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Practice Lexicon
Methods & Frameworks
211 concepts from agile methods, innovation and strategy — practically explained.
Scrum 19
Iterative product development with defined roles, events and artifacts.
Acceptance Criteria Scrum
Specific conditions that must be met for a user story to be considered complete. Agile Manifesto Scrum
Foundational document from 2001 with 4 values and 12 principles. Backlog Refinement Scrum
Regular backlog grooming: clarifying, estimating, prioritizing, splitting items. Burndown Chart Scrum
Graphical representation of remaining work over time. Daily Scrum Scrum
15-minute sync event: What was done? What is planned? Any impediments? Definition of Done Scrum
Shared quality standard: When is a backlog item truly finished? Epic Scrum
Large user story, too big for a single sprint -- decomposed later. Increment Scrum
Sum of all completed items at sprint end -- must be 'Done' and releasable. Product Backlog Scrum
Prioritized list of all known requirements -- the single source of work. Product Owner Scrum
Accountable for maximizing product value through backlog management. Retrospective Scrum
Team reflection: What went well? What to improve? What actions to take? Scrum Scrum
Iterative framework for complex product development with defined roles, events and artifacts. Scrum Master Scrum
Servant leader supporting the team in applying Scrum and removing impediments. Sprint Scrum
Fixed timebox of 1-4 weeks producing a potentially shippable product increment. Sprint Review Scrum
Inspection of the product increment with stakeholders -- demo, feedback, backlog adaptation. Story Points Scrum
Relative estimation unit for effort and complexity -- abstract, not in hours. Timebox Scrum
Fixed maximum time duration for an activity -- when time is up, you stop. User Story Scrum
Requirement from the user perspective: 'As a [role] I want [feature] so that [benefit]'. Velocity Scrum
Average story points per sprint -- used for forecasting, not comparison. Kanban 20
Flow-based work with WIP limits and pull principle.
Blocker Kanban
Impediment preventing further work -- must be addressed immediately. Bottleneck Kanban
Constraint in the workflow -- the slowest point determines overall pace. Cumulative Flow Diagram Kanban
Visualization of WIP, lead time, and throughput over time. Cycle Time Kanban
Time from work start to completion -- actual processing time. Flight Level 1 Kanban
Operative team level: How do we work on our tasks? Flight Level 2 Kanban
Coordination level: How do teams align with each other? Flight Level 3 Kanban
Strategic portfolio level: Which initiatives do we pursue? Flow Kanban
State of optimal, continuous workflow without interruptions. Flow Efficiency Kanban
Ratio of value-adding time to total lead time. Kaizen Kanban
Japanese for 'change for the better' -- continuous improvement. Kanban Kanban
Pull-based workflow system with visualization, WIP limits, and continuous improvement. Kanban Board Kanban
Visual workflow representation with columns for each process step. Lead Time Kanban
Total time from customer request to delivery -- including wait times. Little's Law Kanban
Fundamental law: Lead Time = WIP / Throughput. PDCA Cycle Kanban
Plan-Do-Check-Act: Iterative improvement cycle for processes and products. Pull Principle Kanban
Work is pulled when capacity is available -- not pushed. Service Level Expectation Kanban
Forecast of how long items typically take to complete. Throughput Kanban
Number of completed items per time unit. WIP Limit Kanban
Maximum number of concurrent tasks per column -- prevents overload. Work in Progress (WIP) Kanban
Number of started but not yet completed tasks. OKR 12
Objectives & Key Results — setting goals, measuring progress.
Alignment OKR
Vertical and horizontal goal alignment -- everyone pulling in the same direction. CFR OKR
Conversations, Feedback, Recognition -- companion process to OKRs. Confidence Level OKR
Subjective estimate (0-100%) of how likely a key result will be achieved. Key Result OKR
Measurable results that show whether the objective was achieved. KPI OKR
Key Performance Indicator -- metric for measuring performance. MBO OKR
Management by Objectives -- traditional goal-setting system. Moonshot OKR
Extremely ambitious stretch goal -- 70% achievement counts as success. Objective OKR
Qualitative, inspiring goal -- describes WHAT should be achieved. OKR OKR
Goal management: Qualitative objectives with measurable key results. Outcome OKR
Result or impact -- not the activity itself (output). Roofshot OKR
Realistic committed goal -- 100% achievement expected. Weekly Check-in OKR
Weekly OKR review: update confidence, identify blockers. Design Thinking 17
User-centered innovation through empathy, ideation and prototyping.
Design Sprint Design Thinking
5-day process for problem-solving: Understand, Sketch, Decide, Prototype, Test. Design Thinking Design Thinking
Human-centered innovation approach: Empathize, Define, Ideate, Prototype, Test. Desirability Design Thinking
Whether customers actually want the offering -- one of three innovation filters. Desirable – Viable – Feasible Design Thinking
Three innovation filters: Do customers want it? Is it viable? Is it feasible? Divergent Thinking Design Thinking
Thinking mode: opening possibilities, generating many options. Double Diamond Design Thinking
Process model: divergent-convergent for both problem AND solution. Empathize Design Thinking
First Design Thinking phase: understanding users through observation. Empathy Map Design Thinking
Visualization of user perspective: Says, Thinks, Does, Feels. Feasibility Design Thinking
Whether the offering is technically and organizationally feasible. How Might We Design Thinking
Question format: 'How might we solve [problem] for [user]?' Human-Centered Design Design Thinking
Design approach that puts user needs at the center. Ideation Design Thinking
Creative phase for generating many ideas -- quantity over quality. Insight Design Thinking
Deep understanding about connections -- more than information. Persona Design Thinking
Fictional, representative user type based on research. Point of View Design Thinking
Focused problem statement: [User] needs [need] because [insight]. Prototype Design Thinking
Early, simplified version of a product or service for testing concepts. Prototyping Design Thinking
Quick, low-cost realization of an idea for testing purposes. Lean Startup 23
Hypothesis-driven product development with Build-Measure-Learn.
A/B Test Lean Startup
Comparing two variants with real users to identify the better one. Build-Measure-Learn Lean Startup
Core Lean Startup cycle: Build, Measure, Learn. Concierge MVP Lean Startup
Manually delivered service intended for later automation. Experiment Lean Startup
Structured test of a hypothesis with clear success criteria. Fake Door Test Lean Startup
Announcing a feature or product without building it -- measuring interest. Hypothesis Lean Startup
Testable assumption about users, problems, or solutions. Hypothesis Lean Startup
Testable assumption about customers, market, or business model. Hypothesis-Driven Development Lean Startup
Work method where assumptions are explicitly stated and systematically tested. Innovation Accounting Lean Startup
Framework for measuring innovation progress beyond traditional KPIs. Iteration Lean Startup
One cycle of the Build-Measure-Learn loop. Key Metrics Lean Startup
The most important metrics measuring success or progress. Lean Startup Lean Startup
Methodology for product development under uncertainty: Build-Measure-Learn as core cycle. Leap of Faith Assumption Lean Startup
Fundamental assumption on which the entire business model is based. Learning Loop Lean Startup
Cyclical process: Act, Observe, Reflect, Adapt -- then repeat. MVP Lean Startup
Minimum Viable Product -- smallest version to test and learn. Persevere Lean Startup
Decision to stay the course because data supports the current direction. Pivot Lean Startup
Strategic direction change based on validated insights. Pivot vs. Persevere Lean Startup
Structured decision: change course or stay the path -- based on data. Product-Market Fit Lean Startup
State where a product satisfies a real customer need. Riskiest Assumption Lean Startup
The most critical assumption that should be tested first. Smoke Test Lean Startup
Test with fake product (landing page, button) to measure demand. Validated Learning Lean Startup
Insights confirmed through experiments -- not opinions. Wizard of Oz MVP Lean Startup
Product appears automated but is manually operated behind the scenes. Business Model 54
Business model analysis, canvas methodology and validation.
Business Model Before Product Business Model
Principle: Think through the business model first, then develop the product. Business Model Canvas Business Model
Strategic tool with 9 building blocks to visualize business models. Business Model Innovation Business Model
Changing how an organization creates, delivers, and captures value. Business Model Patterns Business Model
Recurring business model patterns proven across different industries. CAC (Customer Acquisition Cost) Business Model
Average cost to acquire a new customer. Channels Business Model
BMC field: How do we reach customers and deliver value? Chicken-and-Egg Problem Business Model
Platform challenge: users need providers, providers need users. Core Interaction Business Model
The central value-creating interaction that a platform enables. Corporate Venturing Business Model
Established companies investing in startups or building own ventures. Cost Structure Business Model
BMC field: What costs arise from operating the business model? Customer Gains Business Model
Expected or desired benefits and outcomes that customers seek. Customer Journey Business Model
Visualization of all customer touchpoints with the organization over time. Customer Pains Business Model
Problems, risks, or obstacles customers experience in getting their jobs done. Customer Relationships Business Model
Type of relationship a company establishes with its customer segments. Customer Segments Business Model
BMC field: Different customer groups with distinct needs. Early Adopters Business Model
First customer group to accept a new product -- risk-tolerant. Exploit Portfolio Business Model
Collection of initiatives to optimize the existing business. Explore Portfolio Business Model
Collection of innovation initiatives with high uncertainty and learning focus. Freemium Business Model
Pricing model: basic version free, premium features paid. Gain Creators Business Model
Elements of the value proposition that create customer gains. Gains Business Model
VPC element: positive outcomes the customer seeks. Innovation Culture Business Model
Values, behaviors, and practices that foster innovation in an organization. Innovation Funnel Business Model
Funnel model: Many ideas -> few validated concepts -> even fewer scaled ventures. Innovation Metrics Business Model
Specific metrics for measuring innovation activities and outcomes. Innovation Radar Business Model
Overview of innovation initiatives by maturity, risk, or strategic relevance. Jobs-to-be-Done Business Model
Framework: customers 'hire' products to get a job done. Key Activities Business Model
BMC field: Which activities are essential for our business model? Key Partners Business Model
BMC field: Strategic partnerships that enable the business model. Key Resources Business Model
BMC field: Which assets are essential for our business model? Lean Canvas Business Model
Startup variant of BMC: Problem, Solution, Metrics, Unfair Advantage. Long Tail Business Model
Business model that generates more revenue from many niche products than few hits. LTV (Lifetime Value) Business Model
Total value a customer generates over the duration of the relationship. Multi-Sided Platform Business Model
Platform connecting multiple different user groups. Navigator (55 Patterns) Business Model
Collection of 55 business model patterns from BMI Lab research at University of St. Gallen. Network Effects Business Model
Product becomes more valuable as more users adopt it. Pain Relievers Business Model
Elements of the value proposition that relieve customer pains. Pains Business Model
VPC element: negative experiences and obstacles of the customer. Platform Business Model
Business model that creates value by connecting different user groups. Platform Business Model Business Model
Facilitating value exchange between two or more user groups. Problem-Solution Fit Business Model
Evidence that a real customer problem exists and the solution addresses it. Razor & Blade Business Model
Main product cheap, consumables with high margins. Revenue Model Business Model
The logic of how value is converted into revenue: price, frequency, payer. Revenue Streams Business Model
BMC field: How and for what do customers pay? Subscription Business Model
Pricing model: recurring payment for continuous access. Subscription Model Business Model
Recurring payments for continuous access instead of one-time purchase. Switching Costs Business Model
Costs (time, money, effort) incurred when switching to another provider. Switching Costs & Lock-ins Business Model
Costs and mechanisms that make switching harder for customers -- strategically useful. TAM / SAM / SOM Business Model
Market sizes: Total Addressable Market, Serviceable Available Market, Serviceable Obtainable Market. Unfair Advantage Business Model
Something that cannot be easily copied or bought -- true competitive advantage. Unit Economics Business Model
Profitability at the unit level: costs and revenue per customer or transaction. Value Proposition Business Model
BMC field: Why should customers buy from us? Value Proposition Canvas Business Model
Detailed analysis of customer value: Customer Profile + Value Map. Venture Building Business Model
Systematic creation of new business units inside or outside an organization. Viability Business Model
Whether the offering is economically viable -- can it make money? Strategy 24
Strategic frameworks and decision logics.
Blue Ocean Strategy
Market space without direct competition -- created through new value dimensions. Capabilities Strategy
Playing-to-Win element: What capabilities do we need? Capabilities System Strategy
The capabilities needed to execute the chosen strategy. Competitive Intelligence Strategy
Systematic collection and analysis of information about competitors and market. Differentiation Strategy
Strategic approach: being unique, justifying a price premium. Go/No-Go Decision Strategy
Binary decision at a gate: continue or stop. Golden Circle Strategy
Communication model: Why -> How -> What. From inside out. How to Win Strategy
Strategic choice: How do we win in chosen markets? Kill Criteria Strategy
Pre-defined conditions under which a project is stopped. Lock-in Strategy
Switching costs that bind customers to a provider. Management Systems Strategy
Playing-to-Win element: What systems support the strategy? Opportunity Cost Strategy
Value of the next-best alternative foregone by a decision. Playing to Win Strategy
Strategy framework: Aspiration, Where, How, Capabilities, Systems. Purpose Strategy
Fundamental reason for being of an organization -- the 'Why'. Red Ocean Strategy
Existing markets with intense competition for known customer segments. Reversible vs Irreversible Strategy
Distinction: Can a decision be undone? Type-1 vs Type-2 decisions (Bezos). Strategic Choice Cascade Strategy
5 linked decisions: Winning Aspiration, Where to Play, How to Win, Capabilities, Management Systems. Sunk Cost Strategy
Already invested, non-recoverable costs that should not influence future decisions. SWOT Analysis Strategy
Framework: Strengths, Weaknesses, Opportunities, Threats. Trend Analysis Strategy
Systematic observation of developments in technology, market, society, and regulation. Value Chain Strategy
Sequence of activities through which a product or service gains value. Wardley Map Strategy
Visualization of the value chain along the evolution of components. Where to Play Strategy
Strategic choice: In which markets do we compete? Winning Aspiration Strategy
First Playing-to-Win element: What does 'winning' mean for us? Systems Thinking 10
Systems thinking, complexity and emergent dynamics.
Autonomy – Mastery – Purpose Systems Thinking
Three drivers of intrinsic motivation: self-determination, mastery, purpose. BANI Systems Thinking
Brittle, Anxious, Nonlinear, Incomprehensible -- evolution of VUCA. Complexity Systems Thinking
Systems with many interconnected, dynamic elements -- not predictable. Emergence Systems Thinking
Arising of new properties at the system level. Feedback Loop Systems Thinking
Feedback mechanism: output influences input. Intrinsic Motivation Systems Thinking
Motivation from the activity itself -- not from external rewards or punishment. Self-Determination Theory Systems Thinking
Motivation theory: autonomy, competence, and relatedness as basic psychological needs. System Systems Thinking
Interconnected elements with relationships and a shared purpose. VUCA Systems Thinking
Volatile, Uncertain, Complex, Ambiguous -- turbulent environment. Wicked Problem Systems Thinking
Complex problem without a clear-cut solution. Org Design 32
Structures, models and methods of organizational development.
Agile Scaling Org Design
Frameworks for agility beyond single teams: SAFe, LeSS, Nexus, Spotify. Different philosophies, same challenge. Ambidextrous Organization Org Design
Organization that simultaneously optimizes existing business (Exploit) and develops new ones (Explore). Center of Excellence Org Design
Competence hub for a domain: developing best practices, sharing knowledge, setting standards — without operational ownership. Cross-Functional Team Org Design
Team with all competencies needed to independently deliver value. Culture and Structure Analysis Org Design
Systematic examination of formal structures and lived culture as foundation for organizational development. Delegation Board Org Design
Visualization of all decision areas and their delegation levels within a team. Delegation Poker Org Design
Card game for clarifying decision authority across 7 levels -- from 'Tell' to 'Delegate'. End-to-End Responsibility Org Design
Team owns the entire value creation process -- from idea to operations. Force Field Analysis Org Design
Lewin's method: making driving and restraining forces of change visible and addressing them strategically. Holacracy Org Design
Self-organized operating system with roles instead of positions, circles instead of departments, governance instead of hierarchy. Intervention Org Design
Deliberate, planned action to influence a social system. Core concept of organizational development. Lewin's 3-Phase Model Org Design
Unfreeze — Change — Refreeze. Change requires destabilization, then transformation, then stabilization. Lewin's Field Theory Org Design
Behavior is a function of person and environment: B = f(P, E). Change the context, not the person. Luhmann's Systems Theory Org Design
Organizations as autopoietic systems that operate through communication and decisions, not through people. Matrix Organization Org Design
Dual reporting structure: functional and disciplinary lines. Flexible but conflict-prone without clear decision rules. Network Organization Org Design
Organization without fixed hierarchy: loosely coupled units connected through communication and shared purpose. Open Space Org Design
Large-group method: participants set the agenda themselves. Whoever comes are the right people. Organizational Development Org Design
Planned, systematic change of organizations. Combining structure, culture and process work. Process Consultation Org Design
Schein's consulting approach: the consultant enables the client to solve problems, rather than solving them directly. RACI Matrix Org Design
Responsible, Accountable, Consulted, Informed. Tool for clarifying roles and responsibilities across teams. Reinventing Organizations Org Design
Laloux's model of evolutionary organization stages: from Red (power) through Orange (achievement) to Teal (self-management). Servant Leadership Org Design
Leadership concept: leader serves the team and removes impediments. Shared Services Org Design
Centralizing cross-functional capabilities (HR, IT, Finance) as internal service provider for the entire organization. Silo Effect Org Design
Organizational isolation: departments optimize locally instead of for the whole system. Information stops flowing. Sociocracy Org Design
Governance model based on consent: decisions stand when no one has a paramount objection. Span of Control Org Design
Leadership span: how many people report directly to one leader? Determines hierarchy depth and autonomy levels. Spiral Dynamics Org Design
Model of values and consciousness development: from Beige (survival) through Orange (achievement) to Yellow (integral). Spotify Model Org Design
Organizational model with Squads, Tribes, Chapters and Guilds. Team autonomy combined with alignment structures. Systems Mapping Org Design
Visualizing system relationships: actors, interactions, feedback loops and delays made visible before acting. Team Topologies Org Design
Framework for team organization: Stream-Aligned, Enabling, Platform, Complicated-Subsystem. Theory X / Theory Y Org Design
Two fundamental assumptions about motivation: X (control) vs. Y (trust). Value Stream Organization Org Design
Teams organized along value streams rather than functions or technologies. Minimizing handoffs and dependencies.