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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Understand how PRINCE2 principles, themes, processes, and management products are tailored and/or applied in an agile context | 30% | - PRINCE2 processes applied in an agile context
|
| Topic 2: The PRINCE2 Agile principles, practices, and artifacts and their role in an agile context | 20% | - Roles, responsibilities and competencies of the PRINCE2 Agile delivery team
|
| Topic 3: Understand how to apply and tailor relevant aspects of PRINCE2 Agile in context | 20% | - PRINCE2 Agile project context
|
| Topic 4: Key concepts relating to the agile mindset, project management, and organizational change management | 30% | - What PRINCE2 Agile is and how it blends project management with agile
|
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NEW QUESTION # 138
Which of the following transforms an organization from "doing" to "being Agile" by emphasizing a culture of flexibility and learning?
Answer: B
Explanation:
Agile Foundation guidance clearly states that the transition from merely "doing Agile" to truly "being Agile" is driven by adopting an Agile mindset, making option C the correct answer. An Agile mindset represents a set of beliefs, attitudes, and ways of thinking that prioritize flexibility, learning, collaboration, and continuous improvement over rigid plans and fixed assumptions. Without this mindset, Agile practices often become mechanical routines that fail to deliver their intended benefits.
"Doing Agile" typically involves implementing visible practices such as daily stand-ups, iterations, backlogs, or boards. While these practices are useful, Agile Foundation documents emphasize that they only create lasting value when supported by the right mindset. "Being Agile" means embracing uncertainty, welcoming change, learning from feedback, and focusing on delivering value rather than following predefined plans. The Agile mindset encourages experimentation, reflection, and adaptation at both team and organizational levels.
Option A, the Agile Onion, is a conceptual model that explains the layers of Agile but does not itself transform behavior. Option B, psychological safety, is an important enabler that allows people to speak up, learn, and collaborate, but it is not the overarching driver of Agile transformation. Option D, Agile sustainability, focuses on maintaining Agile ways of working over time rather than initiating the shift from doing to being Agile.
Agile Foundation documents highlight that an Agile mindset fosters a culture where learning is continuous and failure is treated as an opportunity to improve. Leaders support this mindset by empowering teams, encouraging autonomy, and focusing on outcomes instead of outputs. When an organization adopts an Agile mindset, practices become adaptable tools rather than rigid rules. This cultural shift is what truly transforms an organization, enabling it to respond effectively to change, innovate continuously, and remain focused on delivering value.
NEW QUESTION # 139
What is the MOST important when blending PRINCE2 Project Management with agile?
Answer: A
Explanation:
When blending PRINCE2 with agile, adopting an agile mindset is the most important factor for success. The mindset involves embracing agile values such as flexibility, collaboration, delivering value incrementally, and being responsive to change. Without this cultural and attitudinal shift, the use of agile techniques or processes becomes superficial and fails to deliver the benefits of agility.
PRINCE2 is a highly structured project management method with defined roles, processes, and controls.
Integrating agile methods requires more than just overlaying practices like Scrum or Kanban; it demands a fundamental shift in thinking about leadership, governance, team dynamics, and customer involvement.
Fostering psychological safety (B) is indeed important because it allows teams to express ideas, take risks, and innovate without fear of negative consequences. However, this psychological safety is a component of the broader agile mindset.
Using agile techniques (C) and following processes (D) are enablers but do not guarantee agile success.
Teams may mechanically perform ceremonies without understanding the principles behind them.
The PRINCE2 Agile guidance emphasizes that the mindset must permeate all levels of the project and organization. Leaders and teams should adopt agility as a philosophy, not just a set of practices.
Reference: PRINCE2 Agile Foundation Version 2, Section 2.2 "The Agile Mindset," and PRINCE2 Agile Study Guide, Chapters 2 and 4.
NEW QUESTION # 140
Which of the following integrated elements defines who is working on the project and who is affected by the project?
Answer: A
Explanation:
Agile Foundation guidance, aligned with PRINCE2 Agile concepts, explains that integrated elements are used to describe different aspects of how a project is structured and delivered. Among these elements, the "people" element specifically defines who is working on the project and who is affected by the project, making option D the correct answer.
The people element focuses on roles, responsibilities, relationships, and stakeholders involved in the project. It identifies not only the delivery team members but also sponsors, users, customers, suppliers, and any individuals or groups impacted by the project's outcomes. Agile and PRINCE2 Agile both emphasize that successful delivery depends heavily on people, collaboration, and clear accountability. Understanding who is involved and affected ensures effective communication, engagement, and decision-making throughout the project lifecycle.
Option A, the project context, describes the environment in which the project operates, including organizational, regulatory, and external factors, but it does not specifically define who is involved. Option B, the PRINCE2 practices, focuses on areas such as risk, quality, plans, and progress, providing guidance on what needs to be managed rather than who is involved. Option C, the PRINCE2 processes, outlines the flow of activities and decision points during the project, not the people performing or impacted by them.
Agile Foundation documents stress that Agile delivery is people-centric. Self-organizing teams, empowered roles, and active stakeholder involvement are core to Agile success. The people element supports this by ensuring clarity around roles, expectations, and collaboration pathways. By clearly defining who is working on the project and who is affected by it, teams can build trust, manage stakeholder needs effectively, and adapt to change more smoothly. This alignment of people with purpose and value delivery is central to both Agile principles and PRINCE2 Agile integration.
NEW QUESTION # 141
Which statement about the 'embrace change' target is CORRECT?
Answer: D
NEW QUESTION # 142
Which workshop enables participants to collaboratively define the Definition of Ready?
Answer: A
Explanation:
The Agile Enablement Workshop provides a collaborative environment where teams and stakeholders define critical agile artifacts, including the Definition of Ready. This definition specifies the criteria a user story or product backlog item must meet before work can begin, ensuring clarity and readiness.
The workshop facilitates alignment on quality standards, scope, and expectations, reducing ambiguity and improving flow through development cycles. By involving all key participants, the Definition of Ready is meaningful and practical, tailored to the project's specific context.
While starting up (A), kickoff (B), and initiation workshops (C) focus on project foundation and planning, they do not specifically focus on agile readiness criteria.
This workshop is essential for embedding agile practices within PRINCE2 governance and fostering effective delivery.
Reference: PRINCE2 Agile Foundation Version 2, Section 6.7 "Defining Ready and Done," and PRINCE2 Agile Study Guide, Chapter 6.
NEW QUESTION # 143
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