A Service Level Expectation (SLE) in Kanban provides an agreement or expectation regarding the time it will take to complete a work item. An SLE consists of two main elements:

1.A probability (Option B): This is the likelihood or confidence level (e.g., 85%) that a work item will be completed within the specified period.

2.A period of elapsed days (Option D): This defines the maximum amount of time (e.g., 10 days) expected for a work item to be completed. The combination of these two elements helps set clear expectations and guide planning and forecasting efforts(

Options A (A cost of delay) and C (A forecasted date) are not part of the standard elements defining an SLE. The cost of delay is a concept related to prioritization, and a forecasted date is usually derived from the SLE but is not part of it.

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. References: The Kanban Guide for Scrum Teams​​.

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

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.

Cycle Time measures the time taken to complete individual work items, and while some items might take longer than a Sprint, on average, teams aim to have Cycle Times shorter than the Sprint duration to ensure a smooth flow and regular delivery of value. References: The Kanban Guide for Scrum Teams​​.

1.WIP Limits provide a boundary/container in which the Scrum Team self-manages (Option B):

WIP Limits establish clear boundaries within which the Scrum Team can make decisions about how much work they take on. This framework allows the team to self-manage their workflow more effectively, as they must decide collectively how to stay within these limits while delivering value.

2.As part of self-managing, Scrum Teams figure out their own WIP Limits (Option D):

A fundamental principle of Scrum is self-management. The team collectively decides its WIP limits, adjusting them based on empirical evidence and ongoing learning about their capacity, flow, and delivery capabilities. This decision-making process is a key aspect of the team's autonomy and self-management(

Options A and C are incorrect because WIP limits do not inhibit self-management (A); instead, they enable it. Additionally, a Scrum Master does not define WIP limits (C); the Scrum Team decides them.

Cycle Time is a lagging indicator, meaning it can only be measured after a work item is complete. Therefore, it cannot be used as a leading indicator of the length of the feedback loop (Option A). Additionally, Cycle Time is not typically used during the Daily Scrum to help Developers inspect and adapt their Sprint; rather, it is more often used to assess overall process efficiency

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​​.

Lagging indicator metrics are metrics that provide information about past performance:

1.Velocity (Option A): This is a measure of the amount of work a Scrum Team completes in a Sprint. It is a lagging indicator because it reflects what has been done rather than predicting future performance.

2.Cycle Time (Option B): This metric measures the time taken to complete a work item from start to finish. It is a lagging indicator because it provides data on how long work items took to complete in the past.

3.Throughput (Option D): This refers to the number of work items completed in a given period. Like Velocity, it reflects past performance and is considered a lagging indicator.

Work in Progress (Option C) and Work Item Aging (Option E) are not lagging indicators:

•Work in Progress (C): is a current state metric that indicates how much work is currently in progress.

•Work Item Aging (E): is a leading indicator, providing insights into how long a work item has been in progress, helping predict delays or bottlenecks