Practices & Events

Andon Practitioner A signal anyone can use to stop the line and call for help as soon as a problem appears. Daily Scrum Beginner A 15-minute daily check-in where Developers inspect progress toward the Sprint Goal and adjust the plan. Definition of Done Beginner The shared quality bar every piece of work must meet before anyone can call it done. Gemba Walk Practitioner Going to where the work actually happens to observe, ask and learn, instead of managing from reports. Increment Beginner A finished, usable step toward the Product Goal that meets the Definition of Done. Information Radiators Practitioner Big, visible displays of a team's key information that anyone passing by can read at a glance. Kaizen Practitioner Japanese for "change for the better": small, continuous improvements made by everyone, every day. Kanban Board Beginner A visual board of columns and cards that shows where every piece of work is right now. Poka-Yoke Practitioner Designing processes and tools so mistakes are impossible, or caught immediately, instead of relying on care. Release on Demand Practitioner Separating deploying code from releasing features, so the business can release whenever it's ready. Sprint Beginner The fixed-length cycle, one month or less, in which a Scrum team turns ideas into a usable Increment. Sprint Backlog Beginner The team's plan for the sprint: the Sprint Goal, the items chosen, and how they'll be delivered. Sprint Goal Beginner The single objective for a sprint: why the work matters, agreed by the whole Scrum team. Sprint Retrospective Beginner The team's regular look at how they work, ending in one or two concrete improvements. Sprint Review Beginner The working session at the end of a sprint where the team and stakeholders inspect the Increment and adjust what's next. Team Charters Practitioner A short document a team writes together: why it exists, what it owns, and how it will work. Timeboxing Practitioner Giving an activity a fixed maximum time, then stopping when time is up, whether or not it's perfect. Visual Management Practitioner Making the state of work visible so problems and progress are obvious at a glance. WIP Limits Practitioner Caps on how many items can be in progress at once, so work finishes faster and bottlenecks show up. Working Agreements Practitioner The team's own rules for how members work together, written down and agreed by everyone.