KMP

No. This is independent study material. Kanban University is the credential owner; its site lists courses, upcoming classes, and certification paths. Use this page to organise revision, then verify all administrative details, including prerequisites and which courses lead to KMP, on the official certification paths page.

Not confirmed. The official KMP page returned a 404 error when checked, so the number of questions, question types, and whether the assessment is multiple-choice, open-ended, or course-based could not be verified. Treat any format claim you see elsewhere as unverified until Kanban University publishes it.

Unknown from the available source. Duration and passing score are not published on the page we could retrieve, so they are left blank here rather than guessed. Check the certification paths page or contact Kanban University directly; sitting an exam on assumed timing is a common and avoidable mistake.

Neither fee nor retake policy could be verified, because the official KMP page was unavailable. Costs are often bundled with accredited training rather than sold separately, but confirm this with the trainer or Kanban University. Do not budget from second-hand figures, since pricing and policies change.

Expect it to be harder than a foundation-level test. It assumes working knowledge of Kanban and asks you to reason about system design choices and improvement decisions, not just recall definitions. Candidates who have run a real kanban system, defined policies, and reviewed flow metrics tend to find scenario questions far more manageable.

Start with Kanban System Design, then move to Kanban Systems Improvement. Design gives you the vocabulary and structure, including work item types, classes of service, policies, and visualisation, that improvement questions depend on. Revising improvement techniques before you can design a system leaves you memorising remedies without a diagnosis.

We could not verify official domain weightings, so this page uses an even split between Kanban System Design and Kanban Systems Improvement as a study assumption, not an official statement. Prepare both thoroughly. Within each, focus on why a practice exists, what problem it solves, and what evidence would tell you it is working.

Three recur. First, memorising definitions without being able to apply them to a described workflow. Second, confusing metrics, such as treating lead time and cycle time as interchangeable or misreading a cumulative flow diagram. Third, ignoring policies and classes of service, which are usually where scenario questions hide the deciding detail.

Map a real or realistic workflow end to end, write explicit policies for each stage, assign work item types and classes of service, then track flow metrics and run a service delivery review on the results. Explaining your design choices aloud exposes gaps quickly. Pair this with accredited training, and confirm current course requirements with Kanban University.