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

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​.

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(

Leading indicators are the most appropriate metrics for Daily Scrum because they provide information about the current state of the work and potential future issues. By tracking leading indicators, the team can identify potential problems early on and take proactive measures to address them.

Here are some examples of leading indicators that can be useful during Daily Scrum:

WIP Limits:Are the WIP limits being adhered to?

Blocked Tasks:Are there any tasks that are blocked or waiting for dependencies?

Task Progress:How much progress has been made on each task?

Team Mood:Is the team morale high or low?

By discussing these leading indicators during the Daily Scrum, the team can identify any impediments and take immediate action to keep the work flowing smoothly.

Lagging indicators, on the other hand, provide information about past performance and are not as useful for identifying and addressing current issues. Examples of lagging indicators include cycle time, lead time, and throughput. While these metrics are important for long-term analysis and improvement, they are not as actionable in the context of the Daily Scrum.