PSK-I Exam Dumps - Professional Scrum with Kanban (PSK 1) Exam

Little's Law is a mathematical formula used in queueing theory and Kanban to relate the average number of items in a system (Work in Progress), the average completion rate (Throughput), and the average time an item spends in the system (Cycle Time). In the context of Scrum Teams using Kanban, Little's Law can be used to forecast a team's output by understanding the relationship between these variables(

Thus, it is True that Little's Law can be used to forecast a Scrum Team's output, assuming that the underlying assumptions of Little's Law (such as a stable system and consistent flow) are met.

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.

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