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| Certification Vendor: | PeopleCert (AXELOS) |
|---|---|
| Exam Name: | PRINCE2 Agile Foundation |
| Exam Number: | PRINCE2-Agile-Foundation |
| Exam Format: | Multiple Choice |
| Real Exam Qty: | 40 |
| Exam Price: | $680 USD (Exam Prep bundle) |
| Passing Score: | 60% (24 out of 40 questions) |
| Certificate Validity Period: | 3 years |
| Exam Duration: | 60 minutes |
| Available Languages: | Portuguese (Brazil), Japanese, Polish, Spanish, German, French, Chinese, English, Italian, Dutch |
| Related Certifications: | PRINCE2 Agile Practitioner |
| Sample Questions: | PRINCE2 PRINCE2-Agile-Foundation Sample Questions |
| Exam Way: | Online proctored exam or in-person at a PeopleCert test center |
| Pre Condition: | No prerequisites required, although familiarity with project management concepts is recommended |
| Official Syllabus URL: | https://www.peoplecert.org/browse-certifications/project-programme-and-portfolio-management/PRINCE2-Agile-28/prince2-agile-foundation-4074 |
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PRINCE2 Agile Foundation Certification Exam is ideal for professionals who are looking to enhance their knowledge and skills in project management, specifically in Agile and PRINCE2 methodologies. PRINCE2 Agile Foundation certification showcases a professional’s ability to manage projects in an Agile environment, while also providing a structured approach to project management. PRINCE2 Agile Foundation certification is recognized globally and is highly valued by organizations looking for professionals who can manage complex projects effectively. The PRINCE2 Agile Foundation Certification Exam is an excellent way for professionals to advance their career and demonstrate their expertise in project management.
NEW QUESTION # 23
Which workshop is used to assess the project's status and address any challenges?
Answer: A
Explanation:
The Progress Review Workshop is the key forum to assess the current status of the project and address challenges or issues affecting progress. It typically involves reviewing the current stage or release against plan, assessing risks, issues, and dependencies, and agreeing on corrective actions or decisions to keep the project on track.
While retrospectives (B and C) focus on reflecting and improving team practices, and team planning (A) looks ahead to upcoming work, progress reviews are focused on monitoring, control, and decision-making at the project or stage level.
This workshop aligns with PRINCE2's principle of manage by exception, enabling timely interventions without unnecessary escalation.
NEW QUESTION # 24
Which TWO are the purposes of a highlight report?
1. To describe the MoSCoW priority of user stories.
2. To summarize the status of a work package.
3. To summarize the stage status.
4. To report any potential issues and risks
Answer: D
Explanation:
Reference: https://publications.axelos.com/prince2agile2016/content.aspx?
page=pra_190&showNav=true&expandNav=true#:~:text=A%20highlight%20report%20is%20used,at%
20intervals%20defined
%20by%20them.&text=The%20project%20manager%20also%20uses,the%20project%20board%20could%
20help
NEW QUESTION # 25
How should a minor quality control failure during the creation of a product be addressed initially?
Answer: C
Explanation:
Agile Foundation guidance emphasizes building quality into the product from the very beginning rather than relying on late-stage inspection or escalation. When a minor quality control failure occurs during product creation, the most appropriate initial response is to revisit the development and test activities, making option C the correct answer. Agile promotes continuous quality assurance through iterative development, frequent testing, and fast feedback loops, allowing teams to correct issues as soon as they emerge.
In Agile environments, quality is a shared responsibility of the entire team. Minor defects or quality issues are viewed as learning opportunities rather than failures that require formal escalation. Revisiting development and testing activities allows the team to quickly identify root causes, such as unclear acceptance criteria, gaps in automated tests, or misunderstandings in requirements. By addressing the issue at its source, teams can prevent similar defects from recurring in future iterations.
Option A, escalating the issue to the project manager, is generally unnecessary for minor quality failures in Agile. Agile teams are empowered to self-manage and resolve issues at the team level whenever possible. Option B, performing an independent review, may be appropriate for major or systemic quality problems but is excessive as an initial response to a minor issue. Option D, discussing the issue with the chief product owner, is also not the first step unless the issue affects product value or requires a change in priorities.
Agile Foundation documents stress the importance of continuous improvement, built-in quality practices, and early defect resolution. Techniques such as test-driven development, continuous integration, peer reviews, and frequent retrospectives support this approach. By immediately revisiting development and test activities, Agile teams maintain flow, reduce rework, and ensure that quality issues are resolved quickly and effectively, reinforcing Agile principles of transparency, inspection, and adaptation.
NEW QUESTION # 26
When tracking progress, which term describes using agile techniques at the delivery level, and traditional techniques at the direction and management levels?
Answer: A
Explanation:
Reference: https://publications.axelos.com/prince2agile2016/content.aspx?
showNav=true&expandNav=true&page=PRA_97
NEW QUESTION # 27
Which of the following is a common challenge when merging project management and Agile?
Answer: C
Explanation:
A well-recognized challenge when merging traditional project management with Agile approaches is the use of different terminology, making option B the correct answer. Agile Foundation materials highlight that traditional project management and Agile have evolved from different perspectives, each with its own language, concepts, and assumptions. When these approaches are combined within the same organization or project, misunderstandings often arise due to terminology differences rather than fundamental conflicts in intent.
Traditional project management commonly uses terms such as scope, milestones, deliverables, baselines, and change control, while Agile uses concepts like backlog, iterations, increments, velocity, and value delivery. Even when the underlying goals are aligned, different terminology can create confusion among stakeholders, project managers, Agile teams, and senior leadership. This confusion may lead to misaligned expectations, incorrect reporting, or resistance to Agile practices, as people may interpret the same words differently or assume conflicting meanings.
Option A, lack of clear processes, is generally not a common issue because both project management and Agile provide structured approaches, albeit in different forms. Option C, lack of guidance at the project level, is also not accurate, as Agile Foundation guidance increasingly addresses how Agile can operate at team, project, and organizational levels. Option D, the use of a flexible framework, is actually a benefit of Agile rather than a challenge.
Agile Foundation documents emphasize that overcoming terminology differences requires education, shared understanding, and alignment rather than choosing one approach over the other. By establishing a common language, clarifying roles and expectations, and focusing on value delivery rather than labels, organizations can successfully integrate Agile ways of working with project management governance. Addressing terminology differences early helps reduce friction, improves collaboration, and enables a more effective hybrid or Agile-informed project environment.
NEW QUESTION # 28
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