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Cycle Time measures the time it takes for a single work item to go from start to completion. By understanding Cycle Time, a team can forecast when multiple items from the Product Backlog will likely be finished based on the average duration it takes to complete an item. This is essential in Kanban as it provides insight into the delivery timeline and is crucial for planning and predictability within a Scrum context. References: The Kanban Guide for Scrum Teams​.

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.

A probabilistic forecast is intended to communicate a prediction based on historical data, showing the likelihood of completing a certain amount of work within a given time frame. It helps the team and stakeholders understand the probability of meeting certain goals or deadlines based on past performance, supporting more informed decision-making

Kanban is:

•A strategy for optimizing the flow of value through a process (Option B): Kanban focuses on improving flow and efficiency by using a visual pull system with limited WIP. This strategy helps teams balance demand against throughput and enhance productivity by limiting the number of work items in progress.

Options A (methodology for visualizing workflow) and C (set of practices additive to Scrum) are partially correct but do not fully capture Kanban's purpose. Kanban is not just a visualization tool (A), and while it can be additive to Scrum (C), it is fundamentally a flow-based strategy