Continuous Delivery is the practice of delivering small changes to software quickly, frequently and continually. With a Continuous Delivery system, software builds are checked regularly using automated tests for quality and deployed to test and then to production environments as soon as they pass. Due to automation it is often possible to release multiple changes to the software per day. This approach often accelerates software release cycles and minimizes the amount of time between when code is developed and released, shortening feedback cycle and improving adaptability.

A servant-leader leads others by focusing on serving them. They put the needs of others before their own and work to help them succeed. A Scrum Master is a True-Leader, a Servant-Leader. They serve the team's agenda and help them grow and succeed. This is in contrast to a traditional manager, who focuses on leading and managing first. See also: Scrum as a Servant-Leader

Scrum Masters are true leaders who serve the Scrum Team and the larger organization. - Scrum Guide. A True Leader may exhibit characteristics such as: Leads by Example: Scrum Master not only invites the team members to regularly seek feedback and try to continuously improve, however, models exhibiting the same and seeks feedback about their own performance and strives to keep improving how they serve the team, the product owner and the organization. Supports those having difficult times: The Scrum Master stands in support of those who are having difficult times. Team members having difficult times don't need to be treated as bad people. The Scrum Master emphatizes and stands in support of these people. Leads by Serving: Not there to Manage, the Scrum Master serves to lead. Also see: Scrum Master as a Servant-Leader

Value-stream mapping, is a powerful visual technique originating from Lean Management to determine the efficiency of a value stream. The Value-stream map visualizes the flow of both materials and information as they progress through the process from Idea to Solution. It involves labelling and quantifing the activity time, and waiting (idle) time to calculate the effeciency of the value creation process. Value flow efficiency of 5-10% is typical for a large number of manufacturing processes, product development in large organization, etc. Mapping the time taken during the value creating activities and idle time between two activities, helps identify the process improvement areas in an organization.

Visualizing the work of the Scrum Team via a board (either virtual or physical) is a common practice used by Scrum Teams. The purpose of creating such a board is to create transparency of information. While the Scrum Guide doesn't prescribe any specific practice or a board, it's valuable tool to enhance shared understanding and empiricism. The Scrum Board may contain the list of everything that's needed in the product (a Product Backlog) and the work of the current sprint (Sprint Backlog).

Product Roadmap visually represents the strategy and vision of the Product Owner. It may contain the high level requirements in order of customer value, and the direction of the product over time.

One-piece flow is a lean (manufacturing) practice, in which customers receive a valuable product that is produced from start to finish, per the customer's needs. Such a process limits work-in-progress, eliminates waste, excess processing, and over-production, which increases efficiency and lowers costs. Due to reduced work in progress, the flow of the value increases, overhead costs go down, the inventory carrying costs signifiacntly reduces, the throughput increases.

Objectives and Key Results (OKR) is a goal-setting framwork to establish focus towards delivering results that truely matter and to direct all initiatives toward measurable strategic outcomes. OKRs are goal-setting metrics that are meant to be measurable, time-bound, achievable, relevant, and specific. OKRs are expressed in a format that employees can easily understand. The use of OKRs allows all employees to focus on what’s most important to the company as a whole.

Systems thinking is an approach to solving complex problems that seeks to understand the system as a whole, recognizing patterns and considering connections. Systems thinking recognizes that complex systems are made up of not just parts, but also of interactions and rules. These rules are important decisions that guide the behavior of the system. Systems thinking also recognizes relationships between parts and that relationships between parts influence each other. A systems thinking approach focuses on a system’s properties, such as its relationship to other elements in the system, and the relationships among these elements and behavior of the system as a whole. An excellent reference on Systems Thinking is the book 'The Fifth Discipline' by Peter Senge. In it, Peter describes 11 laws: Today’s problems come from yesterday’s ‘solutions.’ The harder you push, the harder the system pushes back. Behavior will grow worse before it grows better. The easy way out usually leads back in. The cure can be worse than the disease. Faster is slower. Cause and effect are not closely related in time and space. Small changes can produce big results…but the areas of highest leverage are often the least obvious. You can have your cake and eat it too—but not all at once. Dividing an elephant in half does not produce two small elephants. There is no blame. Developing Systems Thinking improves the ability of leaders, coaches, Product Owners and Scrum Masters to holistically solve the problems at hand, rather than solving the symptoms.

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.

Most popular - Agile and Scrum Glossary

Toyota Production System

Task Board

Continuous Delivery

Servant Leader

Scrum of Scrums (SoS)

Progressive Refinement

True Leader

Value Stream Mapping

Scrum Board

Product Roadmap

Cross-Functional Team

One-Piece Flow

OKRs

Return on Investment (ROI)

Systems Thinking

Methodology