What qualitative information can you get from a Cycle Time Scatterplot?
(choose the best answer)
D
Explanation:
A Cycle Time Scatterplot is a visualization tool used to display the cycle times for individual work
items over time. This scatterplot provides several types of qualitative information:
1. General Cycle Time Trends (Option A): The scatterplot can show general trends over time, such as
whether the cycle times are decreasing, increasing, or staying stable. This helps teams understand
the overall direction in which their workflow efficiency is moving.
2. Single Cycle Time Outliers (Option B): The scatterplot also helps identify individual outliers — work
items that took significantly longer or shorter than usual to complete. These outliers can be further
investigated to understand why they occurred and to prevent similar situations in the future.
3. Clusters of Cycle Time Outliers (Option C): In addition to single outliers, the scatterplot may reveal
clusters of outliers. These clusters can indicate systemic issues, such as bottlenecks or recurring
problems in a specific part of the process.
Since a Cycle Time Scatterplot provides all these types of information (general trends, single outliers,
and clusters of outliers), the correct answer is D.
A Scrum Team's service level expectation (SLE) is an input into the various Scrum events. In
which event will SLE provide the most benefit towards maintaining good flow?
(choose the best answer)
D
Explanation:
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(
How does Kanban for Scrum Teams maximize value delivered?
(choose the best two answers)
BC
Explanation:
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
True or False: If Scrum is used with Kanban then having a Scrum Master is optional.
B
Explanation:
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(
For a specific Sprint Backlog item that has been started, what is the best chart (analytic) to
determine when it will be finished?
(choose the best answer)
C
Explanation:
The Work Item Aging Chart is the best chart to determine when a specific Sprint Backlog item that
has been started will be finished. This chart provides a visual representation of how long each work
item has been in progress, without being completed. It focuses on items that are currently active and
helps teams identify which items are aging too much in the workflow, which might require attention
to ensure they are completed promptly. The Work Item Aging Chart helps to quickly identify items
that might be taking longer than expected, making it ideal for forecasting when a started item will be
finished
What is true about the Sprint Goal if the Developers reserve capacity for unplanned work during
an upcoming sprint?
(choose the best answer)
C
Explanation:
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
Scrum Teams using Kanban can start to increase predictability by:
(choose the best answer)
D
Explanation:
Scrum Teams using Kanban can start to increase predictability by reducing the amount of work in
progress (WIP) through WIP limits. This approach helps to limit the number of items being worked
on at any given time, thus reducing multitasking and context switching. It allows the team to focus on
completing a few items before starting new ones, which directly impacts the flow of work and helps
to predict when items will be completed. By controlling the WIP, teams can achieve a steady flow of
work, improve cycle times, and make more reliable forecasts about future deliveries
When the Developers limit Work in Progress (WIP) inside a Sprint, what would you expect to
observe?
(choose the best three answers)
ACD
Explanation:
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.
True or False: Little's Law is used to forecast a Scrum Team's output.
B
Explanation:
Little's Law establishes a relationship between three flow metrics: Work in Progress (WIP), Cycle
Time, and Throughput. It provides insights into how changes in one metric affect the others in a
stable system.
Little's Law is used to understand and manage flow within a system but is not a forecasting tool for
output or future performance. It assumes a stable and predictable system where the input and
output rates are consistent.
Why Not True?
Forecasting requires variability, historical data, and often different statistical models. While Little's
Law supports system predictability and capacity planning, it does not directly project future Scrum
Team outputs or delivery dates.
Thus, Little's Law helps teams analyze and optimize flow but is not used for forecasting.
Which of these statements are true about Kanban and the Scrum theory of empiricism?
(choose the best two answers)
AD
Explanation:
1. The Kanban Board Provides Transparency (Option A):
A Kanban board visualizes the flow of work, making it easy for the Scrum Team to see the status of
work items, identify bottlenecks, and inspect and adapt their processes. This visual transparency is a
fundamental aspect of both Scrum and Kanban and supports the empirical process control central to
Scrum(
2. Kanban Helps Achieve Faster, Healthier Flow (Option D):
By focusing on optimizing flow (e.g., reducing Cycle Time and managing Work in Progress), Kanban
helps Scrum Teams achieve a faster, more predictable flow of work. This improvement in flow brings
more rapid transparency, allowing for more effective inspection and adaptation during Scrum events
such as the Daily Scrum, Sprint Review, and Sprint Retrospective(
Option B (Kanban metrics are used in the Sprint Review to allow the Product Owner to inspect
Throughput and adapt the Scrum Team's Cycle Time) is not necessarily accurate, as the Sprint Review
focuses on the product increment and stakeholder feedback, not directly on Kanban metrics.
Option C (Kanban helps Scrum Teams deal with simple and complicated work where empiricism is
not necessary) is incorrect because both Kanban and Scrum rely on empiricism (transparency,
inspection, and adaptation) to deal with work complexity
Upon which of the five Scrum Values does Professional Scrum with Kanban build?
(choose the best three answers)
ACD
Explanation:
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
True or False: The primary effect of limiting Work in Progress (WIP) is that it creates a pull
system.
A
Explanation:
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
Who must change the Work in Progress (WIP) Limits in the Definition of Workflow when urgent
work emerges from the Sprint?
(choose the best answer)
D
Explanation:
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
True or False: If you reduce your batch size, your overall efficiency will always increase.
B
Explanation:
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
When can a Work in Progress (WIP) Limit change?
(choose the best answer)
A
Explanation:
Work in Progress (WIP) Limits can be adjusted at any time as needed to optimize flow and improve
the system's efficiency. The decision to adjust WIP limits is typically informed by the team's
observations of flow metrics (e.g., Cycle Time, Throughput, and Work Item Age) or to address
bottlenecks or inefficiencies.
Supporting Reasons:
Kanban's Flexibility:
Unlike rigid frameworks, Kanban allows for flexibility in changing WIP limits whenever necessary to
adapt to evolving conditions.
Scrum Events:
Adjustments to WIP limits are often discussed during events like the Sprint Retrospective or Daily
Scrum, but these are not the only times changes can be made.
Empirical Process Control:
Teams use transparency, inspection, and adaptation to decide when to change WIP limits based on
real-time needs.
Why Not the Other Options?
B . When the Product Owner decides to change it:
Incorrect. WIP limits are a team decision and are not controlled solely by the Product Owner.
C . It never changes:
Incorrect. WIP limits are not static; they are dynamic and evolve based on team and system needs.
D . Only during the Sprint Retrospective:
Incorrect. While the Sprint Retrospective is a common time to discuss adjustments, changes are not
restricted to this event.
E . Only during Sprint Planning:
Incorrect. Sprint Planning focuses on selecting work for the Sprint, not exclusively on adjusting WIP
limits.
F . Only during the Daily Scrum:
Incorrect. Adjustments can be made during the Daily Scrum but are not limited to this event.
Adjusting WIP limits at any time ensures the team maintains an optimal flow, a core principle of The
Kanban Guide for Scrum Teams.