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Little’s Law states: WIP = Throughput × Cycle Time (with consistent units and a stable system). Here, throughput = 5 items/day and cycle time = 4 days → WIP = 5 × 4 = 20 items. This provides a reality check on system capacity: if the team routinely sees 35 items in progress, the law predicts longer cycle times or lower throughput until the system stabilizes. CAPM’s agile content stresses managing flow by limiting WIP, making policies explicit, and using flow metrics to guide improvement. If WIP is materially higher than 20, introduce explicit WIP limits, reduce batch sizes, and finish work before starting more. If throughput or cycle time shifts (e.g., new tech, staffing), recompute expectations and adjust limits. Little’s Law is descriptive, not prescriptive; treat it as a guardrail to set realistic service-level expectations and to detect when the system is overloaded. Pair it with a cumulative flow diagram and lead-time distributions to diagnose bottlenecks (“In Review” queues) and stabilize delivery predictability.