Scrum Professional Scrum with Kanban PSK-I Exam Questions

Answer : B

This statement is incorrect. A Scrum Team will not stop using Sprints just by implementing Kanban. Kanban is used to complement Scrum practices, not replace them. The team continues to use Sprints as a cadence and timebox for delivering increments of work while also incorporating Kanban principles like visualizing work, limiting WIP, and managing flow to enhance their process

Answer : A

Sprints remain a core aspect of the Scrum framework, regardless of the use of Kanban. Sprints provide a time-boxed cadence and structure that is integral to Scrum. The addition of Kanban practices enhances Scrum but does not replace the need for Sprints. Reference: The Kanban Guide for Scrum Teams.

Answer : D

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. Reference: The Kanban Guide for Scrum Teams.

Answer : A, B, D

Lagging indicator metrics are metrics that provide information about past performance:

1. Velocity (Option A): This is a measure of the amount of work a Scrum Team completes in a Sprint. It is a lagging indicator because it reflects what has been done rather than predicting future performance.

2. Cycle Time (Option B): This metric measures the time taken to complete a work item from start to finish. It is a lagging indicator because it provides data on how long work items took to complete in the past.

3. Throughput (Option D): This refers to the number of work items completed in a given period. Like Velocity, it reflects past performance and is considered a lagging indicator.

Work in Progress (Option C) and Work Item Aging (Option E) are not lagging indicators:

* Work in Progress (C): is a current state metric that indicates how much work is currently in progress.

* Work Item Aging (E): is a leading indicator, providing insights into how long a work item has been in progress, helping predict delays or bottlenecks

Answer : B

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. Reference: The Kanban Guide for Scrum Teams.

Answer : B

Little's Law is a formula used to understand the relationship between system throughput, work-in-progress (WIP), and lead time. While it can be used to analyze and optimize the flow of work, it is not specifically designed for forecasting a Scrum Team's output.

Scrum Teams typically use techniques like story point estimation and historical velocity to forecast their output.

Answer : B, C

Kanban for Scrum Teams maximizes value delivered by:

1. Enabling Tighter Empirical Feedback Loops via Faster Cycle Times (Option B):

Kanban practices help Scrum Teams reduce Cycle Times, which is the time it takes for a work item to move from 'start' to 'finish.' Faster Cycle Times mean that feedback on work done is received more quickly, allowing the team to make necessary adjustments sooner. This rapid feedback loop enhances the empirical process control central to Scrum, thus ensuring that the team is always delivering value in line with the needs of stakeholders(

2. Optimizing the Flow of Value (Option C):

Kanban focuses on optimizing the flow of work through the team's process. This is achieved by limiting Work in Progress (WIP) and actively managing flow metrics such as throughput and cycle time. By optimizing flow, teams can ensure that work items are completed efficiently and effectively, minimizing waste and maximizing the delivery of value to the customer(

The other options are less accurate:

* Option A: Minimizing time spent in meetings/events is not the primary goal of Kanban; rather, it is about optimizing flow and value delivery.

* Option D: Minimizing transaction costs is more related to Lean principles, but it does not directly address the value delivered as effectively as options B and C.

* Option E: Choosing higher-value items to deliver is part of prioritization, which is more related to Product Backlog management than to Kanban's specific practices