Agile Glossary: Over 70 Key Concepts Explained, from Scrum to SAFe and Beyond!

Image representing the key concepts of agility, including Scrum and SAFe, useful for a glossary.



Welcome to our comprehensive agile glossary, designed to enlighten beginners and enrich professionals’ knowledge of the key concepts shaping the world of agility.

Whether you’re experienced in SAFe, Scrum and Kanban methodologies, or simply curious about the world of agile, this glossary is your ideal starting point.

From the Burndown Chart to the Weighted Shortest Job First (WSJF), not forgetting the nuances between an epic and a User Story, each term is carefully explained to give you a clear and concrete understanding.

Embark on a journey through over 70 concepts that are revolutionizing project management and software production, fostering a culture of flexibility, efficiency and continuous improvement.


Agility is more than just a project management method; it’s a philosophy that emphasizes flexibility, collaboration and responsiveness to change. Embodied in the
Agile Manifesto
in 2001, this approach opposes rigid traditional methods by emphasizing human interaction, frequent delivery of functional products, collaboration with the customer and adaptability. In a world where user/customer needs evolve rapidly, agility enables development teams to remain aligned with these needs while delivering value continuously and efficiently.

Whenagility is applied to large-scale projects or organizations, we speak ofcoordinated or scaled agility. Frameworks such as SAFe© (Scaled Agile Framework), LeSS (Large Scale Scrum), and
have been developed to meet this need, by harmonizing the work of several agile teams working together on the same product. These models aim to reproduce the flexibility and efficiency of agility in more complex contexts, ensuring strategic coordination and optimizing large-scale value delivery.

Agile Release Train (ART), in the context of the
SAFe© framework
framework, is essentially a ‘train’ of agile teams moving forward together at a steady, coordinated pace. Imagine a real train where each wagon represents an agile team; ART synchronizes these ‘wagons’ so that they roll along the project’s rails towards frequent and predictable value deliveries. This mechanism aligns planning, harmonizes deliverables between teams, and overcomes the challenges of managing multiple teams working on the same product or project. In this way, ART is not just a group of teams, but an integrated system that orchestrates their efforts to accelerate value delivery while respecting agile principles on a large scale.


The Sprint Backlog is a set of items selected by thedevelopment team from the Product Backlog to be realized during a specific sprint. This backlog is the direct result of
Sprint Planning
where the team, in collaboration with the Product Owner, decides on the priority tasks to be completed in order to achieve the sprint objectives.

Unlike the product backlog, sprint backlog items are estimated and detailed by the team, guaranteeing a clear understanding of the requirements and the effort needed to complete them. This includes
User Stories
to be developed, the technical tasks to be performed, and any work required to deliver a potentially deliverable product increment at the end of the sprint. The sprint backlog is dynamic; it can be adjusted and renegotiated between the development team and the Product Owner to reflect changes and unforeseen events encountered during the sprint.

The ProductBacklog, managed by the Product Owner (PO), is an organized, prioritized list of everything that might be needed to develop and improve a product. Unlike the sprint backlog, not all product backlog items are estimated by thedevelopment team, as they have not yet been selected for a sprint.

This backlog includes functional elements such as User Stories or Epics, representing user needs and expectations. It is important to note that these elements are not detailed technical specifications, but rather descriptions of high value-added functionalities designed to meet the product’s objectives.

To find out more about the Product Backlog, read our detailed article: “What is a Product Backlog? Understanding your role in product management

Backlog Refinement, sometimes called backlog refinement or grooming, is a continuous process where the
Product Owner
and thedevelopment team review the elements of the
product backlog
to ensure their clarity, accuracy and priority. This process often includes estimating the effort required for each element, clarifying requirements, and identifying dependencies. Refinement aims to make the backlog manageable and understandable for everyone, making it easier to plan future sprints.

To find out more about Backlog Refinement, read our detailed article:“What is Backlog Refinement (or Backlog Grooming)?

The BurnDown Chart is a visual tool used in agile project management to show the amount of work remaining in a sprint or project. It illustrates the rate at which the team completes tasks in relation to their initial planning, making it easier to identify any delays and take decisions to ensure on-time delivery.

Find out more about the Burndown Chart and other Agile KPIs in this article:“Top 5 Agile KPIs Essential for Maximizing Your Scrum Team’s Performance“.

Complementing the BurnDown Chart, the BurnUp Chart shows the team’s progress towards achieving project objectives. Unlike the BurnDown Chart, which focuses on the work remaining, the BurnUp Chart illustrates both the work completed and the total planned, providing an overview of actual progress in relation to initial expectations.

To find out more about the Burnup Chart, read our detailed article:“Top 5 Essential Agile KPIs“.

In agile, particularly in scaled frameworks like SAFe, the Business Owner is a key role representing the interests of internal and external stakeholders. These individuals are directly concerned with the outcome of the project and work closely with theScrum team to ensure that deliverables meet business objectives. They play a crucial role in defining backlog priorities and evaluating product increments, ensuring that the final product delivers maximum value to the user.

To find out more about the SAFe Business Owner, read our detailed article:“How to become a SAFe Business Owner“.


Agile Ceremonies are structured meetings essential to the Scrum methodology, designed to foster communication, collaboration and planning within project teams. These ceremonies include Sprint Planning, Daily Stand-Up (or Daily Scrum), Sprint Review and Sprint Retrospective. Each ceremony has a specific objective, ranging from planning the work to be done in the next sprint, to the continuous improvement of the team’s processes.

To find out more about Scrum events, read our detailed article“Scrum Ceremony Guide: Your Path to a Successful Sprint“.

Value chain agility at scale focuses on identifying and optimizing the development and delivery stages that add the most value to the final product. This enables organizations to focus on activities that actually improve customer outcomes, by eliminating unnecessary or inefficient processes that don’t directly contribute to product value.

The Agile Coach is a specialized professional who guides organizations in their adoption of agile methods. This essential role involves teaching and adapting agile principles, such as Scrum, Kanban, or SAFe, to improve team efficiency and responsiveness. The coach also helps to establish a culture of collaboration and continuous improvement, essential to the success of agile transformation. He provides ongoing problem-solving and mentoring support, facilitating the cultural change needed for a deep and lasting adoption of agile practices.

The Coach Sync is a key event in the SAFe framework’sAgile Release Train (ART). This periodic meeting brings together the Scrum Masters, now called Team Coaches in SAFe 6.0, to coordinate dependencies between the various ART teams. The aim is to provide visibility on the progress of projects, and to highlight any obstacles that might be slowing down the process. This synchronization is essential to ensure that all teams move forward in a coherent and aligned way, facilitating smooth and continuous progress of the agile train towards its value delivery objectives.

Communities of practice (CoPs) or Guilds in agility are groups formed by people sharing common interests, skills or areas of expertise. These communities meet regularly to exchange knowledge, experience and best practices, contributing to continuous improvement and learning within the organization.

Continuous Exploration is a key process in agility at scale, particularly in SAFe, where teams continually work to understand the needs of the market, users and other stakeholders. This process involves active innovation, defining product visions and roadmaps, and aligning development strategy to ensure that the organization remains competitive and relevant in the marketplace.

Cycle time has its roots in lean management, but has also been adopted as a key performance indicator (KPI) by agile teams. It measures the time needed for a task to move from start to finish. This KPI is essential, as it measures the speed and efficiency with which a team can transform requests into concrete solutions or functionalities. In agile, a short time cycle is a sign of responsiveness and the ability to adapt quickly to changing customer needs. It reflects a team’s commitment to optimizing work processes, reducing lead times, and accelerating value delivery, thus aligning agile practices with the fundamental principles of lean management.

To find out more about Cycle Time, read our article:“The Top 5 agile KPIs“.


The Daily Scrum or Stand-up meeting is a central agile ceremony, generally practiced in Scrum, where team members meet briefly (15min) each day to share progress, goals for the day and discuss obstacles encountered. This meeting promotes transparency, accountability and rapid adjustment of plans to keep the team aligned and focused on the sprint objectives.

The Definition of Done (DoD) is a crucial agreement within agile teams, specifically within Scrum, which establishes a set of criteria that a work item must meet to be considered complete. This concept ensures that all work delivered achieves a consistent level of quality and meets stakeholder expectations, which is essential for maintaining transparency and reliability in the agile development process.

DoD helps prevent misunderstandings by ensuring that all team members have a common understanding of what “finished” means for user stories, tasks, and other backlog items. It can include aspects such as passing all tests, design approval, successful integration, and documentation review, among others.

Having a clearly defined and agreed Definition of Done ensures that each product increment is functional and ready for delivery, contributing to overall customer satisfaction.

For an in-depth exploration of Definition of Done and its impact on agile project management, see our article:“Understanding and applying Definition of Done in Scrum“.

The Definition of Ready (DoR) is an agreement formed by agile teams to determine when a backlog item is ready to be worked on during a sprint. This concept, like the Definition of Done, is vital to the Scrum methodological framework and serves to ensure that all prerequisites are met before work begins, thus reducing the risk of blockages and unnecessary rework.

DoR helps the team to clearly understand what is expected of each User Story or task before it is included in a sprint. This can include criteria such as availability of specifications, completion of designs, clarity of expectations, and stakeholder approval. The use of DoR also facilitates sprint planning by ensuring that only ready and well-defined items are taken into account.

Using an effective Definition of Ready maximizes the team’s productivity during the sprint by eliminating ambiguities and ensuring that the necessary resources are available to get the job done without interruption.

To find out more about Definition of Ready and its application in agile project management, read our detailed article:“Optimizing workflows with Definition of Ready”.

Design Thinking is a human-centered approach to innovation, integrated within the framework of agility to develop solutions that truly meet users’ needs and challenges. This method encourages teams to think creatively, experimenting and prototyping quickly to test ideas before full implementation.

In Scrum, the DevTeam is a group of professionals who work together to deliver the Product Backlog items selected for the Sprint. This self-organized, multi-disciplinary team is focused on creating high-quality products that meet the needs of users.

DevOps is a culture, movement or practice that emphasizes collaboration and communication between software developers (Dev) and other IT professionals (Ops), while automating the software delivery process and infrastructure changes. The aim is to establish an environment where building, testing and releasing software can be done quickly, frequently and more reliably, in line with agile principles.


In agile methodologies, and particularly in SAFe, an Enabler designates the technical work or infrastructure needed to support future functionalities or improve system quality and performance. Enablers ensure that the architecture, processes and tools are in place to facilitate the delivery of value to the end-user.

TheEnterprise Architect plays a crucial role in aligning IT strategies with the company’s business objectives. In an agile context, he ensures that the enterprise architecture facilitates flexibility and responsiveness to change, supporting continuous and efficient value delivery.

An Epic is a large unit of work that can be broken down into several smaller user stories. In agile frameworks like SAFe, an epic is often a long-term goal or a large project that requires close collaboration between different teams to be achieved within a PI (Planning Interval).

TheEpic Owner is responsible for defining, prioritizing and monitoring epics within an organization using large-scale agile methods. It ensures that epics deliver the expected value and are aligned with the company’s strategic objectives.

eXtreme Programming (XP) is an agile software development method that emphasizes technical excellence and responsiveness to changing customer needs. XP uses practices such as test-driven development (TDD), pair programming and continuous integration to improve product quality and team productivity.


In agile development, a Feature is a software functionality that provides specific value to the end user. It serves as a reference for planning, development and communication within agile teams, enabling a better understanding of project objectives.


Theproduct increment is a central concept in the Scrum methodology, and refers to the sum of all product elements completed during a Sprint. At the end of each sprint, the Scrum team produces a product increment, which is a potentially deliverable and functional version of the final product. This increment must comply with the “Definition of Done” (DoD) established by the team, ensuring that the product is of high quality and ready for eventual delivery to the customer.

The product increment allows you to visualize the team’s progress towards the final goal, and to check that the product meets users’ needs over time. This enables continuous product adaptation based on feedback received at

Inspect and Adapt (I& A) is a key event in the SAFe framework, enabling teams to reflect on their processes and make adjustments for continuous improvement. This happens at the end of each Program Increment (PI), encouraging a culture of continuous improvement and adaptation to new challenges.


Kaizen is a key concept in Lean practices, embodying the philosophy of continuous improvement. This means that every member of the team, at every level, works together to improve processes and systems on an ongoing basis.

Kaizen promotes small, continuous changes that lead to significant improvements over time, embedding a culture of constant improvement in the team’s daily routine.

Kanban is an agile method based on visual task management. It aims to improve efficiency by limiting work in progress to the team’s capacity. Kanban enables teams to visualize workflow, prioritize tasks and adapt quickly to changes.

The Kanban board is a visualization tool used to apply the Kanban method. It represents the different stages in a team’s workflow, enabling the progress of tasks to be tracked from start to finish. It is divided into columns that reflect the different phases of the development process.


Lead time is the total time elapsed between the request for a feature and its delivery to the customer. In agile project management, reducing Lead Time means speeding up the time between the initial idea and its realization, enabling faster response to customer needs and continuous product improvement.

Lean is a management philosophy focused on eliminating waste to maximize the value created for the customer. Originally developed in Toyota’s production system, this approach has spread to various fields, including software development and agile methodologies. By focusing on continuous improvement and rapid response to customer needs, Lean enables teams to become more efficient and responsive.

SAFe’sLean-Agile mindset combines the principles of Lean and Agile to create a culture focused on customer value, continuous improvement and adaptability. This mindset encourages organizations to optimize their processes, reduce waste and foster close collaboration between all stakeholders.

Lean Portfolio Management (LPM ) is an approach that applies Lean principles to project or product portfolio management. LPM aims to align corporate strategy with execution and optimize value delivery by managing investments, resources and priorities with agility.

The Lean Portfolio Manager is responsible for applying the principles of Lean Portfolio Management. This role involves overseeing the selection, funding and performance management of initiatives in the portfolio to ensure they contribute to the company’s overall strategy and maximize the value delivered.

LeSS (Large-Scale Scrum) is a large-scale agility framework that extends Scrum to be applied to multiple teams working on the same product. LeSS aims to simplify the organization by reducing additional roles, artifacts and processes, and focusing on learning and adaptation.


The ROAM Matrix is a key risk management tool in SAFe methodology, particularly used during PI Planning sessions. ROAM is an acronym for Resolved, Owned, Accepted and Mitigated. It enables risks identified during the planning of an Incremental Program (IP) to be categorized and actively managed:

  • Resolved: the risk has already been dealt with before the end of PI Planning.
  • Owned: a person is appointed to manage the risk.
  • Accepted: the team recognizes the risk but chooses not to act immediately, accepting the potential consequences.
  • Mitigated: measures are taken to reduce the impact or probability of the risk.

This approach encourages proactive risk management, promoting greater transparency and collaboration between teams, and helps ensure successful, agile implementation of project initiatives.

The Minimum Viable Product (MVP) is the version of a product with just enough functionality to satisfy the first users and gather their feedback for future improvements. The aim is to test hypotheses with the minimum of effort and risk.

Product Mode refers to an approach to software development that focuses on creating and maintaining a product over the long term, rather than concentrating on the realization of individual projects. This approach fosters continuous innovation and team responsibility for the product as a whole.

The MoSCoW method is a prioritization technique that classifies project requirements into four categories: Must have, Should have, Could have and Won’t have. This strategy helps agile teams to distinguish what is essential for the delivery of a quality product from less critical or non-essential elements. MoSCoW’s application supports efficient planning and expectation management by focusing efforts on the most important features.


Nexus is a large-scale agility framework that integrates the work of 3 to 9 Scrum teams working on the same product. Nexus optimizes dependency and delivery management to improve efficiency and consistency in complex projects.


In the agile world, Objectives & Key Results (OKRs) serve as a compass to guide teams and organizations towards clear, ambitious goals. This method, rooted in Agile principles, favors the setting of meaningful objectives associated with clear, measurable performance indicators (Key Results). Adopting OKRs encourages teams to go beyond the usual limits, aiming for excellence and measuring their progress towards objectives in concrete terms. For an agile beginner, understanding and applying the OKRs means adopting an impact- and results-oriented vision.

Visual management tools play an essential role in agile methodologies, providing a clear representation of project progress, tasks in progress and priorities. Jira and Miro are two popular examples of such tools. Jira helps teams manage the software development cycle, while Miro offers a virtual whiteboard for remote collaboration and brainstorming. Find out how Miro can transform your Agile project management and encourage collaboration within your team by registering for free here.


A Persona in agile project management is a fictitious, detailed representation of a typical user or target customer segment. Created from real data and in-depth user research, the persona helps development teams visualize end-user needs, experiences, behaviors and goals. By personifying user characteristics, agile teams can better understand and anticipate customer reactions to product features, enabling them to design more tailored, user-centric solutions.

Personas are used to guide design decisions throughout the development process, ensuring that the final product meets the expectations of real users, thereby improving customer satisfaction and commitment.

The PI (for Planning Interval, formerly called Program Increment) is a fixed period during which a series of objectives are delivered by theAgile Release Train. In SAFe, an IP is typically a period of 8 to 12 weeks during which agile teams plan, develop, test and deliver increments of value in the form of features and services.

PI Planning is a cornerstone of the SAFe framework, enabling all the teams involved in an Agile Release Train to synchronize their efforts over the coming months. This two-day planning session is an opportunity for teams to share their vision, identify dependencies and make a collective commitment to the objectives of the Increment Program. For beginners, participating in a PI Planning is a deep immersion in agility at scale, highlighting the importance of communication, collaboration and strategic planning in the success of agile projects.

Planning Poker is more than just a game; it’s an estimation technique that encourages open discussion and consensus within agile teams. By using maps to estimate the effort required for each User Story, team members share their perspectives, leading to a deeper understanding of tasks and more accurate estimates. For beginners, Planning Poker demonstrates the importance of collaboration and consensus in agility, while making estimation more engaging and less arbitrary.

PO Sync (Product Owner Synchronization) is a regular meeting in large-scale agile frameworks, such as SAFe, which enables Product Owners from different teams to synchronize their backlogs and ensure alignment with overall program goals. It’s an opportunity to discuss dependencies, priority adjustments, and shared insights that may affect the overall delivery plan. For those new to agility, PO Sync illustrates the importance of collaboration and ongoing communication between teams to maintain harmony and efficiency across an organization.

The Product Manager plays a vital role in SAFe, defining the product’s vision and strategy, and ensuring that product development delivers maximum value to the customer. They work closely with ART Product Owners and stakeholders to prioritize features and work according to market needs and business objectives.

The Product Owner is an essential member of the Scrum team, representing the interests of the customer and the business. They are responsible for defining product requirements and prioritizing the team backlog to maximize the value of the delivered product. The PO acts as a link between the development team and end-users or customers, ensuring that the product evolves in line with user needs and feedback.


In the IT world, a release is the launch of a version of a product that provides sufficient value to be delivered to end-users. Releases are planned over several sprints and often mark the end of a significant development cycle, introducing new features, improvements or fixes. For those new to agile, understanding the release concept underlines the importance of continuous value delivery and the need for regular feedback on product iteration.

The Release Train Engineer (RTE) is the maestro of an Agile Release Train (ART) within the SAFe © framework, facilitating enterprise-wide communication and planning execution. They play a key role in the successful delivery of value through sprints and PI Plannings, ensuring that the train moves smoothly.

RICE is a method for prioritizing projects or features based on four criteria: Reach, Impact, Confidence and Effort. It enables an objective assessment of where to allocate resources to maximize the impact on the company’s objectives. By scoring each project or feature according to these criteria, agile teams can make informed decisions about what to develop first.

The Roadmap is a strategic plan that outlines the initiatives and features planned for a product over a given period. It serves as a guide to align stakeholders with the Product Vision and how agile teams plan to achieve these goals. The agile roadmap facilitates long-term planning, while remaining flexible enough to adapt to change.


SAFe is a Lean-agile framework designed by © Scaled Agile, Inc to provide a structure for large organizations to implement agile practices across their various levels. It helps manage complexity by aligning groups on common goals and promoting continuous value delivery. SAFe integrates Lean principles for process optimization and encourages large-scale collaboration.

The Scrum Master plays a key role in the Scrum framework, acting as a facilitator and coach for the Scrum team. The Scrum Master helps ensure that the team follows agile principles and practices, resolves obstacles and creates a productive working environment. Its aim is to maximize the team’s efficiency and continuously improve its processes.

Scrum de Scrum is a technique used to coordinate several Scrum teams working on the same product or project. It helps deal with dependencies and obstacles that may arise across teams, facilitating fluid communication and coherent progress towards shared goals. This meeting extends the Daily Scrum to multiple teams, providing an overview and aligning efforts.

Shape-Up is a product development and project management method developed by Basecamp. It offers fixed six-week work cycles, followed by a two-week break, enabling teams to focus intensively on specific tasks, then readjust and plan what comes next. Shape-Up encourages a disciplined approach to setting goals and managing priorities.

A sprint or iteration is a defined period of time during which a Scrum team commits to completing a pre-planned body of work. Sprints generally last two to four weeks and aim to produce a potentially deliverable product increment, thus promoting continuous improvement and responsiveness to customer needs.

Sprint planning is a Scrum ceremony during which the team selects the work to be done during the next sprint from the backlog. This session defines the sprint goals and plans the tasks needed to achieve them, ensuring that the team is aligned and ready to start work.

The Sprint Review is a meeting held at the end of each sprint to inspect the completed product increment and adapt the backlog if necessary. It offers stakeholders the opportunity to give feedback on results, facilitating alignment with expectations and the future direction of the product. This is a key moment for validating the functionalities developed and planning the next steps.

The Sprint Retrospective is a meeting that takes place after the Sprint Review and before the planning of the next sprint. The team examines its work processes to identify successes, difficulties encountered and opportunities for improvement. This is an essential moment for continuous improvement, when the team commits to concrete actions to improve its performance in future sprints.

The Story Map, or user story map, is a visual agile project management tool that makes it easier to understand the user journey and organize a product’s functionalities. It helps to visualize the product holistically, identify gaps in the user flow and prioritize development. Thanks to the Story Map, teams can plan sprints with a user-centered vision, ensuring that the final product effectively meets the user’s needs.

Story Points are a unit of measurement used in Agile methods to estimate the complexity of a User Story. Unlike time-based estimates, Story Points take into account factors such as complexity, risk and effort. This approach promotes a better understanding of the challenges ahead and helps to plan sprints more effectively, by enabling teams to compare tasks against each other according to these various factors rather than focusing on their duration.

The System Architect/Engineer plays a crucial role in the design and evolution of a system’s architecture within an agile environment at SAFe scale. He ensures that technical solutions support the product’s long-term objectives and meet constantly evolving requirements. It is a facilitator between technical needs and business objectives, ensuring that the infrastructure is robust, scalable and high-performance.

The System Demo is a practice in SAFe where teams demonstrate the work accomplished during the last Sprint to stakeholders. This demonstration highlights new features and enhancements, providing valuable feedback to guide future development efforts.


Time to Market or TTM refers to the time it takes for an idea or product to go from conception to market availability. In an agile environment, reducing TTM is crucial to responding rapidly to customer needs and market changes. Agile methodologies such as Scrum and Kanban play a key role in accelerating this process, promoting shorter development cycles and close collaboration between all stakeholders.


The UI Designer focuses on the design of a product’s user interface, ensuring that it is visually appealing, intuitive and in line with user expectations. Working closely with UX Designers, developers and stakeholders, he creates interfaces that facilitate a pleasant and efficient user experience, essential in agile product development.

A User Story is a short, simple description of a feature from the end-user’s point of view. It helps the team understand what the user wants to achieve, why it’s important to them, and how it will bring value. User stories serve as the basis for planning, developing and verifying the work carried out, encouraging a focus on delivering value to users.

The UX Designer plays a crucial role in improving theuser experience by focusing on designing meaningful and relevant interactions between the user and the product or service. By adopting a user-centered approach, the UX Designer ensures that products are intuitive, accessible and fun to use, which is essential to the success of any agile project.


Velocity is an agile metric that measures the volume of work a team can accomplish during a sprint. It is often used to plan and forecast future work capacity based on past performance. By understanding their velocity, Scrum teams can adjust their workload for subsequent sprints, improving their planning and efficiency.


Weighted Shortest Job First (WSJF) is a prioritization technique used in the SAFe scale agility framework to order jobs or features according to their Cost of Delay and duration. WSJF helps teams to focus on the tasks that offer the greatest added value in terms of return on investment in the shortest possible time, optimizing the delivery of value and the efficiency of the development process.

Work in Progress (WIP ) refers to the number of tasks an agile team executes in parallel. Limiting WIP improves concentration, reduces completion time and increases the quality of work, helping to avoid overwork and optimize development processes. The practice of Limit WIP in Kanban is crucial to prevent bottlenecks, thus ensuring a smooth progression of tasks through the various stages of the process. Using tools like Kanban boards makes WIP management easier by making the workflow visible and manageable.

To conclude this Agile Glossary

Having gone through this agile glossary represents a significant step forward in your understanding of the agile ecosystem and its various methodologies, from SAFe to Scrum, via Lean and Kanban. We hope that these definitions have not only provided you with a clear overview of the essential terms, but will also encourage you to deepen your knowledge and apply them to your projects.

Agility isn’t just a set of terms or techniques; it’s a culture, a way of thinking, that aims to continually improve teamwork, the end product, and customer satisfaction. Embracing agility means choosing to adopt a flexible, reactive approach to challenges, while seeking to maximize value for all stakeholders.

Training and certification play a crucial role in your agile journey. They not only validate your knowledge and skills, but also open the door to new professional opportunities. For those ready to take the next step, Agile Master certification is an excellent way to distinguish yourself in the field.

We encourage you to explore further and consider certification as a way of solidifying your commitment to agility. It’s a step towards operational excellence, agile leadership and successful transformation, both personally and professionally.

Get ready to become an Agile Master today and join a community of agile professionals committed to excellence.

Sources : 

  • Some terms are taken from ©Scaled Agile, Inc.
  • Other terms are taken from the ©Scrum Guide : Official link.

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Picture of Ahmed BEN SALEM


Strongly involved in Agile methodologies, I have held the roles of Scrum Master, Product Owner and Release Train Engineer for SAFe, Scrum and DevOps projects. My approach focuses on people and stakeholder collaboration, creating environments conducive to innovation and performance.

Since 2016, I have successfully led several Agile software development projects for companies of all sizes, including Odigo, Orange and PSA. My solid experience in Agile methodologies, in particular Scrum and SAFe, has enabled me to work with multicultural teams from countries such as the USA, India, Vietnam and Morocco.