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.
42 concepts, page 2 of 3
The roadmap shows the vision and the phases of deliverables and is a plan rather than a commitment. The release plan is the dated one. Keeping them separate is what stops a direction becoming a promise.
Strategy
A product is a vehicle to deliver value with a clear boundary, known stakeholders and well-defined users or customers.
Scrum
Requirements articulate personas and their problems so the right thing gets built. A use scenario puts the problem in a story so the context travels with it.
Prioritisation
Customers buy, users use, and they are often different people. Segmentation is how a product owner decides whose need wins when two needs conflict.
Discovery
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
Proactive communication with the people affected by the product, from strategy through execution, on a rhythm rather than in response to escalation.
Strategy
How stakeholders participate in Scrum, where their input enters, and where the Product Owner's decision stands.
Scrum
Turning a validated opportunity into a proposal the business can fund, with a market size, a financial model and the risks stated rather than buried.
Strategy
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
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
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
The single objective for one Sprint, the Sprint Backlog's commitment, and the only thing in a Sprint the Developers actually promise.
Scrum