Agile Ambition

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Folder: Atomic-Notes

293 items under this folder.

Oct 20, 2025
3.8b Value of Team Involvement in Product Goals
Oct 20, 2025
3.3 When Sprint Reviews Are Empty, Feedback Still Matters
Oct 20, 2025
1.1b Work Item Type and Attribute Complexity Reduce Transparency
- work-item-type
- product-backlog-item-attributes
Oct 20, 2025
1.1b1 Work Item Types Improve Transparency
- transparency
- work-item-type
Oct 20, 2025
1.3c1 The Product Goal Bridges Strategy and Execution
Oct 20, 2025
1.3a The Product Goal Improves Transparency
Oct 20, 2025
1.3c1a The Product Goal Sets Strategic Focus; the Sprint Goal Sets Tactical Focus
Oct 20, 2025
1.3h The Product Goal Shapes the Product Backlog
Oct 20, 2025
1.3c The Product Goal Turns Sprint Reviews Into Strategic Checkpoints
- product-goal
- sprint-review
Oct 20, 2025
1.3g The Product Goal is a Compass Not a Contract
Oct 20, 2025
1.1b1a The Right Number of Work Item Types Maximizes Transparency
- work-item-type
- transparency
Oct 20, 2025
3.10a The Trap of Facilitation Dominance
Oct 20, 2025
8.3b1a Three-Part Resistance to Feedback
- resistance-to-change
- feedback
Oct 20, 2025
6.1c2 Timing of Outcome Definition
- outcome
- fail-fast
Oct 20, 2025
1.7a Timing of Refinement Activities
- backlog-refinement
- sprint
Oct 20, 2025
8.1a1 Tiny Habits, Big Costs
- behavior
- habits
Oct 20, 2025
6.1c4 Tracking and Validating Outcomes
Oct 20, 2025
2.7d Traits of a Good DoD
- definition-of-done
Oct 20, 2025
8.4a1a2 Trap of Attributing Success to Behavior
Oct 20, 2025
5.2a4 Understand Users Before Experimenting
Oct 20, 2025
6.3 Understanding Satisfaction Gaps
- customer-satisfaction-gap
- outcome
Oct 20, 2025
6.1c1 Understanding Users Is Key to Outcome Orientation
Oct 20, 2025
6.2b Using Hypotheses to Close Satisfaction Gaps
Oct 20, 2025
5.2d1 Validated Learning Reduces the Risk of Building the Wrong Thing
Oct 20, 2025
1.8 Valuable Increments Test Hypotheses
Oct 20, 2025
3.5c Value of Negative Experiment Results
Oct 20, 2025
5.1d1 Value of Outcome-Driven Approach
Oct 20, 2025
2.4a1a Sprint Reviews Expose Impediments
Oct 20, 2025
2.2b2 Sprint Reviews Guide Strategic Adjustments
- sprint-review
- product-thinking
Oct 20, 2025
2.6 Sprint Reviews Validate Progress
Oct 20, 2025
1.9a1 Sprints as Value Experiments
Oct 20, 2025
3.3a Stakeholder Concern Weakness
Oct 20, 2025
1.6a Stakeholder Engagement Helps Reduce Risk and Guides Product Direction
Oct 20, 2025
2.4 Stakeholder Engagement Is a Whole-Team Responsibility
Oct 20, 2025
5.1e Stakeholders Gain Visibility Through Impact Mapping
Oct 20, 2025
1.6 Stakeholders Include Anyone Impacted by the Product
- stakeholder
Oct 20, 2025
3.4d1b Starting Point for Outcome Discovery
Oct 20, 2025
8.6a1 Strengthening Weaknesses
Oct 20, 2025
8.4a1 Success Habits Can Become Barriers
Oct 20, 2025
6.1d Success Is Measured by the Difference Made, Not Just Delivery
Oct 20, 2025
8.1a Success Masks Blind Spots
Oct 20, 2025
8.1a3 Superstition Trap in Success
Oct 20, 2025
2.7c1 Tangible Examples Unlock Honest Feedback
- definition-of-done
- feedback
Oct 20, 2025
3.4b1 Task Completion Doesn’t Equal Value Delivery
Oct 20, 2025
3.4d1 Teams Need Outcome-Oriented Goals
Oct 20, 2025
5.2c Telemetry Powers Evidence-Based Product Development
Oct 20, 2025
1.4b The Definition of Ready Is Not Part of Scrum
- definition-of-ready
- scrum-guide
Oct 20, 2025
1.4a The Entire Product Backlog Is Never Fully Ready
- definition-of-ready
- product-backlog
Oct 20, 2025
3.2d The Problem of a Bloated Backlog
Oct 20, 2025
1.5 The Product Backlog Provides Transparency and Alignment
Oct 20, 2025
9.1b Separate Ideas from Orders
Oct 20, 2025
3.10a3 Servant vs. Leader Imbalance in Scrum Masters
Oct 20, 2025
5.3a Seven Sections of an Empathy Map
- empathy-map
Oct 20, 2025
1.1b2 Shared Attributes Across Work Item Types Improve Transparency
- product-backlog-item-attributes
- transparency
Oct 20, 2025
2.7a Shared Understanding of Done
Oct 20, 2025
4.1c Sharing the Why Behind a No Improves Decision Quality
Oct 20, 2025
3.10b Shifting Scrum Master to Value Focus
- scrum-master
Oct 20, 2025
2.7e Showing Undone Work
Oct 20, 2025
3.9c Signals of a Weak DoD
- definition-of-done
- quality
Oct 20, 2025
1.10c1b Single Increment Principle
- increment
Oct 20, 2025
5.2d Small Experiments Prevent Overbuilding
Oct 20, 2025
8.3a Small Tweaks Fix Bad Habits
Oct 20, 2025
1.9a2 Sprint Goal Hypothesis Template
Oct 20, 2025
1.9b1 Sprint Goal as Anchor vs. Absolute
- sprint-goal
- sprint-backlog
Oct 20, 2025
1.9 Sprint Goals Express Outcomes
Oct 20, 2025
1.3c1a2 Sprint Goals Steer Sprints Toward the Product Goal
Oct 20, 2025
1.9a Sprint Goals as Experiments
Oct 20, 2025
2.7e1 Sprint Review and Undone Work
Oct 20, 2025
2.2b4 Sprint Reviews Can Evolve Beyond Demos
- sprint-review
- sprint-demo
Oct 20, 2025
2.4a1 Sprint Reviews Enable Real-Time Stakeholder Collaboration
Oct 20, 2025
3.7a2 Risks of Revenue-Only Product Goals
Oct 20, 2025
4.4a1 Rivalry and Legacy as Motivators
Oct 20, 2025
8.4b Perfect Pitch for Impact
Oct 20, 2025
1.10c2 Role of Definition of Done in Increments
- definition-of-done
- quality
Oct 20, 2025
1.3i2a SMART Criteria Are Not Mandatory for Product Goals
- product-goal
- SMART
Oct 20, 2025
4.1d Saying No Doesn’t Mean Saying Never
- saying-no
- product-backlog
Oct 20, 2025
2.4a Scrum Actively Involves Stakeholders via Events Artifacts and Commitments
Oct 20, 2025
5.1b1a Scrum Builds Continuous Connections Through Increments
Oct 20, 2025
1.1 Scrum Guide on Product Backlog Item Attributes
- product-backlog-item-attributes
- scrum-guide
Oct 20, 2025
2.1 Scrum Is Intentionally Incomplete
- scrum
- scrum-guide
Oct 20, 2025
3.10 Scrum Master Process Over Value Focus
Oct 20, 2025
3.3b1a Scrum Master's role in Strengthening PO-Stakeholder Collaboration
Oct 20, 2025
2.2b4a Scrum Masters Facilitate Product-Focused Sprint Reviews
Oct 20, 2025
5.2a4a Selecting Participants for Experiments
Oct 20, 2025
8.4a1a4 Self-Determination vs. Change
Oct 20, 2025
10.1 Self-Serving Bias Protects Self-Esteem
- cognitive-bias
- blind-spots
Oct 20, 2025
2.2b Product-Focused Reviews Prevent Wasted Effort
Oct 20, 2025
2.2 Project vs Product Thinking
- project-thinking
- product-thinking
Oct 20, 2025
2.2a1 Projects Can Fail Despite Meeting Scope, Time, and Budget
Oct 20, 2025
4.1a Protecting Team Capacity Leads to More Meaningful Delivery
Oct 20, 2025
1.6c Proven Techniques for Stakeholder Engagement
Oct 20, 2025
6.6 Proxy Measures Masquerading as Success
Oct 20, 2025
8.4c Publicize Your Change Efforts
- behavior
- collaboration
Oct 20, 2025
3.5a Purpose of Experimentation
Oct 20, 2025
1.4d Readiness Results From Effective Backlog Refinement
Oct 20, 2025
1.4 Ready Means a Work Item Can Be Started or Planned Confidently
Oct 20, 2025
1.1b1b1a1 Refine Just Enough to Support Effective Delivery
Oct 20, 2025
5.1b Refinements to Impact Mapping Enhance Usefulness
Oct 20, 2025
2.7g1 Refining the DoD
Oct 20, 2025
3.2b2 Rehashing Old Backlog Items Adds No Real Value
Oct 20, 2025
3.8d Remedying Product Goals Antipatterns
Oct 20, 2025
3.10a2 Retrospectives vs. Reviews as Scrum Master Effectiveness Markers
Oct 20, 2025
3.7 Revenue as a Product Goal Is Ambiguous
Oct 20, 2025
3.7a Revenue-Only Goals Neglect Customers
Oct 20, 2025
4.1f Reversing Nos Erodes Product Owner Credibility
Oct 20, 2025
3.9a Risks of Ignoring the DoD
- definition-of-done
- antipattern
Oct 20, 2025
3.10a1 Presence of Scrum Masters in Teams
Oct 20, 2025
3.9b Problem Solved by DoD
- definition-of-done
- potentially-shippable
Oct 20, 2025
5.3c Process for Filling an Empathy Map
- empathy-map
Oct 20, 2025
1.5a Product Backlog Accountability
Oct 20, 2025
1.11 Product Backlog Management Defined
- backlog-management
Oct 20, 2025
3.8 Product Goal Anti-Patterns
- product-goal
- antipattern
Oct 20, 2025
1.3i Product Goal Guides Outcomes
Oct 20, 2025
1.3i1 Product Goals Anchor Experiments
Oct 20, 2025
1.3c3 Product Goals Move Sprint Reviews Beyond Demos
Oct 20, 2025
1.3d2 Product Goals Require Regular Reevaluation
- product-goal
- sprint-review
Oct 20, 2025
1.3c1a1 Product Goals and Sprint Goals Serve Different Time Horizons
Oct 20, 2025
1.3i1a Product Goals as Hypotheses
Oct 20, 2025
4.1 Product Owners Safeguard Value Delivery by Saying No
Oct 20, 2025
2.7d1 Product Qualities in DoD
- definition-of-done
Oct 20, 2025
2.2b5 Product-Centric Reviews Align Work to Strategy and Customer Value
Oct 20, 2025
2.2b1 Product-Focused Reviews Examine Impact and Evidence
Oct 20, 2025
3.4b Overemphasis on Output Can Obscure Customer Needs
Oct 20, 2025
3.4b2 Overemphasis on Outputs Leads to Wasted Effort
Oct 20, 2025
9.1a Overhelping Stifles Others
Oct 20, 2025
1.4c Overly Strict DoR Can Delay Valuable Work
Oct 20, 2025
1.7b Participants in Refinement Sessions
Oct 20, 2025
8.4a Past Wins, New Liabilities
Oct 20, 2025
6.1e Perspective in Outcome Definition
Oct 20, 2025
3.5b Persuading Stakeholders to Experiments
- experiment
- persuasion
Oct 20, 2025
4.4 Persuasion Works by Appealing to Values
Oct 20, 2025
3.9 Pitfalls in Defining DoD
- definition-of-done
Oct 20, 2025
3.8a Pitfalls of No Product Goal
Oct 20, 2025
1.9b Planning Focused on Goals
Oct 20, 2025
6.1a3 Positive and Negative Customer Outcomes
- outcome
Oct 20, 2025
8.4d Power of Feedforward
Oct 20, 2025
3.7a3 Practices for Customer-Oriented Goals
Oct 20, 2025
5.2a5 Practices for Effective Experiments
Oct 20, 2025
3.4c Measurement and Feedback Reveal Value Gaps
Oct 20, 2025
3.4a Misaligned Features Can Harm the User Experience
- feature
- customer-satisfaction
Oct 20, 2025
9.3 Misread Intent Without Feedback
Oct 20, 2025
3.2b3 Moving Low-Value Items Out of the Active Backlog Improves Focus
Oct 20, 2025
1.10b Multiple Increments in a Sprint
Oct 20, 2025
2.7b1 Nature of Undone Work
Oct 20, 2025
1.1a No Single Structure Fits All Product Backlog Items
- product-backlog-item
Oct 20, 2025
5.2b Not Every Feature Needs a Hypothesis
Oct 20, 2025
1.3b One Product Goal Keeps the Team Moving in a Single Direction
- product-goal
- focus
Oct 20, 2025
8.4a1a3 Optimism Driving Overcommitment
Oct 20, 2025
8.1 Orient to Your Impact
Oct 20, 2025
6.1a2a Outcome Importance for Product Owners
Oct 20, 2025
6.1a1 Outcome Metrics Reveal Behavioral and Emotional Change
- outcome
- metrics
Oct 20, 2025
5.1d Outcome Thinking Aligns Scrum Teams With Real Needs
Oct 20, 2025
6.1a2 Outcomes Drive Business Value
Oct 20, 2025
6.1a Outcomes Reflect Real-World User Impact
- outcome
- metrics
Oct 20, 2025
6.1f Outcomes Reflect User Feedback and Value
Oct 20, 2025
6.1c Outcomes Require Deeper Insight and Feedback
Oct 20, 2025
3.4d1a Outcomes as Strategic Drivers
Oct 20, 2025
6.1 Outputs Are What You Produce; Outcomes Are the Impact
Oct 20, 2025
6.5 Outputs Are the Measurable Results
- output
- metrics
Oct 20, 2025
1.1b1b1a Over-Refinement and Under-Refinement Are Equally Risky
Oct 20, 2025
3.11 Overcommitment Blocking Application
- over-commitment
- resistance-to-change
Oct 20, 2025
3.8c Importance of Product Goal Inspection
Oct 20, 2025
5.3d Importance of Revisiting the Empathy Map
Oct 20, 2025
2.7a1 Importance of the DoD
Oct 20, 2025
1.10 Increment Defined
- increment
- product-goal
Oct 20, 2025
1.10c Increment Delivery Timing
Oct 20, 2025
1.10c1a Increment Evolution During a Sprint
- increment
- product-backlog-item
Oct 20, 2025
1.10d Increment Release Is Optional
Oct 20, 2025
1.10a Increment and Product Goal
- increment
- product-goal
Oct 20, 2025
1.10c1 Increment as Culmination of Work
- increment
- definition-of-done
Oct 20, 2025
1.8a1 Increments Reduce Satisfaction Gaps
Oct 20, 2025
1.8a Increments Reduce Unrealized Value
Oct 20, 2025
4.1g Influence Should Not Dictate Backlog Order
Oct 20, 2025
8.5 Information Grazing
Oct 20, 2025
6.4 Inputs Represent Project Investments
- input
- metrics
Oct 20, 2025
6.4a Inputs, Outputs, and Outcomes Are Equally Important
Oct 20, 2025
3.8d1 Inspecting and Adapting the Canvas
Oct 20, 2025
3.10a3a Leading Empiricism for Scrum Masters
Oct 20, 2025
3.1 Legacy Thinking Hinders Agile Transformation
Oct 20, 2025
8.3b1 Listening Without Prejudice
- feedback
- listening
Oct 20, 2025
1.1c Mandatory Work Item Attributes Create Entry Friction
- product-backlog-item-attributes
- friction
Oct 20, 2025
2.7b Meaning of Done in Scrum
- definition-of-done
- quality
Oct 20, 2025
6.2 Measurement Confirms Whether Actions Work
- metrics
- outcome
Oct 20, 2025
5.2a2 Measurement Transforms Opinion Into Evidence
Oct 20, 2025
8.4a1a Four Beliefs That Block Change
Oct 20, 2025
6.1c3 Frequency of Outcome Review
Oct 20, 2025
1.3c1b1 From Business Model to Product Goal
- business-model
- product-goal
Oct 20, 2025
8.4 From Good to Better
Oct 20, 2025
1.3g1 Goals as Catalysts, Not Mandates
Oct 20, 2025
5.2a1 Good Hypotheses Ask Three Key Questions
- hypothesis
Oct 20, 2025
8.6 Growth Comes from Existing Talents
- strengths
- weaknesses
Oct 20, 2025
3.10a2a Happy Clappy Scrum Risk
Oct 20, 2025
8.4a1a1 Highlight Reel of Success
Oct 20, 2025
4.4a Hot Buttons for Change
Oct 20, 2025
8.2a Humility as Growth Catalyst
- personal-branding
- hubris
Oct 20, 2025
5.2a Hypotheses Are Testable Assumptions
Oct 20, 2025
5.2a3 Hypotheses Are Tools for Navigating Complexity
- hypothesis
- complexity
Oct 20, 2025
5.2e Hypotheses Prevent Reactive Guesswork
Oct 20, 2025
5.2d2 Hypothesis-Driven Engineering Maximizes Value and Minimizes Waste
Oct 20, 2025
9.1 Ideas Heard as Orders
Oct 20, 2025
3.4b2a Ignoring Outcomes is a Compounding Failure
- outcome
- failure
Oct 20, 2025
5.1a Ignoring User Needs Undermines Business Results
Oct 20, 2025
5.1 Impact Mapping Aligns Work with Outcomes
- impact
- impact-mapping
Oct 20, 2025
5.1c Impact Mapping Without Metrics Is Just Motion
- impact-mapping
- metrics
Oct 20, 2025
8.1b Impact–Intent Disconnect
- behavior
- perception
Oct 20, 2025
8.3b Importance of 360 Degree Feedback
Oct 20, 2025
1.11a1 Importance of Backlog Management
- backlog-management
- product-goal
Oct 20, 2025
2.7c Importance of Getting to Done
- definition-of-done
- feedback
Oct 20, 2025
1.10b1a Early Increment Release
Oct 20, 2025
2.8 Efficiency vs. Effectiveness
Oct 20, 2025
8.2 Ego Over Empathy Backfires
Oct 20, 2025
3.4d1b1 Eliciting Desired Outcomes
Oct 20, 2025
5.3b Empathy Maps Should Be Based on Real User Research
- empathy-map
- user-research
Oct 20, 2025
2.5 Empirical Planning Beats Fixed Expectations
Oct 20, 2025
3.2b Episodic Reviews Prevent Stale and Irrelevant Backlog Items
Oct 20, 2025
6.2a Evidence Validates Behavioral Change
Oct 20, 2025
2.7g Evolving DoD Over Time
- inspect-and-adapt
- definition-of-done
Oct 20, 2025
1.3i2 Example of a Well-Formed Product Goal
Oct 20, 2025
2.7h2a Exit Ticket as Synonym for Acceptance Criteria
- acceptance-criteria
- definition-of-done
Oct 20, 2025
2.7h2 Exit Ticket vs. Definition of Done
Oct 20, 2025
2.7j Facilitating DoD Creation
Oct 20, 2025
9.2 Favoritism Breeds Cynicism
Oct 20, 2025
3.5 Fear of Experiments in Organizations
Oct 20, 2025
5.1b1 Feedback Connects Inputs, Outputs, and Outcomes
Oct 20, 2025
5.1b1b Feedback Mechanisms Provide Insight
Oct 20, 2025
8.3 Feedback as GPS
- feedback
- continuous-improvement
Oct 20, 2025
1.3b1 Finish or Abandon Rule Prevents Zombie Goals
- product-goal
- focus
Oct 20, 2025
7.1 Five Predictors of Team Effectiveness
- effective
- scrum-team
Oct 20, 2025
8.6a Fixation on Weakness Stifles Potential
Oct 20, 2025
8.4c1 Follow Up Religiously
Oct 20, 2025
1.1b1b1 Decomposition Adds Value Only When It Adds Clarity
- levels-of-decomposition
Oct 20, 2025
1.1b1b1b Decomposition Levels Distinguish Broad Goals from Detailed Work
Oct 20, 2025
1.3ja Defining Product Goals
Oct 20, 2025
2.7i Definition of Done Explained
Oct 20, 2025
1.10c Definition of Done and Increments
- definition-of-done
- increment
Oct 20, 2025
1.7 Definition of Product Backlog Refinement
Oct 20, 2025
1.3j Definition of a Product Goal
Oct 20, 2025
5.3 Definition of an Empathy Map
- empathy-map
- problem-solving
Oct 20, 2025
3.2c Deleting or Moving Items Keeps the Backlog Relevant
Oct 20, 2025
3.4 Delivering Features Does Not Guarantee Value
Oct 20, 2025
2.2a Delivery Mode - Project Thinking’s Not-So-Flattering Alias
- project-thinking
- product-thinking
Oct 20, 2025
8.1a2 Delusion of Success
- hubris
- blind-spots
Oct 20, 2025
1.1b1b1a2 Depth of Backlog Detail
Oct 20, 2025
1.7c Determining Refinement Frequency
Oct 20, 2025
2.7d2 Development Practices in DoD
- definition-of-done
- development-practice
Oct 20, 2025
8.1a31 Distinguishing Because vs. In Spite
Oct 20, 2025
2.7f DoD Across Teams and Levels
- definition-of-done
Oct 20, 2025
2.7g2 DoD Evolution Over Time
Oct 20, 2025
2.7j1 DoD Facilitator
Oct 20, 2025
2.7g3 DoD and Continuous Improvement Mindset
Oct 20, 2025
2.7 DoD as a Quality Commitment
Oct 20, 2025
2.7h DoD vs. Acceptance Criteria
- definition-of-done
- acceptance-criteria
Oct 20, 2025
2.7h1 DoD vs. Definition of Ready
- definition-of-done
- definition-of-ready
Oct 20, 2025
1.11a Backlog Management vs. Backlog Refinement
- backlog-management
- backlog-refinement
Oct 20, 2025
1.1b1b2 Backlog Transparency is not One-Size-Fits-All
- product-backlog
- transparency
Oct 20, 2025
4.2 Behavioral Suggestions Can Be Framed as Experiments
Oct 20, 2025
1.7c1 Benefits of Regular Refinement
Oct 20, 2025
1.11a1a Benefits of a Well-Managed Backlog
Oct 20, 2025
1.3c1b Business Model Guides Product Goals
Oct 20, 2025
3.3a Clarifying the Stakeholder Role Strengthens Collaboration
Oct 20, 2025
1.6b Clear Stakeholders, Clear Direction
Oct 20, 2025
4.1b Clear and Firm Nos Prevent Confusion and False Hope
- saying-no
Oct 20, 2025
3.3b1 Coaching Doesn’t Equal Value Understanding
Oct 20, 2025
10.2 Cognitive Dissonance Defined
- cognitive-dissonance
Oct 20, 2025
10.2a Cognitive Dissonance in Change Resistance
- cognitive-dissonance
- resistance-to-change
Oct 20, 2025
3.7b Combine Impact and Outcome for Product Goals
Oct 20, 2025
6.1b Common Output Metrics
Oct 20, 2025
3.6 Completing the Sprint Backlog Is Not the Sprint Goal
Oct 20, 2025
3.2b4 Continuous and Episodic Refinement Serve Different Purposes
- backlog-refinement
Oct 20, 2025
1.11b Core Backlog Management Activities
Oct 20, 2025
3.2b1 Creation and Update Dates Help Identify Stale Backlog Items
- product-backlog-item-attributes
- backlog-refinement
Oct 20, 2025
6.1c1a Customer Feedback Over Stakeholders
Oct 20, 2025
3.4d Customer Motivation Should Guide Product Design
Oct 20, 2025
3.7a1 Customer-Oriented Product Goals Boost Engagement
Oct 20, 2025
3.7a4 Customers Should Be Central in Product Goals
Oct 20, 2025
2.3 2020 Scrum Guide Linked Commitments to Artifacts
Oct 20, 2025
3.2 A Bloated Product Backlog Erodes Trust
Oct 20, 2025
1.3 A Clear Product Goal Gives Direction to the Backlog
- product-goal
- product-backlog
Oct 20, 2025
1.3f A Product Goal Channels Value Toward Meaningful Outcomes
Oct 20, 2025
1.3d A Product Goal Must Evolve When Invalidated
- product-goal
- sprint
Oct 20, 2025
1.3c2 A Product Goal bridges the gap between vision and execution
Oct 20, 2025
1.3c2a A Product Vision Inspires A Product Goal Delivers
- product-vision
- product-goal
Oct 20, 2025
1.3d1 Abandoning a Product Goal Is an Act of Empiricism
Oct 20, 2025
1.1b1b Access Without Clarity Is Not Transparency
- transparency
- product-backlog
Oct 20, 2025
1.3e Accountability for the Product Goal Falls to the Product Owner
Oct 20, 2025
4.1e Acknowledging Requests Builds Trust Even When Saying No
Oct 20, 2025
3.2a Adding Backlog Items to Avoid Conflict Erodes Trust
Oct 20, 2025
4.3 Apology as Reset
Oct 20, 2025
2.2b3 Architecture Feedback in Sprint Reviews Improve Technical Alignment
Oct 20, 2025
5.2 Assumptions Become Experiments in Hypothesis-Driven Development
Oct 20, 2025
1.2a Backlog Completion Is Not the Same as Goal Achievement
Oct 20, 2025
1.2 Backlog Items Are Hypotheses, Not Promises
Oct 20, 2025
1.1b1b1c Backlog Levels Are Shaped by Tools, Not Rules

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