CSO (Other exams) flashcards
CSO · Build recall with a focused review session.
32 cards. Read the term and the definition here. The deck at the top of this page is optional.
- Three pillars of empiricism
- Transparency, inspection, and adaptation. Transparency makes work visible using a common standard, inspection checks progress frequently enough, and adaptation adjusts process or product when deviation is detected.
- Scrum values
- Commitment, focus, openness, respect, and courage. They guide behavior and decision-making within the Scrum Team and are not a scoring rubric or compliance checklist.
- Definition of Scrum
- A lightweight framework in which people address complex adaptive problems while productively and creatively delivering products of the highest possible value, built on empiricism and Lean thinking.
- Iterative and incremental
- Iterative means refining through repeated cycles; incremental means adding to a working whole. Scrum delivers both, producing a usable Increment each Sprint so risk is reduced early.
- Scrum Team composition
- One Scrum Master, one Product Owner, and Developers, forming one cohesive unit without sub-teams or hierarchies, typically 10 or fewer people with all skills needed to deliver value.
- Product Owner accountability
- Maximizing product value by managing and ordering the Product Backlog. The Product Owner may delegate work but remains the sole accountable person for backlog effectiveness and ordering.
- Scrum Master accountability
- Establishing Scrum as described in the Scrum Guide and enabling the Scrum Team's effectiveness, serving the team and organization as a true leader who removes impediments.
- Developers accountability
- Creating the Sprint Backlog plan, instilling quality through the Definition of Done, adapting the plan daily toward the Sprint Goal, and holding each other accountable as professionals.
- Cross-functional team
- A team that collectively possesses all skills needed to create value each Sprint, so it does not depend on external specialists to complete its work.
- Sprint timebox
- A Sprint is fixed at one month or less, with a new Sprint starting immediately after the previous one ends; shorter Sprints reduce risk and increase feedback frequency.
- Sprint Planning timebox
- A maximum of eight hours for a one-month Sprint, shorter for shorter Sprints, where the team establishes the Sprint Goal, selected items, and the plan to deliver them.
- Daily Scrum purpose
- A 15-minute event for Developers to inspect progress toward the Sprint Goal and adapt the Sprint Backlog, improving communication and identifying impediments.
- Sprint Review purpose
- A working session with stakeholders, timeboxed to four hours for a one-month Sprint, to inspect the Increment, gather feedback, and adapt the Product Backlog.
- Sprint Retrospective purpose
- A three-hour maximum event for a one-month Sprint where the team inspects how the last Sprint went regarding individuals, interactions, processes, tools, and Definition of Done, then plans improvements.
- Sprint Goal
- A single objective for the Sprint created during Sprint Planning. It is the commitment of the Sprint Backlog and provides focus while allowing flexibility on scope.
- Product Goal
- A future state of the product that serves as a target for the Scrum Team to plan against; it is the commitment of the Product Backlog.
- Definition of Done
- A formal description of the quality measures required for an Increment. It is the commitment of the Increment and items not meeting it cannot be released.
- Sprint Backlog composition
- The Sprint Goal, the Product Backlog items selected for the Sprint, and the actionable plan to deliver them; it is a real-time, highly visible picture of Developers' work.
- Increment
- A concrete, usable stepping stone toward the Product Goal. Each Increment is additive to prior Increments and must meet the Definition of Done to be complete.
- Servant leadership
- A leadership stance in which the leader's primary role is to enable the team by removing obstacles, providing resources, and serving the team's needs rather than directing tasks.
- Neutral facilitation
- The facilitator designs and guides the group process, keeps the group on time and inclusive, and stays neutral on the content and outcome of the discussion.
- Fist of five
- A quick consensus technique where participants hold up zero to five fingers; five signals full agreement and lower values reveal reservations that can be discussed.
- 1-2-4-all technique
- A liberating structure where participants reflect alone, then in pairs, then in fours, then share with the whole group, increasing inclusion and reducing dominance by vocal members.
- Coaching versus mentoring
- Coaching is non-directive and uses questions so the coachee finds their own answers; mentoring is directive and shares the mentor's experience and advice.
- GROW model
- A coaching conversation structure: Goal (desired outcome), Reality (current situation), Options (possible approaches), and Will (commitment to action).
- Powerful questions
- Short, open-ended questions free of embedded advice, typically starting with what or how, that raise awareness and prompt reflection rather than defensiveness.
- Tuckman team stages
- Forming, storming, norming, performing, and adjourning. Coaching style should shift with the stage and the team's growing maturity and self-management.
- Impediment definition
- Anything blocking the team's progress toward the Sprint Goal. The Scrum Master is accountable for resolving or escalating it and for making it visible.
- Five Whys
- A root-cause technique that repeatedly asks why a problem occurs, typically five times, to move from a surface symptom to a systemic cause.
- Improvement experiment
- A small, timeboxed, measurable change with an explicit hypothesis and review date, planned at the Retrospective and executed during the next Sprint.
- Nexus framework
- A scaling framework for three to nine Scrum Teams working on one product, adding a Nexus Integration Team accountable for an integrated Increment.
- Scrum of Scrums
- A coordination event where delegates from multiple teams synchronize dependencies, risks, and integration; it supplements rather than replaces team-level Daily Scrums.