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.

The fundamental unit of Scrum is a small team of people, a Scrum Team. The Scrum Team is a cohesive unit of professionals focused on one objective at a time, the Product Goal. The Scrum Team consists of one Scrum Master, one Product Owner, and Developers. Scrum Teams are cross-functional, self-managing, small (10 members or less).

When a team is empowered to decide who does what, when, and how - it can be termed as a Self-Managing Team. The self-managing team is responsible and accountable for all or most aspects / decisions of planning, producing and delivering value. To enable people or teams in an organization to self-manage, the structure of the organization /and the team must be relatively flat. The team must be shielded from hierarchy. People must have the needed empowerement to make necessary decisions related to their work. Some of the well known large-scale Organizations that are successfully operating and growing based on the principles of Self-Management: Morning Star (Tomato Processor, USA) Buurtzorg (Healthcare, The Netherlands, Worldwide) Semco Group (Manufacturing, Brazil) Patagonia (Outdoor Apparel, USA) Haier Group (Consumer Durables, Appliances, China) See also: Self-Managing Teams

Open Space is a democratic way to facilitate and organize meetings, conferences, and organizational work involving a large number of people with diverse backgrounds and interest. Participants opt in to create and manage the agenda of discussions as it emerges to achieve strategic and complex objectives. Harrison Owen an Open Space Evangelist describes the Four Principles and One Law which guide behavior of participants in Open space. **The principles are: ** Whoever comes is the right people , which reminds people in the small groups that getting something done is not a matter of having 100,000 people and the chairman of the board. The fundamental requirement is people who care to do something. And by showing up, that essential care is demonstrated. Whatever happens is the only thing that could have , keeps people focused on the here and now, and eliminates all of the could-have-beens, should-have-beens or might-have-beens. What is is the only thing there is at the moment. Whenever it starts is the right time , alerts people to the fact that inspired performance and genuine creativity rarely, if ever, pay attention to the clock. They happen (or not) when they happen. Lastly When it’s over it’s over . In a word, don’t waste time. Do what you have to do, and when its done, move on to something more useful. The Law of Two Feet , which states simply, if at any time you find yourself in any situation where you are neither learning nor contributing – use you two feet and move to some place more to you liking. Such a place might be another group, or even outside into the sunshine. No matter what, don’t sit there feeling miserable

Release Planning is the process of planning a product release, identifying the capabilities that need to be released, stakeholders and team members involved, budget and timelines. In Scrum, every Sprint enables inspection and adaptation of progress toward a Product Goal. Every Sprint begins with Sprint Planning and results in at least one increment that is usable to customers. Some teams release increments multiple times a sprint, other teams group features from more than a sprint before releasing to the customers. Those releasing at least once a sprint, do not need seperate release planning besides the Sprint Planning that already exists.

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

Cost of Delay (COD) is a decision making / prioritization framework that helps a Product Owner quantify the economic value impact of building a feature or completing an initiative sooner as opposed to later. The cost of delay is an efficient decision-making tool that can completely transform the mindset of an organization and resulting ROI. It does so by putting a value lens over the conversation of costs and deadlines, offering full-scenario visualizations of what the most critical tasks really are.

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. Self-Management requires the team members must be empowered and kept shielded from hierarchy. See also: Self-Management

Anyone with a stake / interest in the Scrum Team and it's outcomes could be a stakeholder to the Scrum Team. Stakeholders could be internal as well as external to the organization. Internal stakeholders may be people from various functions / departments of the organization such as: finance, sales-marketing, infrastructure, customer support, release management, etc. External stakeholders may include clients, paying customers, end users, consumers, prospects, etc.

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

An antipattern is solution applied to a particular problem that is considered harmful or undesirable, but is used on a regular basis. An antipattern can be applied to a process, product design, company policy of an org, etc. A key characteristic of antipatterns is that they are used in situations where other, better, alternatives exist. Antipatterns can include such practices as over-engineering, reinventing the wheel, establishing too many dependencies, overcomplicating the situation and adding more complexity to a situation.

Most popular - Agile and Scrum Glossary

Velocity

Scrum Team

Self-Management

Incremental Development

Open Space

Lean Product Development

Release Planning

Scrum Events

Cumulative Flow Diagram (CFD)

Cost of Delay

Minimum Viable Product (MVP)

Self-Managing Team

Stakeholders

Coaching

Key Performance Indicators (KPI)

Antipattern