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Discrete Effort

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An activity that can be planned and measured and that yields a specific output.

PRINCE2 - Overview

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PRINCE stands for: PRojects IN Controlled Enviroments , While 2 stands for the version.

Standardized Work

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Standardized Work (SW) is a document that precisely outlines the description of each step required to complete a certain task. The document also captures the cycle time for each task, minimum level of inventory required as well as the classification of each task step as "value added" or "non value added". A SW document describes the most efficient way to process a certain task at any given point in time, and forms the baseline for process improvement.

Scrum Master

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The Scrum Master is one of the important members of the Scrum Team. They are responsible for promoting and supporting Scrum within the organization. The Scrum Master is a servant-leader as opposed from a command and control structure. The Scrum Master advises stakeholders external to the Scrum Team about which interactions assist or hinder the Scru...

Product Owner

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The Product Owner is an important member of the Scrum Team. They are responsible for maximizing the value of the product produced by the Development Team.

Sprint

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The Sprint is an iteration of work, typically 1 month or less in duration, where a potentially releasable product increment is produced. Sprints have consistent durations throughout a development effort. A new Sprint starts immediately after the conclusion of the previous Sprint. The Sprint contains several other events such as Sprint Planning, Daily Scrums, the Sprint Review and the Sprint Retrospective, in addition to the development work.

Daily Scrum

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The Daily Scrum is a 15-minute time-boxed meeting held every day at the same location and is intended for the Development Team. At this meeting, the Development Team plans work for the next 24 hours.

Inception Phase

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The primary goals of the Inception phase are to achieve stakeholder consensus regarding the objectives of the project and to obtain funding.

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