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Definition of Done

Getting Started with the Definition of Done (DoD). Every team should define what is required, what criteria must be met, for a product increment to be considered releasable.
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Shift Left Strategy

A Shift-Left Strategy brings testing, security, and compliance earlier in development, reducing defects, accelerating feedback, and improving quality for faster, more reliable delivery.
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One Engineering System

One Engineering System (1ES) is a strategic standardised, integrated framework designed to streamline software development by unifying tools, processes, and practices across teams. It provides a consistent, scalable foundation that supports high-quality, efficient, and secure software delivery.
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Behaviour Driven Development

Align development with business goals using Behaviour Driven Development (BDD). Improve collaboration and create clear, testable requirements.
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    Test First Development

    Test First is a practice that defines success before implementation. It supports manual and automated testing, with a strong preference for automation to improve flow and quality.
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    Evidence Based Management

    Evidence-Based Management (EBM) is a strategy for improving an organisation’s ability to deliver value by making decisions based on evidence, not opinion. It enables data-informed investment in agility, innovation, and outcomes rather than output.
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    Continuous Delivery

    Continuous Delivery is the practice of frequently delivering small increments of valuable product directly to real users, enabling rapid feedback, validation, and continuous improvement from the very first iteration.
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    Definition of Ready

    Ensuring backlog items meet a clear, actionable standard before sprint planning.
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    Value Stream Management

    A strategic approach to improving the flow of value through an organisation, optimising efficiency, reducing waste, and aligning work with customer outcomes.
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    Azure DevOps

    Azure DevOps is a product from Microsoft that provides tools around CI/CD, collaboration, and agile project management. Other names are Team Foundation Server, TFSOnline, Visual Studio Online (VSO), and Visual Studio Team Services.
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    Agnostic Agile

    Agnostic Agile is a movement that promotes ethical, context-driven agility by prioritising principles over rigid frameworks. Championed by thought leaders like Arie van Bennekum, a Dutch signatory of the Agile Manifesto, it encourages practitioners to adapt methods pragmatically based on need rather than ideology. Drawing from diverse approaches such as Scrum, Kanban, Lean, and XP, Agnostic Agile emphasises professionalism, critical thinking, and value delivery over brand loyalty or prescriptive practice.
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    Product Delivery

    The process of delivering usable working software products to customers, including planning, development, testing, and deployment.
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    Common Goals

    Common Goals are a first principle of effective delivery. They align strategy with execution, enabling every decision, every Sprint, and every line of code to serve a shared purpose. Without them, you don’t have a system—you have disconnected activity.
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    Continuous Improvement

    Continuous Improvement is the ongoing practice of relentless reflection and adaptation, driven by empirical evidence, aimed at consistently enhancing processes, products, and team effectiveness. It embodies a commitment to incremental and measurable advancements, fostering a culture of proactive experimentation, rapid feedback, and learning to achieve sustainable and strategic business agility.
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    Team Performance

    Team performance is a systemic indicator of how well a team consistently delivers value, reflecting its collaborative and technical delivery capability over time.
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    Asynchronous Development

    Enable seamless collaboration with Asynchronous Development. Improve efficiency, flexibility, and delivery across distributed teams.
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    Agile Product Operating Model

    Transform your organisation with the Agile Product Operating Model, blending agile practices and product management to deliver consistent, customer-focused value.
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    Open Space Agile

    Open Space Agile is an approach to organisational agility that applies the principles of Open Space Technology—a self-organising, agenda-free format for large group collaboration—to Agile transformation. Popularised by Daniel Mezick and others in the Open Leadership Network, Open Space Agile invites everyone in the organisation to co-create the change process, fostering psychological safety, shared ownership, and authentic engagement. Rather than relying on top-down rollout plans, it embraces emergence, letting those closest to the work define priorities and actions through open, iterative dialogue. This approach aligns with complexity thinking and honours the Agile ethos by enabling transformation to unfold organically, adaptively, and in response to real needs.
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      Artificial Intelligence

      Leverage Artificial Intelligence to enhance decision-making, automation, and innovation in Agile, DevOps, and software development.
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      Lean Product Development

      Minimising waste while maximising learning in product creation.
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      Working Software

      Working software is the tangible, functional output produced during a Sprint, representing a concrete artifact that delivers value to customers.
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      Agile Strategy

      Drive long-term success with Agile Strategy. Align vision, execution, and adaptability to deliver continuous value.
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      Service Level Expectation

      A Service Level Expectation predicts how long work items take to complete, helping Scrum Teams improve workflow, identify issues, and set clear delivery timelines.
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      Scaling

      Coordinate multiple teams to deliver complex products while preserving agility. Focus on alignment, flow, and value delivery across the enterprise using lean principles and adaptive product structures.
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      Working Agreements

      Establishing team norms and collaboration principles for effective teamwork.
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      Liberating Structures

      Liberating Structures is a set of simple, adaptable facilitation methods designed to make meetings more interactive, inclusive, and productive. Each structure replaces conventional habits like open discussion or status reporting with clear participation formats. Used across Agile, Lean, and organisational change initiatives, they provide structure without control, helping teams uncover insights and co-create better outcomes.
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      Social Technologies

      Social technologies are systems of thought that shape collaboration, decision-making, and adaptability. Rooted in self-organisation and continuous learning, they enable organisations to evolve, innovate, and create sustainable value.
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      Organisational Physics

      Organisational Physics is a conceptual model that uses systems thinking to analyse and influence the dynamics within organisations, focusing on the interplay between people, processes, and technology.
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      Organisational Change

      Driving transformation efforts to enable agility and resilience.
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      Competence

      Competence is a first principle that demands continuous development and demonstrable capability. It is the foundation of professionalism—without it, there can be no trust, no quality, and no real progress.
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      Acceptance Test Driven Development

      Drive high-quality software development with Acceptance Test Driven Development (ATDD). Define clear, testable acceptance criteria before implementation to ensure alignment with business needs.
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        Revenue per Employee

        A financial observability metric showing how much revenue is generated per employee, used to inspect workforce efficiency and strategic alignment over time.
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          Company as a Product

          Company as a Product (CaaP) is an organisational strategy that treats the entire company as a continuously evolving product, rather than a static structure. It emphasises designing and refining the organisation based on customer feedback, measurable outcomes, and strategic goals—much like product development. Popularised by thought leaders in modern organisational design and continuous discovery, CaaP encourages cross-functional collaboration, experimentation, and alignment across all levels. Instead of optimising for internal efficiency or hierarchy, it focuses on delivering value to customers and adapting the company’s capabilities, systems, and structures as intentionally as one would iterate on a product.
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            Value Stream Mapping

            Visualising workflows to identify inefficiencies and optimise value delivery.
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              Cell Structure Design

              Cell Structure Design is an organisational design model developed by Niels Pfläging, rooted in the principles of the Beta Codex. It replaces traditional hierarchies with a decentralised, network-based structure composed of autonomous, value-creating units called cells. Each cell operates with end-to-end responsibility, enabling responsiveness, accountability, and continuous adaptation. Informed by complexity theory, Cell Structure Design rejects command-and-control in favour of dynamic coordination and transparency, empowering people to self-organise around customer value rather than roles or silos.
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                Trend Analysis

                Identifying patterns and shifts to inform strategic decision-making.
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                Internal Developer Platform

                An Internal Developer Platform streamlines development processes, enabling teams to build, test, and deploy applications efficiently within a controlled environment.
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                Market Share

                Gaining competitive advantage by expanding a product’s presence in its market segment.
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                  Ability to Innovate

                  Ability to Innovate is one of the four key value areas of Evidence‑Based Management that gauges organizational capability in terms of innovation. It is composed of a group of measures that assess how effectively an organization generates, implements, and sustains innovative solutions. Rather than a single metric, this group may include indicators like the frequency of experiments, innovation throughput, and learning cycles, offering a broad view of the organization’s capacity to innovate.
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                  Portfolio Management

                  Align strategy with execution through Portfolio Management. Prioritise investments, optimise value streams, and drive organisational agility.
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                  Professional Scrum

                  Professional Scrum is a disciplined ethos of empiricism, accountability, and continuous improvement that transcends the Scrum framework.
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                  Agentic Agility

                  Agentic Agility is the ability for humans and AI to take intentional, adaptive action within socio-technical environments, enabling continuous improvement, value delivery, and organisational resilience. It transforms Agile, Scrum, and DevOps from passive execution into deliberate evolution, ensuring agility remains a living capability, not a hollow label.
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                  Beta Codex

                  Embrace Beta Codex for decentralised, adaptive, and human-centric organisational design. Enable true agility beyond rigid hierarchies.
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                  Unrealised Value

                  Unrealized Value is one of the four key value areas of Evidence‑Based Management and represents a group of measures focused on the potential value that could be captured with further improvements. Instead of being a single metric, it includes various indicators that assess untapped opportunities, such as latent market demand or areas for innovation. These combined measures offer insight into how much additional value remains available for the organization.
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                  GitHub

                  GitHub is a platform for version control and collaboration, offering tools for code hosting, CI/CD, project management, and team collaboration.
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                  Miscellaneous

                  Topics that don’t fit into any specific category.
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                  Project Management

                  Coordinating people, processes, and tools to achieve project goals across various methodologies and contexts.
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                  Lead Time

                  Measuring the time from work initiation to customer delivery, helping teams monitor workflow efficiency and improve value delivery.
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                    Current Value

                    Current Value is one of the four key value areas of Evidence‑Based Management. Rather than being a single measure, it comprises a group of indicators that collectively assess the tangible, real‑time value a product or service delivers. This group of measures includes, for example, customer satisfaction data, revenue impact, and performance feedback—all of which help determine how much value is being realized at present.
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                    Time to Market

                    Time to Market is one of the four key value areas of Evidence‑Based Management that focuses on organizational capability. It is not a single measure but a group of metrics that evaluate the speed at which ideas are transformed into deliverable products or features. This collection of measures may include lead time, cycle time, and overall development duration—providing a comprehensive view of how quickly value reaches the customer.
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                    Hybrid Agile

                    A critical lens on attempts to combine project management with agile delivery approaches.
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                      Azure Boards

                      Manage Agile projects effectively with Azure Boards. Track work, optimise planning, and improve team collaboration.
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                      Continuous Integration

                      Ensure fast, reliable development with Continuous Integration (CI). Merge code frequently, detect errors early, and maintain a healthy codebase.
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                      Customer Retention

                      Strategies to keep users engaged and reduce churn through continuous value delivery.
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                      Daily Scrum

                      Maximise team alignment and adaptability with the Daily Scrum. Inspect progress, adapt plans, and ensure focus on the Sprint Goal.
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                      Estimation

                      Master estimation in Agile and Scrum. Improve forecasting, manage uncertainty, and align expectations using empirical data and collaborative techniques.
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                      Forecasting

                      Enhance forecasting in Agile and Scrum. Use empirical data to predict delivery timelines, manage risk, and optimise value delivery.
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                      Lean Startup

                      Applying Lean principles to rapidly test and validate business ideas with minimal risk.
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                      Minimum Viable Product

                      Building the Minimum Viable Product to test ideas and validate market assumptions quickly.
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                      Complexity Thinking

                      An approach to understanding and managing organisations, systems, and uncertainty using complexity science, emergence, and nonlinear dynamics. Incudes but not limited to Cynefin and Stacy.
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                      Platform Engineering

                      Platform Engineering is the practice of designing, building, and maintaining internal platforms that enable developers to deliver value independently, reliably, and at pace.

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