Scrum PSK-I Exam Dumps

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.

In the context of Professional Scrum with Kanban, the Sprint Retrospective is the most suitable time to inspect and adapt WIP Limits. This is because the Retrospective is a dedicated time-box for the Scrum Team to reflect on its performance and identify areas for improvement.

Here's why:

Continuous Improvement: The Retrospective is a key part of the Scrum framework, designed to foster continuous improvement. By reviewing WIP Limits during this time, the team can assess their effectiveness and make data-driven decisions.

Data-Driven Decisions: By tracking WIP Limits over time, the team can gather valuable insights into their workflow and identify bottlenecks. This data can inform decisions about adjusting WIP Limits to optimize flow and productivity.

Team Collaboration: The Retrospective provides an opportunity for the entire team to discuss and agree upon changes to WIP Limits. This collaborative approach ensures buy-in and commitment from all team members.

While it's true that Developers can monitor WIP Limits throughout the Sprint, the Retrospective is the designated time for a formal review and adjustment. This ensures that any changes are aligned with the team's overall goals and strategy.

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(

A Kanban board is primarily used for visualizing the Workflow and managing WIP Limits. This visualization helps Scrum Teams make the flow of work transparent, track progress, and manage bottlenecks effectively. Limiting WIP ensures a pull-based flow, where new tasks are only started when there is available capacity, preventing overburdening the team. Reference: The Kanban Guide for Scrum Teams.

During Sprint Planning, the most relevant metric to consider is Throughput (Option B), which measures the number of work items completed in a given time frame (e.g., per Sprint). By reviewing past throughput, the team can make informed decisions about how much work they are likely to complete in the upcoming Sprint, taking into account their capacity and any potential changes in team composition or external factors.

* Service Level Expectation (A) is less relevant as it is more about setting expectations with stakeholders rather than planning the Sprint.

* Work Item Aging (C) is a leading indicator metric used to track how long current work items have been in progress, which is less helpful during planning.

* Work in Progress (D) indicates the current workload but does not provide historical data useful for forecasting in Sprint Planning