Agile, Scrum & Scrum@Scale Glossary

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These definitions come from primary sources including the Scrum Guide, Scrum@Scale Guide, associated essence cards, the Scrum Patterns Community, and Scrum Inc. thought leadership. This is a living document. Terms will be updated or added periodically.

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3-5-3

A simple way to remember the basic components of Scrum is 3-5-3. Scrum has 3 roles: Product Owner, Scrum Master, Developers (anybody who is working on the sprint increment). Each role has different accountabilities. Scrum has 5 events: Sprint Planning, Sprint, Daily Scrum, Sprint Review, and Sprint Retrospective. Scrum has 3 artifacts: Product Backlog, Sprint Backlog, and Product Increment.

A

Adaptation

One of the three Scrum Pillars. If an inspector determines that one or more aspects of a product or process deviate outside acceptable limits and that the resulting product will be unacceptable, the process or the work being done must be adjusted.

Sprint Planning
Daily Scrum
Sprint Review
Sprint Retrospective

Acceptance Criteria

Details just what needs to be done for the Product Backlog Item to be considered complete. This helps teams estimate, test, and accomplish the work. The concepts of Acceptance Criteria and Definition of Done sound very similar, but they are quite distinct.

Artifacts

Items which represent work or value. There are 3 Artifacts in Scrum; (Product Backlog, Sprint Backlog, and Product Increment).

B

Backlog

An ordered, prioritized list of work to be done by the Scrum Team. The Product Owner curates the Backlog.

Backlog Item

An item that represents a piece of work to be done by the Scrum Team.

Backlog Refinement

The ongoing process of adding detail, estimates, and order to items in the Backlog. Refinement usually consumes no more than 10% of the capacity of the Team. However, Backlog Items can be updated at any time by the Product Owner or at the Product Owner’s discretion.

Buffer

A pattern for allowing emergent work or interrupts to be brought into the Sprint and worked on as it comes in. The Scrum Team allocates a set amount of story points or capacity to a buffer. This allows flexibility and responsiveness to service. An example is an Interrupt Buffer.

C

Chief Product Owner (CPO)

A role in Scrum@Scale. Coordinates priorities with the Product Owner Team. Together they align backlog priorities with stakeholder and customer needs. The CPO may be an individual team Product Owner who functions in this role also, or they may be a person specifically dedicated to it.

Common Sprint

Used in Scrum@Scale, a time-box of one month or less during which a “Done”, useable and potentially shippable Shared Increment is created. This is a shared time-box that synchronizes all the teams in a Scrum of Scrums. A new Sprint starts immediately after the conclusion of the previous Sprint.

Common Sprint Goal

Used in Scrum@Scale, an objective set for the Scrum of Scrums that can be met through the implementation of the Shared Product Backlog. It provides guidance on why the Shared Increment is being built and helps the teams to align and collaborate. A Common Sprint Goal may take more than one Sprint to achieve.

Cross-Functional Team

A team with all the competencies needed to accomplish work they are given without outside help.Cross-functional teams are proven to be more flexible, creative, and productive than teams that specialize in only one of the competencies needed to get the work done.

Commitment

One of the five Scrum Values. People personally commit to achieving the goals of the Scrum Team.

Courage

One of the five Scrum Values. The Scrum Team members have the courage to do the right thing and work on tough problems.

D

Daily Scrum

One of the 5 Scrum Events, this meeting lasts no more than fifteen minutes and happens every workday at the same appointed time and place. Everyone on the team attends. At this meeting, the information needed to assess progress is presented, and any impediments are noted. This information may result in re-planning of the Sprint.

Dependency Board

A visualization of any dependencies, collaborations and events that will impact the teams during the Sprint (or Sprint of Sprints) especially those that go outside the control of the Scrum of Scrums. It provides a way to manage the flow of work within a Scrum of Scrums and should be reviewed and updated at least daily.

Definition of Done

The moment a Product Backlog item meets the Definition of Done, an Increment is born. The Definition of Done (DoD) represents the organization’s formal definition of quality for all Product Backlog Items (PBIs). If an organization does not have one, the Scrum team should set its own. The Definition of Done is the commitment contained within the Increment artifact.

Definition of Ready

Information needed by the team in order to understand and complete a Product Backlog Item (PBI). Examples include the I.N.V.E.S.T. Criteria. There should be no further conversation or exploration of what is needed for the team to complete the PBI.

Development Team

Also known simply as the Team, it is comprised of people who work on Sprint Backlog Items. It acts as ‘one team’ and has all the skills needed to produce a working tested increment each Sprint. The development team is:

Self-Organizing
Cross-Functional
Accountable
Small with 3 – 9 team members

E

Empiricism

A foundation of Scrum. The belief that knowledge comes from experience and making decisions based on what is known. Scrum employs an iterative, incremental approach to optimize predictability and control risk. Three pillars uphold every implementation of empirical process control: transparency, inspection, and adaptation.

Enterprise Backlog

Used in Scrum@Scale, a shared backlog that feeds an enterprise, creates clear priorities across the teams and avoids the duplication of work. The items in the Enterprise Backlog are known as Enterprise Backlog Items. They are typically large in size and broad in scope affecting many, if not all, the teams in the enterprise.

Enterprise Backlog Item

Used in Scrum@Scale, an item of significant value to the enterprise that will typically involve many teams, cross many products, and take many sprints (for example a new initiative, business capability, product line or service).

Enterprise Goal

Used in Scrum@Scale, an objective set for an Enterprise that can be met through the implementation of the Enterprise Backlog. It provides guidance on what the enterprise is trying to achieve next, focuses the work of the Executive MetaScrum Team, and helps the teams to align and collaborate.

Estimation

The act of predicting how much effort will be needed to complete work on a Product Backlog Item. But without it Product Owners and Scrum Masters will struggle with securing a release date and showing velocity improvement. There are many methods. Most commonly occurs during Product Backlog Refinement.

Executive Action Team (EAT)

Used in Scrum@Scale, the EAT is the final stop for impediments that cannot be removed by the Scrum of Scrum’s. It must be comprised of individuals who are empowered, politically, and financially, to remove them. They are also responsible for the quality of Scrum in the organization and the Transformation Backlog.

Executive MetaScrum (EMS)

Used in Scrum@Scale, the MetaScrum for the entire organization. It owns the organizational vision and sets the strategic priorities for the whole company, aligning all the teams around common goals.

F

Fibonacci Sequence

A series of numbers starting with 0 and 1 where each subsequent number is the sum of the prior two numbers. This leads to significant increases in the value of each number. Fibonacci numbers are often used as a way for Scrum Teams to estimate the amount of effort it will take to complete each Product Backlog Item.

Focus

One of the five Scrum Values. Everyone focuses on the work of the Sprint and the goals of the Scrum Team.

I

Impediment

Anything that slows the Team down or prevents them from completing work. The key is to identify and remove impediments as quickly and systematically as possible. The Scrum Master helps the team remove impediments and is accountable for surfacing impediments the team can’t remove on their own.

Improvement Backlog

Used in Scrum@Scale, an ordered list of everything to be done to improve the way of working, including the removal of everything known to be hindering or blocking the work of a Scrum of Scrums. Drives continuous improvement and is made up of improvements that address opportunities, drive change, or remove impediments.

Improvement Backlog Item

Used in Scrum@Scale, individual backlog items of impediments that are hindering or blocking the work of a Scrum of Scrums and their associated Scrum Teams. These Backlog Items can also address opportunities and drive change.

Improvement Backlog Refinement

Used in Scrum@Scale, the on-going process of adding detail, estimates, and order to the items in the Improvement Backlog, and transforming opportunities and impediments into actionable improvements. A Scrum of Scrums level activity led by the Scrum of Scrums Master.

Increment

An Increment (sometimes referred to as a ‘Potentially Shippable Product’) is the value delivered for the customer via the Product Backlog Items completed during a Sprint. Each Increment should interface seamlessly with all prior Increments and stand alone as a distinct addition of value to the Product. While more than one Increment may be created in a Sprint, all work must meet the Definition of Done to be considered complete.

Inspection

One of the three Scrum Pillars. Scrum users must frequently inspect Scrum artifacts and progress toward a Sprint Goal to detect undesirable variances. Their inspection should not be so frequent that inspection gets in the way of the work. Inspections are most beneficial when diligently performed by skilled inspectors at the point of work and at Scrum events.

Interrupt Buffer

A Scrum pattern. A method of allowing emergent work or interrupts to be brought into the Sprint and worked on as it comes in. The Scrum Team allocates a set amount of Sprint capacity to a buffer. This allows flexibility and responsiveness to service.

I.N.V.E.S.T. Criteria

An acronym that details the elements an individual Product Backlog Item needs to meet in order to meet the Definition of Ready.

I – Immediately Actionable
N – NEGOTIABLE
V – VALUE
E – ESTIMABLE
S – SMALL
T – TESTABLE

M

MetaScrum

An event where the Chief Product Owner shares the Scaled Backlog with the business owners who control funding, personnel and customer commitments so they can express their preferences and, sometimes, urgent demands.

Minimum Viable Bureaucracy

Having the least amount of governing bodies and processes needed to carry out the function(s) of an organization without impeding the delivery of customer value. It helps to achieve business agility by reducing decision latency (time to make a decision), which has been noted as a primary driver of success.

Minimum Viable Product

A version of a product which allows a team to collect the maximum amount of validated learning about customers with the least amount of effort.

O

Openness

Items which represent work or value.There are 3 Artifacts in Scrum; (Product Backlog, Sprint Backlog, and Product Increment).

P

Parking Lot

An unofficial extension of a meeting that often follows The Daily Scrum where the members of the Scrum Team discuss in-depth issues, impediments, or topics that go beyond the scope of the Daily Scrum. Only attended by those required to reach resolution on the issues raised.

Product Backlog

A priority ordered list of everything that is known to be needed in the product. It is the single source of requirements for any changes to be made to the product. The Product Owner is responsible for the Product Backlog, including its content, availability, and ordering.

Product Backlog Item (PBI)

A change to be made to the product in a future release (for example a feature, function, requirement, enhancement, or fix). Higher ordered Product Backlog items are usually clearer and more detailed than lower ordered ones.

Product Backlog Refinement

A whole team activity led by the Product Owner. The on-going process of adding detail, estimates, and order to the items in the Product Backlog. Not an official Scrum Event, but a highly recommended practice. Usually consumes no more than 10% of the capacity of the Team.

Product Envisioning

Used in Scrum@Scale, the on-going process of aligning a Scrum of Scrums along a shared path forward whilst responding to rapidly changing market conditions. A Product Owner Team activity led by the Chief Product Owner.

Product Feedback

Stakeholder input that is analyzed to inform the next iteration, and path of a product or service. Goals of the feedback are to:

Validate & Understand how customers interact with the product
Capture ideas and emerging requirements for functionality

Product Owner

One of three Scrum Roles. Responsible for creating a compelling product vision that is executable. Other responsibilities include curating and prioritizing a Product Backlog, spending 50% of their time with customers and stakeholders, and 50% working closely with the team.

R

Refinement

Release Planning

Respect

Roles

A specialized function in a particular situation. In Scrum there are three roles: Product Owner, Scrum Master, and Team Member. This simple structure creates clear accountability and efficient communication while removing unneeded bureaucracy.

S

Scaled Daily Scrum

Used in Scrum@Scale, an event used to plan and replan the work for the next 24 hours or so; to resolve emergent dependencies and issues, to optimize team collaboration, and to get things to Done. Normally held daily after the teams’ Daily Scrum, this is 15-minute time-boxed scaled event.

Scaled Product Backlog Refinement

Used in Scrum@Scale, the on-going process of adding detail, estimates, and order to the items in the Shared Product Backlog and decomposing complex items so they can be pulled by the individual teams. A Product Owner Team activity led by the Chief Product Owner and held at least once a Sprint.

Scaled Sprint Review

Used in Scrum@Scale, an informal meeting, held at the end of the Common Sprint, to inspect the Shared Increment and adapt the Shared Product Backlog. A timeboxed event of no more than 4 hours for a one month Sprint (shorter for shorter Sprints), which can remove the need for individual team Sprint Reviews.

Scrum of Scrums Retrospective

Used in Scrum@Scale, an opportunity for the Scrum of Scrums to inspect itself and create a plan for Improvements to be enacted across the teams. A time-boxed event of no more than 3 hours for a one-month Sprint (shorter for shorter Sprints). It is not necessarily done every Sprint but must be done at least once every 3 months.

Scrum

Scrum is a lightweight framework that helps people, teams, and organizations generate value through adaptive solutions for complex problems.

Scrum Artifacts

There are three artifacts in Scrum; the Product Backlog, the Sprint Backlog, and Increment. Each artifact contains a commitment to enhancing transparency, focus, and understanding how to measure progress. The commitments for each of the artifacts are: Product Goal for the Product Backlog; Sprint Goal for the Sprint Backlog; and Definition of Done for the Increment.

Scrum@Scale

A framework in which a network of teams operating consistently with the Scrum Guide can address complex adaptive problems, while creatively delivering products of the highest possible value. These “products” may be physical, digital, complex integrated systems, processes, services, etc.

Scrum of Scrums Team

Used in Scrum@Scale, a set of Scrum Teams that need to deliver a product (or integrated set of products). Act as a ‘release team’ and must have all the skills to deliver a fully integrated potentially-shippable product increment at the end of every Sprint. Operate under a Chief Product Owner and Scrum of Scrums Master.

Sprint Board

A tool that makes visible a Scrum Team’s Sprint Backlog and progress during a Sprint. Can take many forms ranging from a digital tool to a three column board labeled ‘Do’, ‘Doing’, ‘Done’. The board is updated by the Team and shows all items that need to be completed, are in progress, or are finished in the Sprint.

Scrum Master

The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide by helping everyone understand Scrum theory and practice, both within the Scrum Team and the organization. They are accountable for the Scrum Team’s effectiveness by enabling the Scrum Team to improve its practices within the Scrum framework. Scrum Masters are true leaders who serve the Scrum Team and the broader organization.

Scrum of Scrums Master

Used in Scrum@Scale, the Scrum of Scrums Master is responsible for ensuring that Scrum@Scale is understood and enacted within a team of teams. They also help facilitate scaled events, coach the Scrum of Scrum Team on the proper use of Scrum@Scale, and remove impediments.

Scrum Pillars

Scrum is founded on empirical process control theory, or empiricism. In turn they are the foundation of every successful Scrum implementation. Three pillars uphold every implementation of empirical process control:

Transparency
Inspection
Adaptation

Scrum Team

The fundamental unit of Scrum is a small team of people, a Scrum Team. A Scrum Team consists of one Scrum Master, one Product Owner, and Developers (defined as anyone working on the sprint increment). Within a Scrum Team, there are no sub-teams or hierarchies. It is a cohesive unit of professionals focused on one objective at a time, the Product Goal.

Scrum Values

There are five Scrum Values; commitment, courage, focus, openness, and respect. When these values are embodied and lived by the Scrum Team, the Scrum pillars of transparency, inspection, and adaptation come to life and build trust for everyone.

Shared Definition of Done

Used in Scrum@Scale, a uniform “Definition of Done” that applies to everything produced by the teams in the Scrum of Scrums. It complements and aligns any more specific Definitions of Done used by the teams. sAll teams working on the same Product or System should share the same Definition of Done.

Shared Product Backlog

Used in Scrum@Scale, a shared backlog that feeds a network of teams working on the same Product or Product Family. It creates clear priorities across the teams and avoids the duplication of work. Comprised of Shared Product Backlog Items which are typically larger than those held in the teams’ backlogs.

Shared Product Backlog Item

Used in Scrum@Scale, an item of significant value to be delivered by a Scrum of Scrums (for example a new capability, feature, or service). Typically a larger, more complex backlog item than those found in the individual teams’ backlogs.

Shared Increment

Used in Scrum@Scale, the sum of all the Increments completed by the teams in a Scrum of Scrums during a Sprint and the value of the Increments of all previous Sprints. The Shared Increment must be “Done” and integrate all the work done by all the teams and meet the Shared Definition of Done.

Sprint

One of the five Scrum Events. It is a short, consistent cycle no longer than four weeks. The goal is to have an iteration short enough to keep the team focused but long enough to deliver a meaningful increment of work. All other Scrum Events take place during a Sprint. Once a Sprint is finished, the next begins.

Sprint Backlog

The set of Product Backlog Items selected for the Sprint, plus a plan for delivering the Increment and realizing the Sprint Goal. It includes at least one Improvement identified at the last Sprint Retrospective. It makes visible all of the work the Team identifies as necessary to meet the Sprint Goal.

Sprint Cadence

The length of a Sprint and set time and date for all events contained in the Sprint.

Sprint Goal

The Sprint Goal is the singular objective for the Sprint. The Sprint Goal is the COMMITMENT of everyone working on the sprint increment, providing the clarity to understand what is needed, who needs it, why it is needed, or how it will provide value. The Sprint Goal helps create focus and alignment, encouraging the Scrum Team to work together to produce the value rather than on separate or individual efforts.

Sprint Planning

One of the five Scrum Events. Where the work to be performed in the Sprint is planned. This event is time-boxed to a maximum of eight hours for a one-month Sprint. For shorter Sprints, the event is usually shorter. The Scrum Master ensures that the event takes place and that attendants understand its purpose.

Sprint Retrospective

One of the five Scrum Events. An opportunity for the Scrum Team to inspect itself and create a plan for improvements to be enacted during the next Sprint. This event occurs after the Sprint Review and prior to the next Sprint Planning. At most a three-hour meeting for one-month Sprints.

Sprint Review

One of the five Scrum Events. Held at the end of the Sprint to allow customers and stakeholders to inspect the Increment, give feedback, and for the Scrum Team to adapt the Product Backlog if needed. This is at most a four-hour meeting for one-month Sprints.

Stakeholder

A source of feedback for vision, requirements, and Increments. Often are a part of the organization.

Story Points

Used by Scrum Teams in estimation, an abstract measure of the relative effort required to complete a given Product Backlog Item (PBI). A commonly used type of estimation uses story points and the Fibonacci sequence to quickly generate accurate estimates for PBI’s.

T

Timebox

A fixed, maximum length of time for an activity or event. Scrum uses timeboxing for all of the Scrum events and as a tool for concretely defining open-ended or ambiguous tasks.

Transparency

One of the three Scrum Pillars. Significant aspects of the process and product must be visible to those responsible for the outcome. Transparency requires those aspects be defined by a common standard so observers share a common understanding of what is being seen.

V

Velocity

A measure of the amount of work a Scrum Team can accomplish during a single Sprint. An important metric in Scrum. Velocity is calculated at the end of the Sprint by totaling the Points for all fully completed Sprint Backlog Items.

W

Working Agreement

An agreed upon set of norms, practices, and policies that establish how team members work together.

Y

Yesterday's Weather

A pattern in Scrum. A method to help Scrum Teams quickly calculate how many Points they will likely complete in the upcoming Sprint. Usually calculated by using a rolling averaging of the total number of completed points over the past three Sprints.

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