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| Section | Weight | Objectives |
|---|---|---|
| PRINCE2 Agile Behaviours | 10% | - Exploration - Self-organization - Rich communication - Transparency - Collaboration |
| PRINCE2 Themes Applied in Agile | 25% | - Progress - Change - Organization - Quality - Risk - Plans - Business Case |
| PRINCE2 Processes in Agile Delivery | 20% | - Managing Stage Boundaries - Initiating a Project - Directing a Project - Closing a Project - Controlling a Stage - Managing Product Delivery - Starting up a Project |
| 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 - Key terms: backlog, timebox, sprint, MVP - Techniques: user stories, stand-ups, retrospectives - Tailoring guidance for agile environments |
| PRINCE2 Principles in Agile Context | 15% | - Focus on products - Tailor to suit the project environment - Manage by stages - Continued business justification - Learn from experience - Manage by exception - Defined roles and responsibilities |
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NEW QUESTION # 12
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 # 13
How does agile address the risk associated with the project not being fully understood at the beginning?
Answer: B
NEW QUESTION # 14
What is the definition of a timebox?
Answer: C
Explanation:
Reference: https://publications.axelos.com/prince2agile2016/content.aspx?
showNav=true&expandNav=true&page=PRA_244
NEW QUESTION # 15
Which statement about an epic is CORRECT?
Answer: B
NEW QUESTION # 16
Which of the following is usually done as part of the team retrospective workshop?
Answer: C
Explanation:
In Agile Foundation guidance, the team retrospective workshop is a key event focused on continuous improvement, making identifying improvement opportunities the correct answer. Retrospectives are held at regular intervals, typically at the end of an iteration or delivery cycle, to allow the team to reflect on how they worked together and how their processes, tools, and interactions can be improved.
The primary purpose of a retrospective is not to plan product features or refine requirements, but to inspect and adapt the team's way of working. During the workshop, team members openly discuss what went well, what did not go as expected, and what could be improved. This reflection helps teams identify specific, actionable improvement opportunities that can be applied in the next iteration. Agile foundations emphasize creating a safe environment during retrospectives so that honest feedback and constructive discussion can occur.
Option A, prioritizing user stories, is typically done during backlog refinement or planning sessions and is the responsibility of the product owner with input from the team. Option B, defining acceptance criteria, usually takes place when preparing user stories before or during iteration planning, not during retrospectives. Option D, updating the project canvas, is a high-level planning or governance activity rather than a team-level continuous improvement practice.
Agile Foundation documents stress that retrospectives are essential for fostering a culture of learning and adaptability. By consistently identifying and implementing improvement opportunities, teams can enhance collaboration, improve quality, reduce waste, and increase predictability over time. Retrospectives also reinforce shared ownership of team performance, encouraging everyone to contribute to positive change. This focus on continuous improvement aligns directly with Agile principles of inspection and adaptation, making identifying improvement opportunities the central and most appropriate activity of the team retrospective workshop.
NEW QUESTION # 17
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