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| Section | Weight | Objectives |
|---|---|---|
| Introduction to PRINCE2 Agile | 10% | - Purpose and scope of PRINCE2 Agile - Relationship between PRINCE2 and Agile - Key concepts and definitions |
| Agile Ways of Working & Techniques | 20% | - Agile frameworks: Scrum, Kanban, Lean, XP - Techniques: user stories, stand-ups, retrospectives - Key terms: backlog, timebox, sprint, MVP - Tailoring guidance for agile environments |
| PRINCE2 Principles in Agile Context | 15% | - Defined roles and responsibilities - Tailor to suit the project environment - Manage by stages - Continued business justification - Manage by exception - Learn from experience - Focus on products |
| PRINCE2 Agile Behaviours | 10% | - Self-organization - Transparency - Exploration - Rich communication - Collaboration |
| PRINCE2 Processes in Agile Delivery | 20% | - Closing a Project - Starting up a Project - Managing Stage Boundaries - Initiating a Project - Directing a Project - Managing Product Delivery - Controlling a Stage |
| PRINCE2 Themes Applied in Agile | 25% | - Change - Progress - Risk - Business Case - Quality - Plans - Organization |
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NEW QUESTION # 155
Which workshop focuses on team growth and improvements in working practices?
Answer: D
Explanation:
The Team Retrospective Workshop is explicitly designed to facilitate team growth and continuous improvement in working practices. It is a fundamental agile practice where the team reflects on the recently completed work or sprint to identify what went well, what didn't, and what could be improved. The goal is to foster an environment of trust and openness, enabling teams to discuss challenges and successes honestly.
Retrospectives promote inspect and adapt principles by encouraging teams to continuously evaluate their processes, collaboration, and tools. They help uncover systemic issues, process bottlenecks, or interpersonal challenges that may be impeding productivity or quality. Teams use this feedback to implement actionable improvements, which can range from adjusting communication methods to refining definitions of done or ready.
This workshop supports a key agile mindset-continuous learning and improvement-which directly contributes to team maturity, performance, and morale. Importantly, retrospectives are not about assigning blame but rather about fostering a growth mindset that accepts change as an opportunity to evolve.
While Project Kickoff Workshops (A) initiate project alignment and Progress Review Workshops (C) monitor project status, they do not primarily focus on team process improvements. The Team Planning Workshop (D) is concerned with planning upcoming work, not retrospection.
In PRINCE2 Agile, retrospectives are a critical tool to blend traditional project management with agile principles by promoting regular reflection and incremental enhancements.
Reference: PRINCE2 Agile Foundation Version 2, Section 6.5 "Retrospectives and Continuous Improvement," and PRINCE2 Agile Study Guide, Chapter 6.
NEW QUESTION # 156
Which workshop reflects on lessons learned?
Answer: D
Explanation:
The Project Closure Workshop is the formal forum used to reflect on lessons learned during the project lifecycle. It is held towards the end of the project and provides an opportunity for the project team, stakeholders, and sponsors to review successes, challenges, and areas for improvement.
Capturing lessons learned supports organizational learning, helps avoid repeating mistakes, and improves future projects and agile adoption. This reflective practice aligns with PRINCE2's focus on continuous improvement and governance requirements.
Other workshops such as team planning (A) focus on upcoming work, agile enablement (B) on agile adoption, and project kickoff (C) on project initiation, none of which prioritize lessons learned reflection.
The project closure workshop is a vital practice to ensure knowledge retention and maturity in both traditional and agile project environments.
NEW QUESTION # 157
What is a role of personas in the 'business case' practice?
Answer: C
Explanation:
Personas in PRINCE2 Agile serve as fictional, archetypal users representing the needs, behaviors, and goals of real users. In the business case practice, personas are used to identify and articulate specific user benefits.
This ensures the project focuses on delivering value that meets the actual needs of different user groups.
By understanding personas, teams can tailor product features and prioritize requirements that provide meaningful benefits, thereby strengthening the business case and increasing stakeholder buy-in. Personas help clarify who will use the product, what problems they face, and how the solution delivers value.
Personas go beyond demographic grouping (A); they are detailed profiles including motivations and pain points. They do not relate directly to timelines (B) or product version differentiation (D).
Using personas aligns with agile principles of customer focus and continuous stakeholder engagement embedded in PRINCE2 Agile.
Reference: PRINCE2 Agile Foundation Version 2, Section 7.1 "Using Personas in Business Case," and PRINCE2 Agile Study Guide, Chapter 7.
NEW QUESTION # 158
Which is a purpose of the plans theme?
Answer: D
NEW QUESTION # 159
What should the business case state about the minimum viable product (MVP)?
Answer: C
Explanation:
Reference: https://publications.axelos.com/prince2agile2016/content.aspx?
page=pra_56&showNav=true&expandNav=true
NEW QUESTION # 160
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