Product Backlog Refinement is the process of updating, estimating, and prioritizing items in the product backlog to ensure that the backlog is continuously ready for the next iteration. This includes breaking down large items, detailing items, and estimating efforts. The Product Owner and the Development Team often work together during this process. The goal is to have items in the backlog fully ready to be turned into an increment of product during the next iteration, thus facilitating quicker turnaround times and minimizing time spent on item refinement during the sprint planning itself.

Sprint Execution is the phase when the teams actually carry out the tasks agreed upon during the Sprint Planning. The goal is to create the most valuable product increment possible over the Sprint duration. This phase also involves daily meetings known as Daily Scrum where the development team members synchronize their activities and plan work for the next 24 hours. This is the phase to address and remove any blocking issues as quickly as possible and is coordinated by the Scrum Master.

Sprint Backlog is a set of Product Backlog items selected for the Sprint, plus a plan for delivering the product Increment and realizing the Sprint Goal. It is a forecast by the Development Team about what functionality will be in the next Increment and the work needed to deliver that functionality into a 'Done' Increment. The Sprint Backlog is a plan with enough detail that changes in progress can be understood during the Daily Scrum.

The daily stand-up or scrum meeting is a short organizational meeting that is held each day by the development team at the same location and time. The intent is to communicate quickly to everyone what's going on across the team. It's not a detailed status meeting. The structure of the meeting is simple. Three questions are answered by each team member: What did you do yesterday? What will you do today? Are there any impediments in your way? This keeps everyone on the same page and any potential obstacles can be identified quickly.

The Product Owner plays a crucial role by being a strong factor of influence in the decision-making process. He/She is responsible for maximizing the value of the product and the work of the development team. It is the Product Owner who maintains the Product Backlog and ensures that it is visible, transparent, and clear to all, showing what the Scrum Team will work on next. The Product Owner’s decisions are visible in the content and ordering of the Product Backlog, and through communicating the Product Backlog items to the team.

The Sprint Duration refers to the time boxed period within which the Scrum team works to convert Product Backlog items into a potentially deliverable increment of a product. It’s usually determined during Sprint Planning and cannot be more than a month. The Sprint Duration is kept constant throughout the development process to provide predictability. Longer sprint durations can deal with more complex tasks, while shorter ones allow for quicker feedback and adjustment. It's crucial to balance the sprint length based on the project's requirements and team capabilities.

The team should be continuously discussing and adapting the technical strategy and design of the product during the sprint. New insights, technologies and team learnings should be continuously integrated into the strategy and design. These designs and strategies need to be reviewed and validated by stakeholders to ensure they align with the overall product strategy. Keeping the technical strategy and design updated is crucial to prevent technical debt and support the development of a valuable product increment.

Capacity planning is a step in the Sprint Planning process where the team estimates how much work they can complete during a sprint. Estimation considers factors like number of team members, holidays, time off, and general availability. This helps achieve the balance needed between under-committing and over-committing. The Team uses historical velocity as a guide, along with the understanding of upcoming capacity, to forecast what they believe they can achieve in the coming Sprint.

Sprint goal setting plays a crucial role in a Scrum framework. It is primarily a high-level summary of the desired outcome of the sprint. Post the sprint planning session, the team collaborates to identify a common goal that aligns with the product owner’s expectations and direction for the sprint. The sprint goal serves as a guiding beacon, enabling the team to decide the type of work they should take up during the sprint to add the most value to the product. The objective is more about the outcome than the output and offers flexibility to the development team to adjust the sprint backlog when necessary, while still achieving the overall sprint goal.

Velocity calculation is a planning tool used in agile projects. It's a relative measure which tracks the amount of work the Scrum Team completes during a Sprint. It is calculated at the end of the Sprint by totalling the points for all fully completed User Stories. Using velocity, teams estimate the work they can complete in a future sprint, facilitating more realistic planning and helping to predict the project schedule. Velocity should be used as a guide and not a target. An increase in velocity does not always mean greater productivity, just like a decrease might not indicate a problem.

A Burndown Chart is a graphical representation of work left to do versus time in a Sprint. It is updated daily to provide a view of the team's progress during a Sprint. It helps teams in managing their progress and responding accordingly. The X-axis represents time and the Y-axis represents the amount of work remaining. This visual representation can help the team to identify bottlenecks or issues in the process that might prevent the team from achieving their Sprint Goal.