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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Introduction to PRINCE2 Agile | 10% | - Key concepts and definitions - Purpose and scope of PRINCE2 Agile - Relationship between PRINCE2 and Agile |
| Topic 2: PRINCE2 Principles in Agile Context | 15% | - Focus on products - Tailor to suit the project environment - Defined roles and responsibilities - Learn from experience - Continued business justification - Manage by stages - Manage by exception |
| Topic 3: PRINCE2 Processes in Agile Delivery | 20% | - Closing a Project - Initiating a Project - Managing Product Delivery - Directing a Project - Starting up a Project - Managing Stage Boundaries - Controlling a Stage |
| Topic 4: PRINCE2 Agile Behaviours | 10% | - Collaboration - Rich communication - Exploration - Transparency - Self-organization |
| Topic 5: Agile Ways of Working & Techniques | 20% | - Agile frameworks: Scrum, Kanban, Lean, XP - Techniques: user stories, stand-ups, retrospectives - Tailoring guidance for agile environments - Key terms: backlog, timebox, sprint, MVP |
| Topic 6: PRINCE2 Themes Applied in Agile | 25% | - Business Case - Risk - Change - Organization - Plans - Progress - Quality |
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NEW QUESTION # 56
Which of the following is a challenge when merging project management and agile?
Answer: B
Explanation:
One of the significant challenges when merging traditional project management approaches like PRINCE2 with agile delivery methods is the lack of guidance on doing agile. While PRINCE2 provides a structured framework focusing on governance, control, and business justification, agile introduces flexible, iterative, and people-centered approaches. The integration of these requires clear guidance on how to implement agile practices effectively within the PRINCE2 framework.
PRINCE2 Agile acknowledges that while it offers a comprehensive method to combine governance and agility, many organizations and practitioners struggle with practical implementation, especially in how to "do agile" properly. This includes understanding how to adopt agile roles, ceremonies, and artifacts without losing control, as well as aligning agile delivery with PRINCE2's management layers.
The challenge is compounded by the fact that agile methodologies emphasize adaptive planning and team autonomy, whereas traditional project management often focuses on upfront planning and command-and-control structures. PRINCE2 Agile aims to bridge this gap by providing detailed guidance, but a lack of practical 'how-to' agile advice remains a common issue.
Other options like terminology differences (A), unclear processes (B), and guidance at delivery level (C) are lesser challenges because PRINCE2 Agile provides a common vocabulary and defined processes that include delivery considerations.
NEW QUESTION # 57
Which TWO statements about the typical tailoring of a checkpoint report in an agile environment are CORRECT?
1) It should be replaced by the project manager attending a daily stand-up.
2) It should be displayed in the form of an information radiator in a team room.
3) It should be produced when the amount to be delivered will result in tolerance being exceeded.
4) It should be produced in a product backlog in the form of prioritized user stories.
Answer: B
NEW QUESTION # 58
Which of the following is an example of 'being agile' rather than just 'doing agile'?
Answer: A
Explanation:
'Being agile' refers to embracing the mindset and principles of agility, not just following agile practices mechanically. Option D illustrates 'being agile' because the customer has embraced the iterative approach and focuses on requirements that add real value, which reflects true agile values such as customer collaboration, responding to change, and delivering value early and continuously.
Options A, B, and C describe activities related to agile practices but don't necessarily reflect the deeper agile mindset or cultural shift fundamental to 'being agile'.
Reference: PRINCE2 Agile Foundation Version 2, Section 2.2 "The Agile Mindset," and PRINCE2 Agile Study Guide, Chapter 2, "Agile Fundamentals."
NEW QUESTION # 59
In which process should the requirements for delivery of specialist products be agreed?
Answer: D
Explanation:
The Managing Product Delivery process includes agreeing on and controlling the requirements for the delivery of specialist products. This process ensures that team managers understand the scope and quality expectations before work begins and that delivery aligns with the project plan.
Initiating a project and starting up a project establish overall direction but do not handle detailed delivery requirements. Managing a stage boundary reviews progress and plans the next stage.
This process maintains clarity and accountability for delivery within PRINCE2's framework, facilitating effective control over specialist products.
Reference: PRINCE2 Agile Foundation Version 2, Section 6.1 "Managing Product Delivery," and PRINCE2 Agile Study Guide, Chapter 6.
NEW QUESTION # 60
Which workshop is used to assess the project's status and address any challenges?
Answer: C
Explanation:
The Progress Review Workshop is the key forum to assess the current status of the project and address challenges or issues affecting progress. It typically involves reviewing the current stage or release against plan, assessing risks, issues, and dependencies, and agreeing on corrective actions or decisions to keep the project on track.
While retrospectives (B and C) focus on reflecting and improving team practices, and team planning (A) looks ahead to upcoming work, progress reviews are focused on monitoring, control, and decision-making at the project or stage level.
This workshop aligns with PRINCE2's principle of manage by exception, enabling timely interventions without unnecessary escalation.
NEW QUESTION # 61
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