PSK-I Professional Scrum with Kanban (PSK 1) Exam Questions and Answers

The Scrum framework already contains elements that create a pull system. In Scrum, the team members "pull" work into the Sprint Backlog during Sprint Planning. They decide which Product Backlog items they will commit to completing based on their capacity and the Sprint Goal. This is a form of a pull system where the team only takes in as much work as they believe they can complete within a Sprint, aligning with Kanban principles that limit Work in Progress (WIP) to optimize flow

A cumulative flow diagram (CFD) provides insights into the amount of WIP and helps track Cycle Time by showing how long items stay in each stage of the workflow. This visualization tool is valuable for teams using Scrum with Kanban as it highlights bottlenecks and helps manage flow through the stages of the workflow. References: The Kanban Guide for Scrum Teams​.

The Definition of Workflow in Kanban should include key elements that help manage the flow of work through the process. These elements typically include:

•WIP Limits (Option B), which help to manage flow and prevent overburdening the team.

•Start of the Workflow (Option D) and End of the Workflow (Option C), which define when work begins and when it is considered complete.

However, Option A (Agreed owner of Workflow lane) is not usually part of the Definition of Workflow. The workflow definition focuses on the stages, policies, and rules that govern work items, rather than on individual ownership of workflow lanes(

When Developers reserve capacity for unplanned work during a Sprint, the Sprint Goal becomes even more crucial. It serves as the guiding objective that aligns the team's focus amidst uncertainties or when unplanned work is introduced. By having a clear Sprint Goal, the Developers can ensure that any new items brought into the Sprint Backlog still align with the overarching objective of the Sprint, helping them maintain focus and coherence in their efforts throughout the Sprint

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​​.

Adjusting WIP limits can directly impact Cycle Time and overall flow by reducing bottlenecks and increasing focus. Lowering WIP can enhance the team’s ability to complete work within a Sprint by minimizing task switching and promoting faster delivery of value. References: The Kanban Guide for Scrum Teams​​.

A probabilistic forecast is intended to communicate a prediction based on historical data, showing the likelihood of completing a certain amount of work within a given time frame. It helps the team and stakeholders understand the probability of meeting certain goals or deadlines based on past performance, supporting more informed decision-making

Reducing batch size does not always guarantee an increase in overall efficiency. While smaller batch sizes can lead to faster feedback, more frequent deliveries, and reduced risk, there can be situations where reducing the batch size too much results in inefficiencies, such as increased overhead costs or excessive context switching. Thus, the relationship between batch size and efficiency depends on the context, system constraints, and the nature of the work

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 a Scrum Team uses Kanban, they can visualize:

•The Product Backlog: By making the Product Backlog visible, the team can track what work items are upcoming and prioritize them effectively.

•The Sprint Backlog: Visualizing the Sprint Backlog helps the team see the work planned for the current Sprint, track progress, and manage flow.

•The Definition of Done: Making the Definition of Done visible ensures that all team members and stakeholders understand the criteria that must be met for work to be considered complete

During a flow-based Daily Scrum, the team is likely to review metrics such as Work Item Age and Work in Progress (WIP):

•Work Item Age: Helps to identify items that have been in progress for a longer time than expected, signaling possible impediments or the need for swarming to complete those items.

•Work in Progress (WIP): Indicates the number of items currently being worked on, ensuring that the team is not exceeding the agreed WIP limits, which is crucial for maintaining a steady flow

The Scrum framework contains elements that can be treated as explicit policies. For example, Scrum defines specific roles, events, and artifacts, which are treated as rules or guidelines that the team must follow to maintain Scrum's framework. In the context of Scrum with Kanban, additional explicit policies, such as Work in Progress (WIP) limits, may also be established to further optimize flow

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​​.

Supplementing Scrum with Kanban practices can bring several benefits to a Scrum Team:

•Greater Collaboration (A): By using Kanban practices like visualizing work and managing flow, team members have clearer visibility into each other's tasks, fostering better collaboration.

•Reduced Average Cycle Time (C): Kanban's focus on flow and limiting WIP helps decrease the time it takes for items to move from start to finish.

•Better Transparency (D): Kanban practices enhance visibility into the current state of work, making it easier to identify bottlenecks and areas for improvement.

•Discover Areas of Variability (E): The use of flow metrics such as cycle time and throughput in Kanban can help identify variability in processes, enabling the team to make adjustments for more predictable delivery

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​.

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