In Scrum, work is organized into a list known as the Product Backlog. This backlog contains everything that needs to be done. The Product Owner is responsible for maintaining this list. Prior to each Sprint, the team meets to select the items from the Product Backlog that they will work on during the next Sprint, creating the Sprint Backlog. It provides a clear understanding of the work to be done and enables the team to self-organize around the selected items.

Daily Stand-up (or Daily Scrum) is a brief 15-minute meeting that allows the team to synchronize their work and plan for the next 24 hours. Team members share what they have achieved since the last meeting, what they plan on working on next, and if there are any issues or obstacles that could affect their progress. It highlights issues in a timely manner and keeps all members of the team updated.

The Sprint Review is held at the end of the Sprint to inspect the Increment and adapt the Product Backlog if required. It involves a meeting where the team, Scrum Master, product owner and potentially stakeholders or customers discuss the completed work, overall progress, and potentially update the product backlog for future sprints. It provides an opportunity to inspect and adapt the product as it emerges, and iteratively refine everyone’s understanding of the requirements.

Scrum Retrospective is the last event of the Sprint, aimed at continuous improvement. This involves the Scrum team discussing what was successful during the sprint, what challenges they encountered, and how they can improve for the next one. The purpose of the retrospective is to make necessary adjustments to improve productivity and performance. It's pivotal for continuous improvement and team's alignment.

Scrum sprints are the heart of Scrum. Sprints are time-boxed events of one month or less during which a potentially releasable subset of the product is created. Sprints provide a structure to deliver value rapidly and receive feedback, they establish a repeatable and predictable rhythm for delivery, and they ensure regular inspection, adaptation, and transparency of progress towards a goal.

In Scrum, there are five events for inspection and adaptation, namely: The Sprint, Sprint Planning, Daily Scrum, Sprint Review, and Retrospective. These events are specified to reduce regularity of meetings and to enable timely decision-making. Each of these time-boxed events happen in a specific order and aim at reviewing and improving the product and the work carried out.

A Product Increment is the sum of all the Product Backlog items completed during a Sprint and the value of the increments of all previous Sprints. At the end of a Sprint, the new Increment must be 'Done,' which means it must be in useable condition and meet the Scrum Team's definition of 'Done.' An increment is a step toward a vision or goal. The increment should be in useable condition, regardless of whether the Product Owner decides to release it.

Velocity is a key concept in Scrum, representing the amount of work a team can handle in a single sprint. It's typically calculated by summing up the estimates of the items, user stories, or backlog items completed in the previous sprints. It provides an essential input for sprint planning and helps the team to understand its capacity, track progress, and forecast future work.

The Product Owner in Scrum is a role responsible for ensuring that the Scrum Team works on the highest value features first. Their primary job is to optimize the value of the product and the work of the development team. They do this by managing the product backlog, clearly expressing product backlog items, arranging the product backlog items to the team to achieve the best outcome, and ensuring a clear understanding of the backlog items to the team. The Product Owner is the one role that has the authority to cancel a Sprint, although this rarely happens in practice.

The Scrum Team comprises of the Product Owner, the Scrum Master, and the Development Team. These individuals work together to deliver valuable, high-quality increments. The Scrum Team is self-organizing, meaning it determines the best way to accomplish the sprint goal, and remains cross-functional so it has all the skills necessary to create an increment. The team works as a single unit to reach a common goal through continuous interaction, collaborative decision making, and shared responsibility.

Empiricism is the foundational philosophy of Scrum. It refers to making decisions based on observed realities, not hypotheticals or assumptions. Empiricism in Scrum is represented by the inspection, adaptation, and transparency during each sprint. It allows the team to respond efficiently to changes and unpredictability throughout the project lifecycle. Through regular inspection and adaptation of process and product, Scrum Teams can continuously improve and deliver high-quality products that meet and exceed customer expectations.