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| Section | Weight | Objectives |
|---|---|---|
| Agile Ways of Working & Techniques | 20% | - Key terms: backlog, timebox, sprint, MVP - Tailoring guidance for agile environments - Agile frameworks: Scrum, Kanban, Lean, XP - Techniques: user stories, stand-ups, retrospectives |
| PRINCE2 Agile Behaviours | 10% | - Collaboration - Self-organization - Rich communication - Transparency - Exploration |
| Introduction to PRINCE2 Agile | 10% | - Purpose and scope of PRINCE2 Agile - Key concepts and definitions - Relationship between PRINCE2 and Agile |
| PRINCE2 Principles in Agile Context | 15% | - Focus on products - Manage by stages - Learn from experience - Defined roles and responsibilities - Manage by exception - Tailor to suit the project environment - Continued business justification |
| PRINCE2 Themes Applied in Agile | 25% | - Plans - Business Case - Progress - Change - Risk - Quality - Organization |
| PRINCE2 Processes in Agile Delivery | 20% | - Initiating a Project - Controlling a Stage - Starting up a Project - Closing a Project - Directing a Project - Managing Product Delivery - Managing Stage Boundaries |
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質問 # 24
What should be included in the project management team structure?
正解：B
解説：
Agile Foundation guidance, aligned with PRINCE2 and PRINCE2 Agile, explains that the project management team structure defines how the project will be managed and delivered, including clarity around roles, responsibilities, and ways of working. A key element that should be included within this structure is a description of how products are to be produced, making option D the correct answer.
The project management team structure is not just a list of roles; it provides context on how delivery will operate in practice. This includes how teams are organized, how responsibilities are allocated, and how products will move from concept to completion. Describing how products are to be produced ensures there is shared understanding of the delivery approach, whether it is Agile, iterative, hybrid, or otherwise. This clarity supports coordination, accountability, and effective governance throughout the project lifecycle.
Option A, procurement and contract needs, belongs more appropriately to commercial or procurement management considerations rather than the team structure itself. Option B, a full and firm foundation for initiation, describes the purpose of the initiation stage rather than the contents of the team structure. Option C, arrangements for co-location or remote teams, relates to communication and working practices, which may support delivery but do not define the management structure.
Agile Foundation documents emphasize transparency and alignment between governance and delivery. Including a description of how products are to be produced within the project management team structure helps bridge management expectations with Agile delivery practices. It ensures that all stakeholders understand how work will be organized, how decisions will be made, and how value will be delivered. This supports Agile principles such as collaboration, empowerment, and adaptability while maintaining clear project-level control and accountability.
質問 # 25
What is the purpose of the 'agile enablement' workshop?
正解：B
解説：
The Agile Enablement Workshop is specifically designed to support the transition of teams and organizations into agile ways of working. Its primary purpose is to identify, assess, and plan for risks related to agile adoption. This includes challenges like cultural resistance, skills gaps, tooling needs, and process adaptations. The workshop ensures that these risks are proactively managed to smooth the agile transformation and increase the chances of successful agile delivery.
By focusing on agile adoption risks rather than project delivery or business as usual, the workshop addresses the foundational changes required for agility at team and organizational levels. Effective enablement workshops facilitate buy-in, identify training needs, and help tailor agile frameworks to the organization's context.
質問 # 26
What should be included when transitioning from a project to business as usual to ensure continual improvement?
正解：A
解説：
When transitioning from project delivery into business as usual (BAU), establishing regular feedback loops is crucial to ensure continual improvement. Feedback loops enable ongoing monitoring, learning, and adaptation of both products and processes post-transition. They provide mechanisms for capturing user experiences, operational issues, and evolving requirements that inform future iterations and enhancements.
Feedback loops can take many forms, such as user surveys, retrospectives, operational reviews, or service desk reports. Their regularity and structure ensure that BAU teams remain aligned with customer needs and organizational goals while adapting to changes effectively. This approach fosters a culture of continuous learning and agility even after the formal project has closed.
Providing access to Kanban or team boards (A) supports transparency and workflow management but is more tactical and internal to teams rather than a strategic approach to continuous improvement across BAU.
Agreeing on SLAs (C) and KPIs (D) define performance and service targets but do not inherently drive feedback or improvement cycles without mechanisms for learning and response.
PRINCE2 Agile highlights the importance of feedback loops as part of the 'progress' and 'quality' practices extended into BAU to sustain value delivery.
Reference: PRINCE2 Agile Foundation Version 2, Section 9.3 "Transition to BAU," and PRINCE2 Agile Study Guide, Chapter 9.
質問 # 27
Which workshop revisits and refines personas and any evolving user needs?
正解：C
解説：
Agile Foundation guidance explains that the release planning workshop is the forum where personas and evolving user needs are revisited and refined, making option C the correct answer. Release planning focuses on aligning upcoming work with user value, business priorities, and learning gained from previous deliveries. As Agile delivery is iterative and incremental, understanding users is not a one-off activity but an ongoing process that evolves as feedback is gathered.
During a release planning workshop, teams review insights from recent increments, stakeholder feedback, and real user behavior. Personas-representations of key user types-are revisited to confirm whether assumptions remain valid or need adjustment. As products evolve, new needs may emerge, priorities may shift, and earlier hypotheses about users may prove incomplete. Release planning provides the structured opportunity to incorporate this learning and refine the understanding of who the users are and what they need most next.
Option A, the team retrospective workshop, focuses on improving the team's ways of working rather than reviewing user needs or personas. Option B, the project kickoff workshop, is typically held at the start of the initiative to establish initial vision, scope, and understanding, but it does not revisit evolving needs. Option D, the agile enablement workshop, concentrates on assessing and planning for risks associated with Agile adoption, not on refining user personas.
Agile Foundation documents emphasize that Agile success depends on continuous alignment with customer and user value. Release planning workshops support this by ensuring that upcoming work reflects the latest understanding of user needs rather than outdated assumptions. By regularly revisiting personas during release planning, teams strengthen customer focus, reduce waste, and improve the likelihood that delivered increments will meet real user expectations. This approach reinforces Agile principles of feedback, learning, and value-driven delivery.
質問 # 28
According to PRINCE2 Agile, which form of communication shows that a team is vibrant and interactive?
正解：D
解説：
Reference: https://publications.axelos.com/PRINCE2Agile2016/content.aspx?
page=pra_165&showNav=true&expandNav=true
質問 # 29
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