevant selection, careful compression and isolated task contexts.
Artificial Intelligence
Learn what context engineering means, how it differs from prompt engineering and how to assemble instructions, retrieval, memory and tools for an LLM.
Artificial Intelligence
Random assignment as the only practical route from correlation to cause, what the control and treatment groups are for, how the assignment unit is chosen and where it goes wrong, and the question an experiment answers that no amount of observation can.
Metrics