SM flashcards
SM · Build recall with a focused review session.
33 cards. Read the term and the definition here. The deck at the top of this page is optional.
- Empiricism
- The Scrum foundation holding that knowledge comes from experience and decisions are based on observation. It relies on transparency, inspection, and adaptation to manage risk in complex work.
- Three pillars of Scrum
- Transparency, inspection, and adaptation. Transparency makes work visible, inspection checks it frequently, and adaptation adjusts course when results deviate from acceptable limits.
- Scrum values
- Commitment, Focus, Openness, Respect, and Courage. These behaviors make empiricism work by building trust and enabling honest inspection without fear.
- Definition of Done purpose
- A shared quality standard that makes the increment transparent. Without it, inspection produces misleading conclusions and work cannot be judged complete.
- Lean thinking in Scrum
- Eliminating waste, limiting work in progress, delivering value continuously, respecting people, and optimizing the whole system rather than local efficiency.
- Iterative and incremental
- Scrum delivers value in small, usable increments each Sprint, enabling fast feedback and reducing risk compared with a single large delivery.
- Adaptation timing
- Adaptation must happen as soon as a deviation is detected, and as quickly as possible, to minimize further deviation and loss.
- Scrum Team size
- Typically 10 or fewer people. Smaller teams communicate more effectively and are more productive; larger groups need more coordination overhead.
- Product Owner accountability
- One person accountable for maximizing product value by ordering the Product Backlog. The role may delegate work but never the accountability itself.
- Developers accountability
- Creating a usable Increment each Sprint. They own the Sprint Backlog, adapt their plan daily, and uphold the Definition of Done.
- Scrum Master accountability
- Establishing Scrum as defined and improving team effectiveness. Serves the team, the Product Owner, and the organization through coaching and impediment removal.
- Self-managing team
- A team that internally decides who does what, when, and how. Scrum defines boundaries and accountabilities, not the tactics used inside them.
- Cross-functional team
- A team holding all skills needed to create value each Sprint, reducing external dependencies and handoffs that slow delivery.
- Five Scrum events
- Sprint, Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective. The Sprint is the container for the other four events.
- Sprint timebox
- A Sprint is one month or less with a fixed length. Only scope may be clarified with the Product Owner; the Sprint Goal is not endangered.
- Sprint Planning questions
- Why is this Sprint valuable (Sprint Goal), what can be done this Sprint (selection), and how will the chosen work get done (plan).
- Daily Scrum
- A 15-minute event for Developers to inspect progress toward the Sprint Goal and adapt the Sprint Backlog. It is not a status report to a manager.
- Sprint Review purpose
- To inspect the Sprint outcome with stakeholders and determine future adaptations. It is a working session, not a one-way status presentation.
- Sprint Retrospective purpose
- To inspect individuals, interactions, processes, tools, and the Definition of Done, then identify the most helpful improvements to enact.
- Three artifacts
- Product Backlog, Sprint Backlog, and Increment. Each artifact carries a commitment that supports transparency and focus.
- Product Goal
- The commitment attached to the Product Backlog. It is a long-term objective describing a future state of the product that guides ordering.
- Sprint Goal
- The commitment attached to the Sprint Backlog. A single objective for the Sprint that provides focus while allowing flexibility on scope.
- Product Backlog
- An emergent, ordered list of what is needed to improve the product. The Product Owner orders it and may reorder it at any time.
- Sprint Backlog
- Composed of the Sprint Goal, the selected Product Backlog items, and the plan to deliver them. It is updated as new learning emerges.
- Increment
- A concrete stepping stone toward the Product Goal. Multiple increments may be created within a single Sprint and must meet the Definition of Done.
- Facilitation stance
- Make the process visible, hold the timebox, and let the team own the content. The facilitator manages method, not the answers.
- Retrospective five stages
- Set the stage, gather data, generate insights, decide what to do, and close. This sequence moves a group from reflection to committed action.
- Consent versus consensus
- Consent means no one has a reasoned objection and is usually faster. Consensus requires everyone to agree, which slows group decisions.
- Powerful coaching question
- An open, short question that assumes the other person is capable of finding the answer, shifting ownership back to them.
- Information radiator
- A visible display such as a task board, burn chart, or impediment list that lets anyone inspect status without requesting a status meeting.
- Servant leadership
- A leadership stance prioritizing the growth, well-being, and effectiveness of the people served rather than command and control over their work.
- Scrum Master service groups
- The Scrum Master serves the Scrum Team, the Product Owner, and the organization by coaching, teaching, and removing impediments at each level.
- Impediment escalation rule
- Make the impediment visible, identify who can remove it, and escalate only when the team cannot resolve it itself.