Scrum PSK-I Professional Scrum with Kanban (PSK 1) Exam Exam Practice Test

Cycle Time measures the time it takes for a single work item to go from start to completion. By understanding Cycle Time, a team can forecast when multiple items from the Product Backlog will likely be finished based on the average duration it takes to complete an item. This is essential in Kanban as it provides insight into the delivery timeline and is crucial for planning and predictability within a Scrum context. References: The Kanban Guide for Scrum Teams​.

Little's Law is a mathematical formula used in queueing theory and Kanban to relate the average number of items in a system (Work in Progress), the average completion rate (Throughput), and the average time an item spends in the system (Cycle Time). In the context of Scrum Teams using Kanban, Little's Law can be used to forecast a team's output by understanding the relationship between these variables(

Thus, it is True that Little's Law can be used to forecast a Scrum Team's output, assuming that the underlying assumptions of Little's Law (such as a stable system and consistent flow) are met.

Although WIP limits are central to Kanban, enhancing visualization and communication through Kanban boards can be a way to ease into WIP limits gradually. This alternative fosters transparency and alignment without directly imposing WIP constraints, which can be beneficial for teams adjusting to Kanban practices. References: The Kanban Guide for Scrum Teams​​.

The essential flow metrics for Scrum Teams utilizing Kanban are:

Throughput: Measures the number of items completed within a time period.

Lead Time: Time from when an item enters the system to when it exits.

Cycle Time: Time it takes to complete a work item once it starts.

Work in Progress (WIP): The number of items currently in progress but not completed.

These metrics are foundational in understanding and optimizing flow within Kanban systems used alongside Scrum​​. "Work Item Age" and "Cumulative Flow Diagram (CFD)" are useful metrics but are not listed as primary flow metrics in Kanban for Scrum Teams.

Cycle Time in the context of Professional Scrum with Kanban is defined as the time it takes for a single work item to move from the start to the end of a specific process or workflow. This metric is crucial for understanding how efficiently a team can process individual work items through their defined workflow stages.

•Option A describes a broader measurement from the initial concept to customer feedback post-release. This could align more with the concept of Lead Time rather than Cycle Time.

•Option B correctly describes a possible measurement for Cycle Time — the time a work item spends in one specific column (workflow stage). This is in line with the definitions provided in the Kanban Guide for Scrum Teams, where Cycle Time can measure time within distinct parts of the workflow.

•Option D accurately reflects the definition of Cycle Time, which measures the elapsed time from when work starts on an item until it is completed.

•Option C describes "Throughput," which is a measure of the number of items delivered over a specific time period (e.g., daily or weekly). This is not related to Cycle Time but is a separate flow metric often used alongside Cycle Time to understand team performance and capacity better(

Thus, Option C is the correct answer as it does not correctly describe Cycle Time. This explanation is verified with resources from Scrum.org that define Cycle Time within the scope of Professional Scrum with Kanban practices.

You always need a Scrum Master when applying Kanban practices in the Scrum framework. The role of the Scrum Master remains crucial, even when Kanban practices are incorporated, as they are responsible for ensuring that the Scrum framework is followed, including all the new practices introduced by Kanban. The Scrum Master helps facilitate the team's understanding and use of flow-based metrics and practices while maintaining the integrity of Scrum events, roles, and artifacts

Work Item Age is the amount of time a work item has been in progress. It acts as a leading indicator for the length of the Scrum Team's feedback loop for that item. If a work item stays in progress for too long, it indicates that feedback is delayed, potentially impacting the team's ability to adapt and respond effectively. Tracking Work Item Age helps the team monitor flow and take timely actions to ensure that feedback loops remain short and effective

When WIP limits are implemented, Developers are encouraged to focus on completing existing tasks rather than starting new ones. This leads to a more collaborative approach, as team members may swarm to complete items together. Additionally, limiting WIP enhances transparency in the process, which in turn strengthens self-management by the team. These principles align with Kanban’s emphasis on active management and the Scrum framework's focus on collaboration. References: The Kanban Guide for Scrum Teams​​.

The Definition of Done (DoD) still applies even if policies are explicitly stated at each column of your workflow. The DoD is a fundamental concept in Scrum that ensures a shared understanding of what it means for work to be complete. Even with explicit policies at each stage of the workflow, the DoD provides a consistent standard for the team's deliverables, ensuring quality and alignment with stakeholder expectations

Work Item Aging is an essential metric that helps the Scrum Team monitor progress and detect potential delays early. It is especially useful in Daily Scrums to identify items that are taking longer than expected, allowing the team to take corrective actions and prevent delays. It also serves as a leading indicator of how long the feedback loop for a Work Item may take.

Professional Scrum with Kanban builds upon the core Scrum values to enhance flow and effectiveness within the team. The relevant values are:

•Courage: Encourages team members to address issues, experiment with changes in the workflow, and make adjustments transparently, even when facing uncertainty.

•Focus: Enhances the team's ability to concentrate on achieving the Sprint Goal and flow of work items by using Work in Progress (WIP) limits and other Kanban practices.

•Openness: Promotes an open environment where the team transparently shares information on work progress, obstacles, and opportunities for improvement, which is key for continuous inspection and adaptation in Kanban.

These values directly support the empirical process control and continuous improvement principles of Kanban

Even when using Kanban, Scrum Teams still follow the Scrum framework, which mandates crafting a Sprint Goal during Sprint Planning. The Sprint Goal provides focus and alignment for the team, ensuring that all work contributes toward a common objective, rather than being taken on as needed. References: The Scrum Guide​.

The best answer is option A, which outlines the core Kanban practices for Scrum:

•Visualizing Flow: Helps the team see the state of work items at a glance.

•Limiting Work in Progress (WIP): Prevents overloading the team and promotes focus on completing work.

•Actively Managing the WIP: Ensures the team continuously monitors and manages the amount of work in progress.

•Inspecting and Adapting the Workflow: Regularly reviewing and adjusting the workflow to improve efficiency and effectiveness

Throughput, which measures the number of items completed over a specific period, is essential for forecasting future delivery rates. By analyzing historical throughput data, Scrum Teams using Kanban can make informed predictions about how many items they can complete by a given date. References: The Kanban Guide for Scrum Teams​​.

The Service Level Expectation (SLE) provides the most benefit during the Daily Scrum. This is because the Daily Scrum is focused on inspecting the progress towards the Sprint Goal and adapting the plan to optimize the flow of work for the day. The SLE helps the Scrum Team understand if work items are on track to be completed within the expected time frames. If the actual cycle times are exceeding the SLE, the team can discuss and make adjustments during the Daily Scrum to address any impediments or to rebalance work, thereby maintaining a steady flow.

By using the SLE in the Daily Scrum, the team gets a daily, empirical measure of their workflow, allowing them to make quick decisions to keep work moving smoothly and predictably. This aligns well with the goal of the Daily Scrum, which is to ensure that the team is on track to achieve the Sprint Goal by the end of the Sprint(

An SLE combines a timeframe (elapsed days) and a probability, representing the likelihood that a work item will be completed within that timeframe. This helps to set realistic expectations for stakeholders and guide the team in maintaining a predictable flow. References: The Kanban Guide for Scrum Teams​.

The Definition of Workflow clarifies how value moves through the system, establishes a shared understanding of when work items are considered to be in progress and completed, and enhances transparency, particularly around WIP limits. This provides structure to the Kanban system within Scrum and helps the team optimize their flow and maintain consistency. References: The Kanban Guide for Scrum Teams​​.

The Kanban Guide for Scrum Teams outlines four primary Kanban practices essential for Scrum Teams:

Visualization of the Workflow.

Limiting Work in Progress (WIP).

Active management of work items in progress.

Explicit policies for workflow management, often including the identification of bottlenecks​.

Inspecting and adapting the workflow is not explicitly listed as a Kanban practice for Scrum Teams. While inspection and adaptation are fundamental to Scrum (due to its reliance on empiricism), they are not specific to the set of Kanban practices integrated into Scrum​​.

A Service Level Expectation (SLE) in Kanban provides an agreement or expectation regarding the time it will take to complete a work item. An SLE consists of two main elements:

1.A probability (Option B): This is the likelihood or confidence level (e.g., 85%) that a work item will be completed within the specified period.

2.A period of elapsed days (Option D): This defines the maximum amount of time (e.g., 10 days) expected for a work item to be completed. The combination of these two elements helps set clear expectations and guide planning and forecasting efforts(

Options A (A cost of delay) and C (A forecasted date) are not part of the standard elements defining an SLE. The cost of delay is a concept related to prioritization, and a forecasted date is usually derived from the SLE but is not part of it.