Semantic search
Jump to navigation
Jump to search
| Goal | |
|---|---|
| Collaborative product discovery | |
| Common ground | increase cooperation and fast action on matters of shared concern |
| Consent | |
| Consent | educe the best integrative solution within the tolerances of the whole system |
| Contents | |
| Continuous delivery | |
| Cracker | |
| Cruise missile | hit even moving targets |
| Culture | |
| Curious coach | |
| Customer segment pivot | jump up your revenue and return by maximising value creation |
| Cynefin | approach the issue at hand appropriately and effectively |
| Daily clean code | get defect free at the end of the sprint |
| Daily scrum of scrums | foster high communication bandwidth between teams and to resolve any dependancies |
| Daily standup | keep track of work in progress, and move it towards the finish quickly |
| David Snowden | |
| Decentral control | achieve speed and adaptability |
| Decide | |
| Decision spectrum | pick the proper decision process |
| Decision-makers near the action | |
| Decouple stages | support very long wait times while keeping short cycle times. |
| Definition of done | know when you are done with an item, ready to be pulled into the next step |
| Dependable authority | be consistent, congruent, and coherent despite a salvo of projections onto you and onto others |
| Differentiate to integrate | ease the process of discovering common ground and decision-making |
| Disagree and commit | disagree while making progress in a complex world |
| Don’t just do something, stand there! | lead meetings that matter, with energized and happy people |
| Don’t just do something, stand there!/Change | |
| Don’t just do something, stand there!/Facilitate | |
| Estimate | |
| Even over | make choices, to implement and deploy strategy |
| Evidence-based practice | |
| Example mapping | |
| Excellence guides | |
| Experiment | |
| Expert interview | connect with the topic and prepare for a training |
| Explicit policy | |
| Faceless | |
| Feel good manager | |
| First things first | get the right stuff done |
| Fitness for purpose | |
| Five focusing steps | |
| Five whys | find the root cause of about anything |
| Flight level | |
| Flow | |
| Flow of change | know where you are and what to do next |
| Focus on focus off | set the stage for productive communication |
| Forecast | |
| Foreign glimpses | copy good practices and behaviors from those who lead by example |
| Four questions | stop suffering and enjoy utter freedom |
| Four rooms of change | know where you are and what to do next |
| Future available resource | |
| Game | |
| Generative images | allure people to create openings for new, productive conversations about issues they care about |
| Goal | |
| Golden triangle | |
| Goldilocks sizer | enjoy the flow that results from working on similar-sized items |
| Good Strategy Bad Strategy | |
| Govern | |
| Guild | |
| Guitar mummy | |
| Habit of changing habits | get better in getting better. |
| Happiness index | cultivate hyperperforming teams and organizations that excel and exceed goals while having fun |
| Helium stick | |
| Heutagogy | |
| Home | |
| Hoshin kanri | align forces, give direction and focus |
| Images of potential | innovatively, creatively and energetically improve the whole system |
| Improvement board | accelerate learning and become ever more effective and efficient in order to gain an unfair sustainable advantage |
| Improvement kata | |
| Innovation accounting | facilitate faster pivots |
| Instant pay-off coaching | help someone get unstuck and grow |
| Integrating statement leaps forward | move on after a near complete spectrum of views is on the table |
| Integrative decision-making | |
| Intent at least two levels up | align speedy decision-making at all levels |
| Intentional leadership | |
| Interview & draw | quickly get to know someone else by active listening and be able to back brief what you just learned |
| Jimdo | |
| Just say no | make your ‘yes’ mean something |
| Ka-ching a day makes product owner hurray | show progress and build trust, day by day |
| Kanban | evolve into a nimble, flexible, innovative and powerful learning organization |
| Kata | |
| Knowledge injection | boost autonomy, mastery, and purpose |
| Lazy finish | accomodate service requests that take too long to complete. |
| Leader coach | |
| Leading indicator | |
| Leap of faith | fuel each and everyone with superpower |
| Learn | |
| Learning milestone | facility the decision wether to pivot or persevere |
| Liberating constraints | focus on what is really important |
| Life is a broccoli | |
| Liftoff | |
| Main effort | concentrate all hands on achieving objectives that lead to victory. |
| Maneuver | |
| Match people to the task | fit the capability of the group to the size of the issue |
| Mentor | |
| Metric drives behavior | |
| Microresolution | |
| Microservices | |
| Minimal viable product | test strategic assumptions and hypotheses in a series of rapid feedback loops |
| Mirror, mirror on the wall | find out how you see yourself in others and adopt a couple of group practices to pair |
| Mission Critical Agile | |
| Mission order | focus all forces on victory |
| MoSCoW | |
| Multi-versioning | |
| Nemawashi | decide wisely at the latest responsible moment |
| Noun | |
| OKR | keep everyone moving forward as a team—aligned autonomy |
| ORM | |
| Obeya | foster rich, short, effective communication, and rapid decision-making |
| One service deserves another | fairly help each other out when needed |
| One team | excel in providing the best solution, sustain top performance, and have hun, all at the same time |
| Only move forward | collect metric data that drives improvement actions |
| Ooda loop | |
| Open | |
| Open space | create and maintain an open, safe space for high learning, play, and engagement. |
| Operations review | |
| Pair | |
| Pair working | spread all knowledge while being productive and collectively own the product |
| Pearl language | evolve the whole and solve complex problems and achieve complex goals using plain English |
| Pen storm | get out all the issues and invest your scarce energy on the right ones |
| People take responsibility | encourage participants to own their own meetings, outcomes, and future |
| Percept | |
| Perfection game | |
| Physical information radiators | keep oversight of progress and acceleration opportunities |
| Pick yourself | |
| Pivot | forever flourish in the land of the living |
| Pivot or persevere meeting | decide wether to change or keep the current strategy |
| Planguage | |
| Plastic plan | |
| Process | |
| Product backlog | do the right things (a.k.a. effectiveness} |
| Product backlog ordering | |
| Product jumpstart | |
| Product owner | have passion and vision develop products that people want to buy |
| Product portfolio | do the right things considering your complete product suite |
| Product review meeting | proudly present the new value just created and collect feedback to inform future development |
| Product vision | provide the essential direction and focus to everyone |
| Product vision board | build the right things |
| Projection alert | become aware of your own likes and dislikes and turn them into nutricients for personal growth |
| Prototype | |
| Quality | |
| Question carousel | induce great answers, answers that matter |
| Question everything | |
| Questions that matter | |
| Ready to build | invest most of your time efficiently building, implementing the product |
| Reciprocal altruism | elegantly work together, reinforcing and complementing each other's strengths, while respecting mutual interests |
| Refactor code | sustain a minimal and elegant code base with top-notch quality |
| Relative estimation | harvest low hanging fruit for maximum return on investment |
| Relax | control what you can and let go what you cannot |
| Release burndown chart | visually manage progress so you can adjust planning accordingly |
| Release planning | |
| Release strategies | |
| Retrospective meeting | |
| Risk | |
| Ritual dissent and assent | increase weak signal detection so ideas and proposals get more resilient |
| Rules for better brainstorming | |
| SAFe | |
| Safe space | |
| Sandbox | |
| Scale | |
| Scenarios define wish | get a clear picture of what users need |
| Scrum | jumpstart hyper-performing teams |
| Scrum jumpstart | |
| Scrum master | |
| Scrumming the scrum | obtain a sustainable unfair competitive advantage |
| Season beat | fuse predictability, calmness, and a high energy level in your whole ecosystem |
| Sense of urgency | create powerful and sustainable action |
| Set of reference stories | enable planning across multiple squads and tribes |
| Similarity feeds predictability | |
| Six plus or minus one | enjoy maximum communication bandwidth among people |
| Slave to the rhythm | |
| Slow down to speed up | |
| Snapshot delivery | easy, flexible planning |
| Spectrum of views | develop a more grounded sense of what initial opposing consider relevant and uncover a continuum of opinions |
| Speed and adaptability | tackle uncertainty |
| Spice girls question | only commit investments on items that we really, really want and avoid wasting scarce resources |
| Sprint | |
| Sprint backlog | |
| Sprint goal | direct and align everyone |
| Stable team | sustain maximum results of human assets |
| Stage | |
| Stakeholder | |
| Start what you finish and finish what you start | get things done |
| Startup’s runway | increase the number of pivots you can make before you must have lifted off |
| Story map | |
| Story splitter | get many bite-szied chunks done done |
| Story telling | capture, inspire and energize your audience by touching their hearts |
| Story writing workshop | |
| Strategic product owner | make product decisions with oversight |
| Systems thinking | |
| Tactical product owner | make product decisions close to the action |
| Teach back | recheck knowledge of the learner after learning some new concepts |
| Team | |
| Team charter | create a container that facilitates self-organization |
| Teams that finish early accelerate faster | get hyperproductive |
| Technical debt | |
| Test-driven development | |
| The Lean Startup | |
| Think big | get more effect and impact |
| Toyota’s six rules | level production and balance work |
| Track done | |
| Training from the BACK of the Room! | |
| Tribal learning | tip the entire culture towards more safety, freedom, learning, and amazing results. |
| U-curve | determine the optimum sprint length or batch size |
| Unique specific tasks | get something done in an hour or two |
| Unity of purpose | give direction, align forces, and pursue meaningful work |
| User story | be crystal clear on what who wants and why so it can be build |
| Vanity metrics | |
| Verb | |
| Vibrant persona | |
| Visual management | |
| Visual workflow | quickly grasp the overview of progress and discover opportunities to speed up |
| Walkabout | make key learnings stick |
| We don’t make mistakes, we learn | live, to learn, a life long |
| Weak signals, big action | keep systems within their tolerance margins and avoid tipping over into self-destruction |
| Web hunt | connect with and learn about a specific topic by exploring the web |
| Weighted shortest job first | know what to pull next |
| Whole elephant | lay the groundwork for people to open up to each other |
| Whole system in the room | understand everyone’s stakes, faster decision-making, and greater personal responsibility |
| Wiki | cultivate a collective memory |
| Wind through a tree | control your response to a situation and contain your “hot buttons” |
| Work in progress limit | improve flow and liquidity of a system |
| Writers’ workshop | harden the creative work of a few by many subject matter experts. |
| Yesterday’s weather | successfully pull product backlog items into a sprint and get them done |
| Zoom-in pivot | refocus product development on just one successful feature of the larger whole |