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| Section | Weight | Objectives |
|---|---|---|
| Agile Ways of Working & Techniques | 20% | - Techniques: user stories, stand-ups, retrospectives - Key terms: backlog, timebox, sprint, MVP - Tailoring guidance for agile environments - Agile frameworks: Scrum, Kanban, Lean, XP |
| Introduction to PRINCE2 Agile | 10% | - Relationship between PRINCE2 and Agile - Key concepts and definitions - Purpose and scope of PRINCE2 Agile |
| PRINCE2 Principles in Agile Context | 15% | - Defined roles and responsibilities - Manage by exception - Tailor to suit the project environment - Manage by stages - Continued business justification - Focus on products - Learn from experience |
| PRINCE2 Processes in Agile Delivery | 20% | - Controlling a Stage - Managing Stage Boundaries - Starting up a Project - Directing a Project - Managing Product Delivery - Initiating a Project - Closing a Project |
| PRINCE2 Themes Applied in Agile | 25% | - Quality - Plans - Organization - Change - Risk - Progress - Business Case |
| PRINCE2 Agile Behaviours | 10% | - Rich communication - Transparency - Self-organization - Exploration - Collaboration |
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NEW QUESTION # 137
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 # 138
Which is the BEST method of communication to gather feedback?
Answer: D
NEW QUESTION # 139
Which of the following is a benefit of an organization being and doing agile?
Answer: D
Explanation:
A primary benefit of an organization being and doing agile is faster time-to-market. Agile methods emphasize iterative delivery, frequent releases, and continuous feedback, enabling organizations to deliver value sooner and adapt quickly to changes. This benefit directly supports business agility and competitive advantage.
Using agile techniques alone (B) is a means, not a benefit. Focusing solely on tasks (C) ignores value and flow, and setting tolerances to zero (D) is neither practical nor encouraged.
Reference: PRINCE2 Agile Foundation Version 2, Section 2.3 "Agile Benefits," and PRINCE2 Agile Study Guide, Chapter 2.
NEW QUESTION # 140
How is the "closing a project" process used?
Answer: B
Explanation:
Agile Foundation guidance, aligned with PRINCE2 and PRINCE2 Agile, explains that the closing a project process is primarily used to formally accept the project product, making option C the correct answer. This process ensures that the project has delivered what was agreed, that acceptance criteria have been met, and that the project can be closed in a controlled and orderly manner.
The closing a project process confirms that all products have been completed, approved, and handed over to the appropriate operational or business teams. Formal acceptance of the project product is critical because it provides clarity that delivery is complete and that responsibility for the product has transitioned from the project to ongoing operations or use. Agile Foundation documents emphasize that even in Agile environments, clear closure and acceptance are essential to good governance and benefit realization.
Option A, controlling the link between the project manager and the delivery team, relates to the managing product delivery process, not closing a project. Option B, ensuring the project is viable, is the purpose of the continued business justification principle and is reviewed throughout the project lifecycle, not just at closure. Option D, ensuring focus remains on delivering the stage's products, aligns with the controlling a stage process, which operates while work is still ongoing.
Agile Foundation materials highlight that closing a project is more than an administrative step. It also includes confirming that benefits management responsibilities are handed over, lessons learned are captured, and stakeholders agree that the project objectives have been met. In Agile and PRINCE2 Agile contexts, this formal closure provides confidence to senior management that investment has delivered its intended outcomes.
By formally accepting the project product, the closing a project process ensures clarity, accountability, and a clean transition from project delivery to operational use, reinforcing disciplined governance while remaining compatible with Agile delivery approaches.
NEW QUESTION # 141
What is the purpose of the 'progress' practice?
Answer: A
Explanation:
The Progress practice in PRINCE2 Agile is focused on providing a forecast of the project's viability by monitoring actual progress against plans and predicting future performance. It ensures that decisions can be made based on current status and trends, enabling timely interventions if necessary.
This practice involves collecting progress data, reviewing milestones, updating forecasts, and communicating status to stakeholders. Forecasting viability includes assessing whether the project remains aligned with business justification and expected benefits.
While opportunities and threats are part of risk management (B), user needs belong to requirements management (C), and accountability is a broader governance concern (D), progress specifically deals with tracking and forecasting delivery status.
The practice combines traditional PRINCE2 stage controls with agile iterative reviews, providing an integrated view of progress.
Reference: PRINCE2 Agile Foundation Version 2, Section 7.1 "Progress Practice," and PRINCE2 Agile Study Guide, Chapter 7.
NEW QUESTION # 142
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