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| Section | Weight | Objectives |
|---|---|---|
| Agile Ways of Working & Techniques | 20% | - Techniques: user stories, stand-ups, retrospectives - Tailoring guidance for agile environments - Key terms: backlog, timebox, sprint, MVP - Agile frameworks: Scrum, Kanban, Lean, XP |
| Introduction to PRINCE2 Agile | 10% | - Key concepts and definitions - Relationship between PRINCE2 and Agile - Purpose and scope of PRINCE2 Agile |
| PRINCE2 Processes in Agile Delivery | 20% | - Closing a Project - Initiating a Project - Directing a Project - Starting up a Project - Managing Stage Boundaries - Managing Product Delivery - Controlling a Stage |
| PRINCE2 Themes Applied in Agile | 25% | - Quality - Change - Organization - Progress - Plans - Risk - Business Case |
| PRINCE2 Agile Behaviours | 10% | - Exploration - Transparency - Rich communication - Collaboration - Self-organization |
| PRINCE2 Principles in Agile Context | 15% | - Manage by exception - Tailor to suit the project environment - Learn from experience - Manage by stages - Defined roles and responsibilities - Focus on products - Continued business justification |
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NEW QUESTION # 46
What is the purpose of the "agile enablement" workshop?
Answer: D
Explanation:
Agile Foundation guidance explains that the purpose of the agile enablement workshop is to identify, assess, and plan for risks associated with Agile adoption, making option C the correct answer. This workshop is a structured activity designed to help organizations and project teams understand how well Agile ways of working fit their specific context and what challenges may arise when adopting Agile approaches.
The agile enablement workshop focuses on readiness rather than delivery execution. It examines factors such as organizational culture, governance expectations, stakeholder engagement, team capability, leadership support, and external constraints. By discussing these areas openly, participants can identify potential barriers to Agile adoption, assess their impact, and agree on actions to reduce or manage those risks. This proactive approach supports informed decision-making and avoids unrealistic expectations about Agile.
Option A, risks associated with project delivery, relates more to traditional project risk management practices. Option B, team delivery risks, focuses narrowly on team-level execution issues rather than adoption. Option D, enterprise agility risks, applies at a broader organizational transformation level and goes beyond the typical scope of an agile enablement workshop, which is usually project- or initiative-focused.
Agile Foundation documents emphasize that Agile adoption is not risk-free and should be approached thoughtfully. The agile enablement workshop helps ensure that Agile is tailored appropriately rather than applied mechanically. It supports alignment between Agile teams and governance structures, clarifies where flexibility is possible, and highlights where controls are required. By identifying and planning for adoption risks early, organizations increase the likelihood of successful Agile implementation while preserving the core values of adaptability, collaboration, and value-driven delivery.
NEW QUESTION # 47
What is the MOST LIKELY benefit from frequent releases into operational use?
Answer: C
NEW QUESTION # 48
Which is NOT one of the core concepts of Lean Startup that apply to PRINCE2?
Answer: A
NEW QUESTION # 49
What challenge does PRINCE2 Agile address in Agile adoption?
Answer: C
Explanation:
PRINCE2 Agile was specifically developed to address the challenge of applying Agile approaches within large, complex, and highly governed environments. Agile frameworks are highly effective at the team level, but Agile Foundation materials recognize that organizations often struggle when attempting to scale Agile across multiple teams, complex dependencies, regulatory constraints, and formal governance structures. This makes option B the correct answer.
Agile frameworks such as Scrum or Kanban focus on small, empowered teams delivering value iteratively. However, when initiatives become larger-spanning multiple teams, suppliers, and organizational units-challenges arise around coordination, assurance, reporting, and decision-making. Senior stakeholders often still require visibility, control, and confidence around investment, risk, and progress. PRINCE2 Agile bridges this gap by combining Agile delivery techniques with the governance, roles, and controls provided by PRINCE2.
Option A is incorrect because Agile frameworks are designed to be flexible rather than rigid. Option C is also not the primary challenge addressed by PRINCE2 Agile, as most Agile frameworks clearly define core roles, even if they differ from traditional roles. Option D is incorrect because Agile frameworks are explicitly designed to be combined with other methods, which is one of Agile's strengths.
Agile Foundation documents explain that PRINCE2 Agile enables organizations to "blend" Agile delivery with project management governance. It allows Agile teams to work iteratively while ensuring alignment with business objectives, risk management, and stage-based oversight. By providing guidance on how to tailor governance without constraining agility, PRINCE2 Agile supports scaling Agile in complex environments. This makes it particularly valuable for organizations transitioning to Agile while still needing structure, assurance, and control at the enterprise level.
NEW QUESTION # 50
Which artifact provides a list of user stories?
Answer: C
Explanation:
In Agile Foundation guidance, the product backlog is the primary artifact that provides a list of user stories, making option C the correct answer. The product backlog is a prioritized, evolving list of all the work needed to deliver and improve a product. User stories are the most common way of expressing requirements within the product backlog because they focus on user needs, value, and desired outcomes rather than detailed technical specifications.
The product backlog is owned and maintained by the product owner, who is responsible for ensuring that the backlog items are clearly defined, ordered by value, and aligned with business goals. User stories within the product backlog describe features, enhancements, fixes, and technical work from the perspective of the user or customer. This supports Agile's emphasis on delivering value early and continuously while allowing flexibility as requirements change.
Option A, project backlog, is not a standard Agile Foundation artifact. Agile focuses on products and value streams rather than traditional project-centered task lists. Option B, project canvas, is a high-level visual planning tool used to summarize objectives, stakeholders, risks, and constraints, but it does not contain detailed user stories. Option D, release map, outlines planned releases and timelines at a high level, showing when groups of features or increments may be delivered, but it does not provide the detailed list of user stories themselves.
Agile Foundation documents highlight that the product backlog is dynamic and continuously refined through backlog refinement activities. User stories are added, removed, split, or re-prioritized based on feedback, learning, and changing business needs. This adaptability ensures that teams always work on the most valuable items first. By serving as the single, transparent source of requirements, the product backlog enables collaboration, alignment, and effective value delivery, which is why it is the correct artifact for listing user stories.
NEW QUESTION # 51
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