Scrum PSK-I Dumps

When Developers limit Work in Progress (WIP) within a Sprint:

1.Developers Stop Beginning Work and Start Finishing Work (Option A):

Limiting WIP encourages the team to focus on completing work that has already been started rather than starting new tasks. This "stop starting, start finishing" approach helps to reduce multitasking and ensures that tasks are completed more efficiently(

2.Self-management Strengthened Due to Increased Transparency (Option C):

Limiting WIP increases transparency by clearly showing what work is in progress and what remains to be done. This heightened visibility encourages the Developers to self-manage more effectively, as they can see what needs attention and make collective decisions about the next steps(

3.Increased Collaboration/Swarming Between Developers (Option D):

With a limited amount of work in progress, Developers are more likely to collaborate or "swarm" on the tasks that are currently active. This can lead to faster completion of tasks, shared knowledge among team members, and a stronger sense of teamwork(

Option B (The amount of work done by the end of the Sprint would be reduced) is not necessarily correct. Limiting WIP does not inherently reduce the amount of work completed; instead, it aims to improve focus, reduce waste, and ensure more consistent delivery.

Limiting Work in Progress (WIP) is likely to increase rather than reduce collaboration within a Scrum Team. When WIP limits are enforced, team members are encouraged to "swarm" around fewer tasks, focusing on completing them together rather than starting new work. This promotes more collaborative behaviors, such as pairing or mob programming, to get work items done efficiently

The primary effect of limiting Work in Progress (WIP) is to create a pull system. A pull system ensures that new work is only started when there is capacity, meaning that work is "pulled" into the system when the team has the availability to do so. This approach prevents overloading the team and helps maintain a steady and predictable flow of work, aligning with the Kanban practices within the Scrum framework

While refining the Product Backlog is essential in Scrum, it is not an essential component specifically for achieving flow in Kanban practices. Achieving flow requires visualizing the workflow, limiting WIP, actively managing WIP, and continuously inspecting and adapting the workflow. Frequent Product Backlog refinement helps with the overall Scrum framework but is not directly tied to the initial goal of achieving flow in a Kanban system

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.

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

An SLE indicates the expected time frame within which work items should be completed, expressed as a percentage probability over a specific range of days. This helps Scrum Teams using Kanban to establish realistic expectations about delivery timelines. References: The Kanban Guide for Scrum Teams​.

If the Product Owner requests that an urgent, unplanned work item be added during the Sprint, and it aligns with the Sprint Goal but does not fit within the current WIP limits, the Developers should:

1.Add the urgent item to their Sprint Backlog but only start working on it when their WIP Limits allow it (Option A): This maintains the integrity of the WIP limits and ensures that the team doesn't overcommit or create too much work in progress, which could affect flow and focus.

2.Take on the urgent item as an exception to the WIP Limits and visualize that they are above their WIP Limit (Option C): By taking on the urgent item as an exception, the team can address the urgency while being transparent about the temporary breach of the WIP limits. This visualization helps the team and stakeholders understand the current state of work and its impact(

Options B (Adjust the WIP Limits) and D (Reject the urgent item) are less suitable because they either undermine the WIP control mechanism or fail to accommodate a potentially critical change that aligns with the Sprint Goal.

The Definition of Workflow includes the agreed-upon points at which the Scrum Team considers work to have started and finished. These points are determined based on the boundaries and scope of the team's workflow. This definition must be clearly understood by the entire team to track Work in Progress (WIP) effectively and manage flow efficiently. It is up to the Scrum Team to define these boundaries to suit their specific context and workflow needs.

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

In Professional Scrum with Kanban, the Work in Progress (WIP) limits are set as a policy to maintain a sustainable flow of work. Urgent work emerging does not automatically warrant changing these WIP limits; instead, the team should first discuss how to accommodate the urgent work within the existing constraints. Modifying WIP limits for urgent work could undermine the benefits of a controlled flow, which is why urgent work should not be a reason to change WIP limits during a Sprint

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​​.

Within the same Kanban system, Work in Progress (WIP) is not a leading indicator for "Story points delivered." While WIP can influence throughput and cycle time, it does not directly correlate with story points delivered, as story points are a measure of effort or complexity rather than flow. The number of story points delivered is not directly influenced by the current WIP levels

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.

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. References: The Kanban Guide for Scrum Teams​.

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

Kanban does not eliminate the need for a Scrum Master when used with Scrum. The Scrum Master remains an essential role to facilitate the Scrum framework, help the team adopt both Scrum and Kanban practices effectively, and ensure the team understands and adheres to Scrum principles.

The role of the Scrum Master includes coaching the team on both Scrum and Kanban practices, removing impediments, and promoting continuous improvement. Therefore, even when Scrum is used with Kanban, the Scrum Master is not optional but a critical role in ensuring that the integration of these practices is successful(

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. References: 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