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• Definition of done
  |theme=Agile, Scrum |wish=You want to know when items are done, ready for the next step.
  3 KB (422 words) - 13:35, 26 May 2013
• Ambiguity test
  |goal=test for clear, elegant, and intelligible requirements |theme=Agile, Scrum
  2 KB (268 words) - 13:14, 26 May 2013
• Blocker waiting room
  |theme=Agile, Scrum, Kanban ...g while waiting on external events and keeping a clear visual oversight on all work in progress minimizes waste and stale items, keeps things flowing, and
  3 KB (446 words) - 13:03, 26 May 2013
• Sprint goal
  |theme=Agile, Scrum |so=Set a clear goal for every sprint and only pull in work that helps reach that goal.
  4 KB (650 words) - 12:40, 7 November 2016
• Season beat
  |theme=Agile ...}}s of 1, 2, 3 or 4 weeks each. This leaves room of ‘one week out of time’ for a release review, retrospective and planning.
  5 KB (774 words) - 21:13, 20 February 2014
• Writers’ workshop
  |theme=Agile |so=Conduct a small and focused workshop that brings out the best in all.
  2 KB (316 words) - 13:37, 20 June 2014
• ORM
  Without a structured and centralized approach for managing an organization’s knowledge, one or more of the following issues *It is not clear whether all the company knowledge is overall consistent.
  8 KB (1,225 words) - 16:13, 21 October 2014
• Agile transformation
  A {{p|piecemeal growth story}} about agile transfomation of an organization no larger than [http://en.wikipedia.org/wi ...atterns below they will generate the organizational structures best suited for the activities they need to perform. Other patterns will help generate how
  6 KB (953 words) - 08:01, 11 June 2013
• Knowledge injection
  |theme=Agile, Lean, Scrum *Becoming dependent on single specialists is all too easy.
  1 KB (236 words) - 19:39, 26 May 2013
• Culture
  All {{verb|change}} in organizations is belief change. So, create {{p|belief st {{quote|Culture eats strategy for breakfast.}}
  3 KB (368 words) - 18:19, 10 July 2015
• Daily scrum of scrums
  |theme=Agile, Scrum *address issues then and there, since all qualified people are present; i.e., unlike the {{p|daily scrum}}, do not po
  2 KB (378 words) - 13:29, 26 May 2013
• One service deserves another
  |theme=Agile, Lean, Scrum ...o make the change. Your {{p|squad}} has made the item {{p|ready to build}} for the other {{p|squad}}.
  3 KB (565 words) - 08:59, 16 June 2013
• Liftoff
  ...me from various backgrounds, struggle to collaborate, and it is unclear if all constraints, means, and skills are met to start. ==Plan for a Successful Liftoff==
  6 KB (932 words) - 14:26, 28 November 2016
• Foreign glimpses
  |theme=Agile |context=in a large organization, {{p|scrum}} initiatives are popping up all over the place—it's catching on like wildfire and an {{p|early majority}}
  3 KB (448 words) - 17:29, 26 May 2013
• Estimate
  {{quote|In preparing for [projects] I have always found that [estimates] are useless, but [estimatin Watch out for:
  5 KB (717 words) - 17:13, 19 November 2017
• Set of reference stories
  |theme=Agile, Scrum ...ain a set of baselined reference stories used by all squads as a benchmark for estimation.
  2 KB (392 words) - 10:27, 16 June 2013
• Babushka of value
  |theme=Agile, Lean, Quality *''done'' for upstream equals ''ready'' for downstream
  3 KB (448 words) - 14:03, 19 July 2019
• Agile business analyst
  Business Analysts are well positioned to become critical to the success of Agile teams. Key for the {{p|agile business analyst}} are:
  9 KB (1,280 words) - 13:07, 26 September 2012
• Don’t just do something, stand there!
  |theme=Agile, Lean |context=groups, large and small, searching for future states they want to evolve to.
  8 KB (1,166 words) - 17:19, 19 November 2017
• Stable team
  Customer delight drives profitability and gives reason for existence. ...is assures that no-one stands around waiting for the team to get ready, or for the team to clean and stow their gear after the session.
  6 KB (784 words) - 12:58, 2 August 2016
• Golden triangle
  #Scope—total feature set or all functionality that needs to be delivered; all functional requirements; please note that everything required is different #Time—the moment in time when it needs to be ready for use;
  6 KB (1,046 words) - 09:32, 2 August 2013
• Product portfolio
  |theme=Agile, Lean, Scrum |wish=Overview and clear strategic goals aligns forces and eases planning on all levels.
  12 KB (1,746 words) - 13:48, 22 October 2014
• Happiness index
  |context=anytime for a {{p|squad}} or {{p|tribe}} chipping away at a collective endeavor, and es ...st to you, but also because it is a [[leading indicator]], which makes you agile. Most financial metrics are [[lagging indicators]], making it hard to react
  5 KB (757 words) - 17:37, 8 May 2014
• MoSCoW
  {{tag|agile}} ...ed to have but won't have this time". So there ''is'' an explicit category for what you are ''not'' going to require.
  3 KB (456 words) - 10:01, 25 December 2013
• Agile architect
  |theme=Agile, Scrum {{tag|Agile}}
  15 KB (2,410 words) - 06:47, 19 October 2015
• Hoshin kanri
  ...he Deming Wheel (PDCA Cycle) and the need to focus on management processes for continuous improvement, including both '''Breakthrough Management''' and Da {{p|hoshin kanri}} is an organising framework for strategic management. It is concerned with four primary tasks:
  5 KB (783 words) - 13:17, 22 October 2018
• Just say no
  |theme=Agile, Lean, Jumpstart, Don’t just do something ...ises, overdeliver and treat every commitment as though it's an opportunity for a transformation, the only way you can do this is to '''turn down most oppo
  5 KB (738 words) - 14:21, 9 July 2018
• Jimdo
  How {{organization|Jimdo}} scales their agile organization to 180 people (which is beyond {{p|dunbar’s number}}. *{{p|life is a broccoli}} to embed {{p|purpose, principles, practices}} at all levels of the {{p|chaorganization}}.
  6 KB (876 words) - 15:32, 27 April 2014
• Ready to build
  |theme=Agile, Scrum See below for a detailed example of a {{dor}}.
  7 KB (1,220 words) - 06:58, 10 August 2016
• Product owner
  |theme=Agile, Scrum, Product When the work is simply too much for a single {{p|product owner}}, split it up between a {{p|strategic product o
  15 KB (2,380 words) - 08:05, 11 June 2019
• Lazy finish
  |theme=Agile, Lean ...n I/O is involved, bulk data transfers can be made in increments optimized for the target medium. This in addition can amortize I/O overhead among several
  4 KB (596 words) - 12:51, 3 March 2014
• Constellation exercise
  ...universe. Introduce the object to the team as their center, and have them all stand scattered around it. ...er from the item in the center, in relation to how true that statement is for them… the more true, the closer to that center. Once you have read the st
  4 KB (692 words) - 08:40, 29 June 2014
• Lean
  {{tag|agile}} ...tes, the cycle time for the batch is five minutes. However, the cycle time for an individual part is 13.6 seconds (5 minutes x 60 seconds = 300 seconds, d
  8 KB (1,273 words) - 09:51, 23 February 2014
• Retrospective meeting
  Any meeting deserves a good structure. A default structure for a retrospective meeting looks like: #'''Close The Retrospective'''—to collect improvement actions for next retrospective
  8 KB (1,193 words) - 16:13, 15 November 2023
• Spice girls question
  ...e “{{p|spice girls question}}”. When you are doing the queue replenishment for a Kanban system, you might say which two things do you want next. ...uring {{p|operations review}}. Include trends as a {{p|leading indicator}} for grinding down speed.
  5 KB (885 words) - 19:06, 15 May 2014
• Kanban
  |theme=Agile, Lean, Kanban |so=Institutionalize reflection and retrospection at all levels and across all disciplines.
  15 KB (2,242 words) - 17:14, 19 November 2017
• Metric drives behavior
  If it’s important and you can spend money to fix it, by all means, go do that. Metrics for team coaching. Always be thinking:
  16 KB (2,430 words) - 08:03, 4 August 2020
• User story
  |theme=Agile, Lean, Scrum, Product ...story includes providing the capability and maintaining a healthy codebase for future work.|Martin Fowler}}
  10 KB (1,523 words) - 05:22, 2 July 2019
• Daily clean code
  |so=Fix all bugs in less than a day. Aim to have a completely clean base of code at the ...e, there is a natural tendency to park bugs in a list of things to do when all the fun stuff is done.
  12 KB (2,011 words) - 14:32, 12 July 2013
• Change
  *All change in organizations is belief change. So, create {{p|belief statements} ...and pretty much any feedback loop tool/method whether it be Toyota Katas, Agile Retrospectives and even Lean Startup are re-inventions of that cycle
  7 KB (1,067 words) - 08:02, 13 July 2023
• Team charter
  |theme=Agile, Scrum, Team |so=Document a membrane as a container for self-organization
  11 KB (1,487 words) - 20:02, 30 May 2016
• Good Strategy Bad Strategy
  ...s. For example, {{p|guiding policy}} might have its own page, detailing on all its aspects. *mistaking goals for strategy;
  12 KB (1,841 words) - 15:38, 24 January 2019

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