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| Section | Weight | Objectives |
|---|---|---|
| Introduction to PRINCE2 Agile | 10% | - Relationship between PRINCE2 and Agile - Purpose and scope of PRINCE2 Agile - Key concepts and definitions |
| PRINCE2 Principles in Agile Context | 15% | - Focus on products - Learn from experience - Defined roles and responsibilities - Continued business justification - Tailor to suit the project environment - Manage by stages - Manage by exception |
| PRINCE2 Processes in Agile Delivery | 20% | - Closing a Project - Controlling a Stage - Initiating a Project - Managing Product Delivery - Managing Stage Boundaries - Starting up a Project - Directing a Project |
| Agile Ways of Working & Techniques | 20% | - Agile frameworks: Scrum, Kanban, Lean, XP - Key terms: backlog, timebox, sprint, MVP - Tailoring guidance for agile environments - Techniques: user stories, stand-ups, retrospectives |
| PRINCE2 Themes Applied in Agile | 25% | - Quality - Change - Business Case - Organization - Plans - Risk - Progress |
| PRINCE2 Agile Behaviours | 10% | - Self-organization - Collaboration - Transparency - Rich communication - Exploration |
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NEW QUESTION # 79
What is a purpose of the 'project closure' workshop?
Answer: C
Explanation:
The project closure workshop is held to formally close the project, during which project documentation is updated to reflect the final state of the project, lessons learned are captured, and approvals are obtained. This ensures that all activities are completed, the project has delivered its intended products, and knowledge is retained for future projects or organizational learning.
Aligning teams (A) and refining release maps (D) are activities conducted earlier in the lifecycle, while benefits management (B) is usually defined during initiation and planning stages.
NEW QUESTION # 80
Which process can take place during a release review workshop?
Answer: B
NEW QUESTION # 81
Which workshop reflects on lessons learned?
Answer: B
Explanation:
The Project Closure Workshop is the formal forum used to reflect on lessons learned during the project lifecycle. It is held towards the end of the project and provides an opportunity for the project team, stakeholders, and sponsors to review successes, challenges, and areas for improvement.
Capturing lessons learned supports organizational learning, helps avoid repeating mistakes, and improves future projects and agile adoption. This reflective practice aligns with PRINCE2's focus on continuous improvement and governance requirements.
Other workshops such as team planning (A) focus on upcoming work, agile enablement (B) on agile adoption, and project kickoff (C) on project initiation, none of which prioritize lessons learned reflection.
The project closure workshop is a vital practice to ensure knowledge retention and maturity in both traditional and agile project environments.
NEW QUESTION # 82
Which workshop focuses on team growth and improvements in working practices?
Answer: C
Explanation:
The Team Retrospective Workshop is explicitly designed to facilitate team growth and continuous improvement in working practices. It is a fundamental agile practice where the team reflects on the recently completed work or sprint to identify what went well, what didn't, and what could be improved. The goal is to foster an environment of trust and openness, enabling teams to discuss challenges and successes honestly.
Retrospectives promote inspect and adapt principles by encouraging teams to continuously evaluate their processes, collaboration, and tools. They help uncover systemic issues, process bottlenecks, or interpersonal challenges that may be impeding productivity or quality. Teams use this feedback to implement actionable improvements, which can range from adjusting communication methods to refining definitions of done or ready.
This workshop supports a key agile mindset-continuous learning and improvement-which directly contributes to team maturity, performance, and morale. Importantly, retrospectives are not about assigning blame but rather about fostering a growth mindset that accepts change as an opportunity to evolve.
While Project Kickoff Workshops (A) initiate project alignment and Progress Review Workshops (C) monitor project status, they do not primarily focus on team process improvements. The Team Planning Workshop (D) is concerned with planning upcoming work, not retrospection.
In PRINCE2 Agile, retrospectives are a critical tool to blend traditional project management with agile principles by promoting regular reflection and incremental enhancements.
NEW QUESTION # 83
Which statement describes the focus of "being Agile" and not "doing Agile"?
Answer: A
Explanation:
The concept of "being Agile" rather than merely "doing Agile" is a central theme in Agile Foundation guidance. "Being Agile" refers to adopting the Agile mindset, values, and principles as a way of thinking and behaving, rather than simply applying a set of tools, ceremonies, or techniques. This mindset emphasizes adaptability, collaboration, continuous learning, and responsiveness to change, which is best represented by option B.
Agile foundations clearly distinguish mindset from mechanics. While timelines, documentation, and techniques have their place, they are secondary to people, interactions, and the ability to respond effectively to changing circumstances. Adaptability means welcoming change, even late in development, when it improves value for customers and stakeholders. Collaboration emphasizes close, ongoing cooperation between cross-functional team members, business representatives, and customers, ensuring shared understanding and faster decision-making.
Option A focuses on strict timelines and task completion, which aligns more closely with traditional predictive or plan-driven approaches. Agile recognizes that rigid timelines can reduce flexibility and discourage learning. Option C emphasizes document-driven processes, which contradict the Agile value of prioritizing working solutions over comprehensive documentation. Documentation is useful, but it should support value delivery, not dominate it. Option D highlights Agile techniques for efficiency, which reflects "doing Agile" rather than "being Agile." Techniques such as stand-ups, boards, or retrospectives only create value when guided by an Agile mindset.
In Agile foundations, "being Agile" enables teams to continuously inspect and adapt their ways of working, improve relationships, and deliver meaningful outcomes. By focusing on adaptability and collaboration, organizations create environments where teams can respond effectively to uncertainty, learn from feedback, and consistently deliver value, which is the true intent of Agile.
NEW QUESTION # 84
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