PSPO I flashcards
PSPO I · 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 against a shared standard; inspection checks progress toward goals; adaptation corrects the process or product when results deviate.
- Transparency
- The emergent process and the work must be visible to those performing and receiving it. It requires a common standard so observers can inspect meaningfully and agree on what is done.
- Inspection
- Scrum artifacts and progress toward agreed goals are inspected frequently to detect undesirable variance. Inspection should be frequent enough to catch problems without disrupting the work itself.
- Adaptation
- If inspection reveals that one or more aspects of the process or product deviate outside acceptable limits, the adjustment must be made as soon as possible to limit further deviation.
- Scrum Values
- Commitment, Focus, Openness, Respect, and Courage. They guide behavior, uphold the empirical pillars, and build the trust needed for self-managing teams to make good decisions.
- Lean thinking
- One of Scrum's two foundations alongside empiricism. It reduces waste and focuses on essentials, favoring short cycles, small batches, and continuous improvement of flow toward value.
- Scrum Team size
- Typically ten or fewer people. Smaller teams communicate better and are more productive. When a team grows too large it should split into cohesive Scrum Teams sharing the same product.
- Product Owner accountability
- Accountable for maximizing the value the Scrum Team delivers and for effective Product Backlog management. The work may be delegated, but the accountability itself never transfers to others.
- Scrum Master accountability
- Accountable for the Scrum Team's effectiveness. The Scrum Master causes improvement by serving the team, the Product Owner, and the organization, coaching and helping remove impediments.
- Developers accountability
- Accountable for creating any aspect of a usable Increment each Sprint and for the Sprint Backlog. They are self-managing, deciding internally who does what, when, and how.
- Sprint Goal
- A single objective for the Sprint, created during Sprint Planning and added to the Sprint Backlog. It gives the Developers a coherent focus while allowing flexibility in the work.
- Sprint timebox
- A fixed length of one month or less. Consistent length bounds risk; scope may be clarified with the Product Owner as learning occurs, but quality never decreases.
- Daily Scrum
- A 15-minute event for the Developers, held every working day of the Sprint, to inspect progress toward the Sprint Goal and adapt the plan for the next 24 hours.
- Definition of Done
- A formal description of the state of the Increment when it meets the quality measures required for the product. Work not meeting it is not part of the Increment.
- Sprint Retrospective purpose
- To plan ways to increase quality and effectiveness. The Scrum Team inspects how the last Sprint went regarding people, process, and tools, then picks the most impactful improvements.
- Single Product Owner rule
- The Product Owner is one person, not a committee. Many people may influence the Product Backlog, but only the Product Owner can change its content and ordering.
- Product Owner and value
- Value is subjective and realized through outcomes. The Product Owner tracks whether the Increment produces the intended impact on users rather than counting features shipped.
- Product Owner decision visibility
- The Product Owner's decisions are visible in the content and ordering of the Product Backlog. No separate document supersedes the backlog as the source of planned work.
- No competing requirements
- No one outside the Scrum Team can instruct the Developers to work from a different set of requirements or scope. The Product Backlog is the single source of work.
- Product management as a function
- Product management is a function the Product Owner performs, not a role like project manager. The Product Owner is accountable for the product's value over time.
- Delegation by Product Owner
- The Product Owner may ask others to do backlog work such as refining or gathering feedback, but accountability for the Product Backlog and for maximizing value stays with the Product Owner.
- Product Backlog
- An emergent, ordered list of what is needed to improve the product. It is the single source of work undertaken by the Scrum Team and is never complete.
- Product Goal
- A long-term objective for the Scrum Team and the commitment attached to the Product Backlog. It describes a future state that serves as a planning target.
- Backlog refinement
- The ongoing activity of breaking down and further defining Product Backlog items into smaller, more precise items, keeping the higher-ordered items ready for the next Sprint.
- Backlog ordering rule
- Higher-ordered items are typically clearer, more detailed, and more valuable. Ordering optimizes value delivery and is one of the Product Owner's accountabilities.
- Sprint Backlog contents
- Composed of the Sprint Goal, the Product Backlog items selected for the Sprint, and the plan for delivering them. It is a highly visible, real-time picture of the Developers' work.
- Product Backlog attributes
- Each Product Backlog item has a description, an order, and a size or estimate. As understanding grows, items are re-estimated and re-ordered to reflect new learning.
- Emergent backlog meaning
- The Product Backlog evolves as the product and its environment change. Items may be added, removed, split, or re-ordered at any time to reflect current understanding.
- Sprint Review stakeholders
- The key event for engaging stakeholders. The Scrum Team presents the Increment's outcome, and participants collaborate on what to do next based on the feedback received.
- Product vision
- A description of the future state of the product that explains why it is being built. It guides the Product Goal and gives long-term direction to backlog ordering decisions.
- Value realized by customers
- Value is realized only when the Increment reaches users. Frequent releases shorten the feedback loop and let the Product Owner validate assumptions with real evidence.
- Stakeholder communication channel
- The Product Owner is the primary connection between the Scrum Team and its stakeholders, inviting the right people to the Sprint Review and aligning expectations about scope and value.