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.

Reference: The Kanban Guide for Scrum Teams​​.

An SLE of 85% for 5 days signifies that the team anticipates they will complete items within 5 days,

85% of the time. This helps set clear expectations with stakeholders, ensuring transparency around

potential delivery timelines. The SLE is based on historical data and provides a probability-based

forecast, rather than a commitment. Reference: The Kanban Guide for Scrum Teams​.

Work in Progress (WIP) and Work Item Aging are considered leading indicator metrics in Scrum with

Kanban. Leading indicators are metrics that provide information that can help predict future

outcomes or performance.

•

Work in Progress (WIP): This metric indicates the number of work items currently being

worked on and can provide early signals about potential bottlenecks or issues in the workflow.

Managing WIP effectively can help teams optimize their flow and predict how work might proceed in

the future.

•

Work Item Aging: This metric shows how long work items have been in progress without

being completed. It provides an early indication of delays and can help teams identify items that

might need attention to maintain a steady flow

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

While WIP is a crucial metric for Kanban teams, it is not a flow metric. Flow metrics measure the

movement of work through the system, while WIP measures the amount of work currently in

progress.

Here's a breakdown of the other options:

Cycle Time: The time it takes to complete a piece of work from start to finish.

Throughput: The rate at which work is completed.

Work item age: The amount of time a work item has spent in the system.

All of these metrics provide insights into the flow of work and can be used to identify bottlenecks

and optimize the workflow.

Therefore, option B, "Work in Progress (WIP)," is the correct answer.

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 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. Reference: The Kanban

Guide for Scrum Teams​​.

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 Definition of Done (DoD) still applies even if policies are explicitly stated at each column of your

workflow. The DoD is a fundamental concept in Scrum that ensures a shared understanding of what it

means for work to be complete. Even with explicit policies at each stage of the workflow, the DoD

provides a consistent standard for the team's deliverables, ensuring quality and alignment with

stakeholder expectations

When Developers add Kanban to Scrum, the way they use the Sprint Goal during their Daily Scrum

can change. In traditional Scrum, the Sprint Goal is a shared commitment for the Sprint. However, in

Professional Scrum with Kanban, the focus shifts to the flow of work and delivering value

incrementally.

While the Sprint Goal still provides direction, the Daily Scrum may involve discussions about:

Progress towards the Sprint Goal: How are we progressing towards the overall goal?

Work in Progress (WIP): Are we adhering to WIP limits?

Blockers and impediments: What is preventing the team from progressing?

Prioritization: Are we working on the highest-value items?

By focusing on these aspects, the team can ensure that they are delivering value continuously and

efficiently.

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