Most Recent Scrum PSK-I Exam Questions & Answers

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

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

Limiting Work in Progress (WIP) has several potential benefits for a Scrum Team, including:

1. Shorter feedback cycles (Option A): By limiting the amount of work in progress, the team can focus on completing work faster, which leads to shorter feedback loops and quicker validation of hypotheses or deliverables.

2. More sustainable pace of work (Option B): Limiting WIP helps prevent overburdening the team, promoting a more balanced and sustainable work pace.

3. Faster realization of value (Option C): By completing items more quickly and reducing multitasking, the team delivers value faster to stakeholders.

4. Improved collaboration (Option D): When WIP is limited, team members are more likely to collaborate to finish tasks that are already in progress rather than starting new ones.

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

1. WIP Limits provide a boundary/container in which the Scrum Team self-manages (Option B):

WIP Limits establish clear boundaries within which the Scrum Team can make decisions about how much work they take on. This framework allows the team to self-manage their workflow more effectively, as they must decide collectively how to stay within these limits while delivering value.

2. As part of self-managing, Scrum Teams figure out their own WIP Limits (Option D):

A fundamental principle of Scrum is self-management. The team collectively decides its WIP limits, adjusting them based on empirical evidence and ongoing learning about their capacity, flow, and delivery capabilities. This decision-making process is a key aspect of the team's autonomy and self-management(

Options A and C are incorrect because WIP limits do not inhibit self-management (A); instead, they enable it. Additionally, a Scrum Master does not define WIP limits (C); the Scrum Team decides them.