Kanban is a lean method, a framework to visualize work and improve the flow of value through the system. Initiated by Toyota as part of the Toyota Production System, Kanban (in Japanese) is a visual card used as a scheduling system, showcasing the essential information and progress of the work through the product development system. Following four essential practices help optimize the flow of value: Visualize the workflow Limit work in progress Manage flow Make process policies explicit Through pull based movement of the work, Kanban helps achieve evolutionary improvements in process and product.

Coaching is a form of development intervention in which a coach, supports a learner or a coachee in achieving a specific personal or professional goal. The coach provides a structure, accountability and space within which the coachee's wisdom emerges and capability grows to: clarify a problem they like to solve/address, identify possible solutions to try, and take action to address the matter. Providing answers, opinions, and telling others what to do is NOT coaching. Unlike a mentor, a coach doesn't need to be an expert in the field in which a coachee aims to excel. See also: The Scrum Master as a Coach

The Sprint Backlog is one of the Scrum artifacts that creates transparency of the work of the current Sprint. It is set of Product Backlog Items selected by the Developers for the Sprint, plus a plan for delivering the product Increment and realizing the Sprint Goal.

Spike (concept originating from Extreme Programming) may be considered a type of a Product Backlog Item that is usually focused on research, exploration and investivation activity. The purpose of a spike may be to explore the technical feasibility or create a quick proof of concept to gain better understanding about a particular requirement. Since a Spike does not directly deliver stakeholder value, and due to unknown nature of the work involved, a spike should be subjected to a time-box. The knowledge gained during this time-box (effort spent) should be presented at the Sprint Review and based on it the Product Owner may decide whether to puruse this feature / technology further or not. If the Product Owner decides to pursue it further, they may write a fresh Product Backlog Item and add it to the Product Backlog.

Scrum Values offer overarching guiding-rails to how team members behave, act, work, and collaborate as a team. Scrum offers five Scrum Values: Focus, Openness, Respect, Commitment and Courage. When a Scrum Team and the people they work with embody these Scrum Values, they a build high trust environment.

Sprint Goal is the single (overarching) objective for the Sprint, achieved through the Increment. Sprint Goal communicates why the Sprint is valuable to stakeholders, creates coherence and focus. Collaboratively defined by the Scrum Team during Sprint Planning. Although the Sprint Goal is a commitment by the Developers, it provides flexibility in terms of the exact work needed to achieve it. The progress toward the Sprint Goal is inspected on daily basis during the Daily Scrum. If the Sprint Goal becomes obsolete, the Sprint could be cancelled.

The Product Owner is accountable for maximizing the value of the product/service being built. The Product Owner owns the decisions related to funds, works with the stakeholders and steers the direction of the product to optimize the outcomes and impact for the customers.

A self-managing team is empowered to internally decide who does what, when, and how. It is responsible and accountable for all or most aspects / decisions of planning and producing a product or delivering a service.

Kaizen is a Japanese terms referring to incrementally achieving excellence through the relentless and endless pursuit of perfection. In a business context Kaizen is continuous improvement of processes, operations and functions involving all employees. Kaizen is Change for the Better .

"The Product Goal describes a future state of the product which can serve as a target for the Scrum Team to plan against." - Scrum Guide 2020. Crafted and Communicated by the Product Owner, the Product Goal is the long-term objective, a specific and measurable benefit or outcome a product should create. The Scrum Team is focused on one product goal at a time. They must fulfill (or abandon) one product goal before taking on the next.

Scrum combines four formal events within a containing event, the Sprint. (That makes total 5 Scrum Events) Four formal Scrum Events are: Sprint Planning Daily Scrum Sprint Review Sprint Retrospective Scrum Events are a formal opportunity to inspect and adapt the Scrum artifacts. Missing any event(s) results in lost opportunities to inspect and adapt. Events are used in Scrum to create regularity and to minimize the need for meetings not defined in Scrum. Scrum events are designed to provoke change

Methodology is a body of methods, rules, procedures and processes to achieve a goal. Usually methodology tries to define steps and answers to various situations. Most methodologies are bulky and rigid due to being prescriptive.

Velocity is not a Scrum term, it is a term used in Extreme Programming. Velocity is the rate at which value has been delivered. It's calculated as an average of the value delivered by a team in the past few Sprints. [ Let's say average of last 4 or 5 Sprints ]. Let's say: The Team Acers delivered below number of Product Backlog Items: Sprint Number of Product Backlog Items Delivered 5 7 6 6 7 7 8 5 9 8 10 7 At the end of Sprint 10, the velocity of team Acers is 6-7 Product Backlog Items per Sprint. The velocity trending upward over a period may indicate that the team is delivering more output. More velocity does not equal more value or more impact. Also, velocity numbers can easily be gamed when velocity is used for micro-managing the team or pushing them to deliver more than what they could comfortably deliver. Comparing Velocity of two teams is usually a waste of effort and futile. As two teams may have different set of work, complexity, skill set, collaboration, availability of Product Owner and many other variables would be different.

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Kanban

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Product Owner

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Kaizen

Product Goal

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Lean Product Development

Story Points Estimation

Methodology

Minimum Viable Product (MVP)

Velocity