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| Section | Weight | Objectives |
|---|---|---|
| Agile Ways of Working & Techniques | 20% | - Key terms: backlog, timebox, sprint, MVP - Tailoring guidance for agile environments - Techniques: user stories, stand-ups, retrospectives - Agile frameworks: Scrum, Kanban, Lean, XP |
| PRINCE2 Themes Applied in Agile | 25% | - Quality - Organization - Plans - Business Case - Change - Progress - Risk |
| PRINCE2 Processes in Agile Delivery | 20% | - Closing a Project - Directing a Project - Starting up a Project - Controlling a Stage - Managing Stage Boundaries - Initiating a Project - Managing Product Delivery |
| Introduction to PRINCE2 Agile | 10% | - Key concepts and definitions - Purpose and scope of PRINCE2 Agile - Relationship between PRINCE2 and Agile |
| PRINCE2 Principles in Agile Context | 15% | - Learn from experience - Defined roles and responsibilities - Manage by stages - Focus on products - Tailor to suit the project environment - Manage by exception - Continued business justification |
| PRINCE2 Agile Behaviours | 10% | - Self-organization - Exploration - Transparency - Rich communication - Collaboration |
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NEW QUESTION # 62
Which statement about velocity is CORRECT?
Answer: C
Explanation:
Reference: https://worldofagile.com/blog/velocity/
NEW QUESTION # 63
Which of the following describes shared attitudes, values, and goals?
Answer: D
Explanation:
Culture refers to the collective attitudes, values, beliefs, and goals shared by a group or organization. It shapes how people behave, make decisions, and interact. In PRINCE2 Agile, understanding and adapting organizational culture is critical for successful agile adoption and delivery.
Leadership (B) influences culture but is distinct, co-creation (C) is a collaborative approach, and management (D) relates to planning and control activities.
A positive, agile-friendly culture fosters openness, trust, and continuous improvement.
Reference: PRINCE2 Agile Foundation Version 2, Section 2.4 "Culture and Agile," and PRINCE2 Agile Study Guide, Chapter 2.
NEW QUESTION # 64
Which of the following is used to monitor progress?
Answer: D
Explanation:
The burn-down chart is a visual tool used in agile to monitor progress by tracking the remaining work against time. It provides teams and stakeholders with a clear, real-time view of project status and forecast completion, allowing for early identification of potential delays or bottlenecks.
The delegation matrix (A) defines authority, swarming (B) is a team collaboration technique, and t-shirt sizing (C) is an estimation method, none of which directly monitor progress.
Reference: PRINCE2 Agile Foundation Version 2, Section 7.1 "Progress Practice," and PRINCE2 Agile Study Guide, Chapter 7.
NEW QUESTION # 65
In which workshop are the project role descriptions created?
Answer: C
Explanation:
The starting-up workshop is the initial workshop where the foundation for the project is established, including the creation and clarification of project role descriptions. Defining roles early ensures clarity of responsibilities, helps establish governance, and sets expectations for the project team.
Kickoff (B) focuses on launching the project, initiation (C) develops detailed plans, and the project canvas (D) is a tool for capturing high-level information but does not define roles explicitly.
NEW QUESTION # 66
Which practice supports identification and assessment of uncertainties?
Answer: B
Explanation:
In Agile Foundation guidance, the risk practice is explicitly responsible for the identification, assessment, and management of uncertainties, making option A the correct answer. Risk is defined as uncertainty that, if it occurs, will have a positive or negative impact on objectives. Agile recognizes that uncertainty is inherent in complex and adaptive work, so effective risk management is essential to successful delivery.
The risk practice focuses on proactively identifying uncertainties early, assessing their likelihood and impact, and determining appropriate responses. Agile Foundation documents emphasize that risk management in Agile is continuous rather than a one-time activity. Risks are regularly reviewed, updated, and addressed throughout the lifecycle as new information emerges. This aligns with Agile principles of transparency, inspection, and adaptation, allowing teams to respond to uncertainty in a timely and informed manner.
Option B, plans, focuses on outlining how objectives will be achieved and how work will be organized over time. While planning may take risks into account, it does not primarily identify or assess uncertainties. Option C, quality, ensures that outputs meet agreed standards and acceptance criteria but does not deal directly with uncertainty. Option D, business case, justifies why a project should proceed by outlining costs, benefits, and risks at a high level, but it does not actively manage or assess uncertainties on an ongoing basis.
Agile Foundation guidance highlights that Agile approaches often reduce risk by delivering incrementally, seeking early feedback, and validating assumptions quickly. However, this does not eliminate the need for a structured risk practice. Instead, risk management supports Agile delivery by making uncertainties visible and manageable. By embedding risk identification and assessment into regular team activities, organizations can make better decisions, protect value, and increase confidence among stakeholders while still maintaining flexibility and responsiveness to change.
NEW QUESTION # 67
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