SMP flashcards
SMP · 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.
- Empiricism
- Knowledge comes from experience and decisions are based on what is observed. Scrum is founded on it to handle complex work where prediction is unreliable.
- Three pillars of Scrum
- Transparency, inspection and adaptation. They enable empirical process control and require a shared standard so artifacts are interpreted the same way.
- Scrum values
- Commitment, focus, openness, respect and courage. They guide behavior and build the trust the Scrum Team needs to inspect and adapt honestly.
- Self-managing team
- A team that internally decides who does what, when and how. It holds real authority over its own work process instead of receiving task assignments.
- Product Owner accountability
- Accountable for maximizing product value and for effective Product Backlog management, including ordering items and communicating the Product Goal.
- Scrum Master accountability
- Accountable for the Scrum Team's effectiveness. Coaches the team and organization, facilitates events and removes impediments to applying Scrum.
- Developers accountability
- Accountable for creating a usable Increment each Sprint and for deciding how the work is done. They are self-managing within the team.
- Product Owner as one person
- The Product Owner is a single individual, never a committee. Work may be delegated, but accountability for the Product Backlog remains.
- Sprint
- The container event of one month or less in which all other events occur. A new Sprint starts immediately after the previous one ends.
- Daily Scrum
- A 15-minute event for Developers to inspect progress toward the Sprint Goal and adapt the Sprint Backlog for the next day of work.
- Sprint Review
- An event to inspect the Increment and adapt the Product Backlog. Timeboxed to four hours for a one-month Sprint.
- Sprint Retrospective
- An event to inspect how the last Sprint went and plan improvements in quality and effectiveness. Three hours maximum for one-month Sprints.
- Product Goal
- The commitment for the Product Backlog. A long-term target the Scrum Team plans against, with only one active at a time.
- Sprint Goal
- The commitment for the Sprint Backlog. A single objective that gives the Sprint focus and guides the Developers' daily work.
- Definition of Done
- The commitment for the Increment. A formal description of quality the Increment must meet before it counts as complete.
- Increment
- A concrete, usable stepping stone toward the Product Goal. It must meet the Definition of Done to be considered releasable.
- Coaching versus mentoring
- Coaching uses questions to raise self-awareness and ownership. Mentoring transfers experience and advice from a more experienced person.
- Facilitation
- Designing and guiding group processes so the group reaches a defined outcome, while remaining neutral about the content of the discussion.
- Powerful question
- An open, concise question that invites reflection and new thinking, rather than a yes/no or leading question.
- Psychological safety
- A shared belief that speaking up and admitting mistakes is safe. It enables honest inspection in events such as the Retrospective.
- Servant leadership
- A leadership stance that prioritizes the growth, needs and effectiveness of others, removing impediments rather than directing work.
- Tuckman stages
- Forming, storming, norming and performing. Teams move through these stages as relationships, roles and ways of working mature.
- Situational leadership
- Matching direction and support to a person's competence and commitment for a specific task. Autonomy grows as capability grows.
- Delegation decision rule
- Delegate when competence and commitment are high for the task. Provide more direction or support when either of them is low.
- Little's Law
- Average cycle time equals work in progress divided by throughput. Reducing WIP shortens cycle time when throughput stays constant.
- Cost of delay
- The economic impact of not delivering a feature on time. It helps the Product Owner order backlog items by value.
- Outcome versus output
- Output counts delivered features. Outcome measures the change in behavior or results that actually creates value for users.
- Undone work as debt
- Work that does not meet the Definition of Done is undone work. It accumulates as debt and reduces the transparency of the Increment.
- Nexus
- A scaling approach for three to nine Scrum Teams on one product, with a Nexus Integration Team addressing cross-team integration and dependencies.
- Scaling decision rule
- Scale only when one team cannot deliver the product. Additional teams add coordination cost and dependencies that must be actively managed.
- Shared Product Backlog
- When multiple teams build one product they use one Product Backlog, one Product Owner and one Product Goal.
- Dependency management
- Dependencies across teams are the main scaling challenge. Make them visible during refinement and plan integration work explicitly.