prince2 agile foundation workbook

PRINCE2 Agile®Foundation

WorkBook © The Knowledge Academy 2021

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© The Knowledge Academy 2021

Contents

Introduction to Project Management and PRINCE2. .............................................................. 3

A Project or Business as Usual? ............................................................................................ 3

Introduction to Agile. ............................................................................................................... 5

Definition of Agile proposes ................................................................................................. 5

The Basics of Blending AGILE and PRINCE2 .......................................................................... 5

Multiple Choice Questions 1: .................................................................................................. 6

What to fix and what to flex? ................................................................................................... 8

The PRINCE2 Principles .......................................................................................................... 10

PRINCE2 Agile Behaviours ...................................................................................................... 10

Transparency ...................................................................................................................... 11

Collaboration ...................................................................................................................... 11

Rich communication ........................................................................................................... 11

Self-organisation ................................................................................................................. 12

Exploration .......................................................................................................................... 12

PRINCE2 Themes. ................................................................................................................... 12

The PRINCE2 Processes .......................................................................................................... 14

Multiple Choice Questions 2: ................................................................................................. 20

Sample Exam .......................................................................................................................... 22

© The Knowledge Academy 2021

© The Knowledge Academy 2021 1

Introduction to Project Management and PRINCE2

Project management is a process that discovers and applies the best method to manage and control work through each stage.

PRINCE2 is an acronym for Projects IN Controlled Environments. It is a process-based method for managing a project. The key features of PRINCE2 emphasis on business justification, describing the structure of an organisation for the project management team and using a product-based approach. There is focus on dividing the project into manageable and controllable stages, with flexibility. PRINCE2 offers great control over project resources and excels at managing business and project risk more efficiently.

A Project or Business as Usual?

PRINCE2 is only appropriate for use on projects, but how do we know if we have a project or if we have “business as usual” (BAU)?

“A project is a temporary organisation that is created for the purpose of delivering one or more business products in accordance to an agreed Business Case”. This is the PRINCE2 definition of a project. It is helpful, but the definition is not always adequate to help you judge if you have a project or a collection of tasks.

PRINCE2 Agile explains that a project is a temporary situation, where a team is gathered to address a definite problem, opportunity or changes that is adequately difficult that it cannot be handled as “business as usual” (BAU).

PRINCE2 Agile lists four characteristics of a project that differentiates it from BAU:

i. A project is temporary

ii. A team is created

iii. It is difficult

iv. There is a degree of uncertainty.


Below is a table of the characteristics and a few indicators to help judge if the task at hand should be organised as a project or “business as usual”:

Characteristic Project indicator BAU indicator

Temporary

Commitment on duedate Strong Weak

Time span Long Short

Team is created

Team is permanent No Yes

Team size Large Small

Team spread across many organisational units

Yes No

Team is spread across multiple sites

Yes No

Difficult

Many stakholders Yes No

Many receivers or users of the deliverable

Yes No

The organisation has done this many times before

No Yes

The organisation’s competency is a good match for the scope

No Yes

Interfaces to other activities or systems

High Low

Uncertainty Scope is well understood and defined

No Yes

Stakeholder’s risk appetite

Low High

Commitment to deliver predefined scope and quality

High Low

Technology is well understood and defined

No Yes


Introduction to Agile

Agile is about cooperating to deliver the highest value product increment, with high quality, as rapidly and as frequently as possible, and continuously improving the delivery process.

Definition of Agile proposes

• The value of product increments being delivered is estimable, and once assessed(whether as ROI, cost of delay, or some other measure), its value can be prioritised.In Scrum, this is referred to as working from a prioritised product backlog.

• Agile can be utilised to create high-quality products. Agile does this by creatingproducts in small increments, with every distinct increment tested before it isconsidered done. This process builds quality into the product versus examiningquality in future.

• Agile can help teams work efficiently and quickly through short, time-boxediterations for creating product increments. Iterations are usually 1-4 weeks in length.

• Teams should reflect on their process and results regularly to adapt and improve.

The Basics of Blending AGILE and PRINCE2

While linking PRINCE2 with agile, it is significant to know what agile is to avoid an inconsistent view and make combining the two difficult. A basic view of agile could usually be seen as one or more of the following:

• Using a time-boxed and iterative approach to delivering software.

• Using a collection of techniques like daily stand-up meetings, sprints and user stories.

• Using the Scrum framework.


Multiple Choice Questions 1:

1. As per PRINCE2 Agile, which of the following is NOT among the characteristics of aproject that differentiates it from BAU?

a. A project is temporary

b. It is difficult

c. There is no need to create a team

d. There is a degree of uncertainty

2. PRINCE2 is an acronym for

e. Programme IN Controlled Environments

f. Programme IN Computed Environments

g. Projects IN Computation Environment

h. Projects IN Controlled Environments

3. Agile can help teams work efficiently and quickly through short, time-boxed iterationsfor creating product increments. Iterations are generally in length.

i. 1-4 days

j. 1-4 weeks

k. 5-10 days

l. 5-10 weeks

4. Which of the following statement about PRINCE2 is correct?

m. The key features of PRINCE2 focus on business justification, defining thestructure of an organisation for the project management team and using aproduct-based approach.

n. There is an emphasis on dividing the project into manageable and controllablestages, with flexibility.

o. It provides great control over project resources and excels at managingbusiness and project risk more effectively.

p. All of these


5. Project management is a process that finds and applies the best method to manageand control work through which of the following?

q. The Initial stage

r. The last stage

s. The early stages

t. Every stage

Answers: 1C, 2D, 3B, 4D, 5D.


What to fix and what to flex?

Of the several ideas, concepts and techniques that exist within PRINCE2 Agile, one of the most significant is that it emphases on flexing what is being delivered, as opposed to focusing on flexing time and cost or flexing time and resources.

However, it is not sufficient just to understand how to flex what is delivered; it is essential to understand why.

Traditionally, the competing constraints on a project have often been revealed graphically as a shape like a triangle with constraints of time, cost, quality, etc. pulling against each other. PRINCE2 does not have such a limited view of the variables on a project, as it recognises six ‘aspects’ that need to be controlled and managed: time, cost, quality, scope, risk and benefit.

PRINCE2 does not place importance on any of these aspects over and above the others. It understands them as equally important and to be managed as per the needs of a specific project.

However, PRINCE2 Agile does define what to emphasise by giving direction on the use of tolerance levels (i.e. permissible deviations from what is planned) for the six aspects in terms of which should be fixed and which ones should vary (or flex).

Applying tolerances to the six aspects of a project


In PRINCE2, tolerance is the allowable deviation above and below what has been planned, with respect to the six aspects of a project (i.e. time, cost, quality, scope, risk and benefit). Whenever any of these tolerances are forecast to be surpassed, an exception will occur. It is not that fixed aspects can never flex, but they have tolerances set to zero and would be subject to management by exception if these were expected to be exceeded.

Aspect Tolerance guide Summary

Time Zero tolerance for extra time on all levels of plan.

Fix

Cost Zero tolerance for extra cost on all levels of plan.

Fix

Quality Not all acceptance criteria and quality criteria are of equal importance, so they can be prioritised.

Fix and flex

Scope Not everything the project aims to create is of equal importance, so they can be prioritised.

Zero tolerance for products that are essential.

Tolerance may be used for products that are desirable but not essential.

Fix and flex

Risk Tolerance to be defined according to the needs of the project board and project manager as this depends on the specific situation.

Fix or flex

Benefit Zero tolerance for the level that is defined as ‘minimum viability’ in the business case.

Tolerance may be used above the level that is defined as ‘minimum viability’ in the business case.

Fix or flex


The PRINCE2 Principles

There are seven PRINCE2 principles that are the guiding obligations for good practice that a project should follow if it is using PRINCE2. They are:

i. Continued Business Justification - A PRINCE2 project has a continual businessjustification.

ii. Learn from Experience - PRINCE2 project teams learn from earlier experience(lessons are sought, recorded and acted upon all through the life of the project).

iii. Defined Roles and Responsibilities - A PRINCE2 project has defined and agreedroles and responsibilities within an organisation structure that engages thebusiness, user and supplier stakeholder interests.

iv. Manage by Stages - A PRINCE2 project is planned, monitored and controlled on astage-by-stage basis.

v. Manage by Exception - A PRINCE2 project has defined tolerances for eachproject objective to establish limits of delegated authority (management byexception).

vi. Focus on Products - A PRINCE2 project focuses on the definition and delivery ofproducts, in particular their scope and quality requirements.

vii. Tailor to Suit the Project - PRINCE2 is tailored to suit the project’s environment,size, complexity, importance, capability and risk.

PRINCE2 Agile Behaviours

While tailoring PRINCE2 to work in an agile context, a PRINCE2 project manager and the project board will need to monitor definite behaviours from the project management team and the delivery teams. These behaviours are required to function effortlessly for agile to operate in the most operative way. They are:

• Transparency

• Collaboration

• Rich communication

• Self-organisation

• Exploration


Transparency

The more information which is out in the open, the better this is for working in an agile way. It aids speed, clarity and engagement, even if the news is not so good.

Vital to understanding this behaviour is to realise that there is more to transparency than just visibility. The most significant elements of this principle come in the form of the collective agile values of honesty, trust, integrity and respect. This openness is a vital ingredient for an agile way of working.

Collaboration

A motivated and respectful team is better than the sum of its parts if people work together and provide cover for one another. More can be attained this way than working in silos. Collaboration is not just internal to the team: it involves external collaboration with all stakeholders, especially the customer. Completely engaging with customers and working with them instead of working for them, will create shared understanding and possession of goals and outputs.

An instance of collaboration could be where a team is falling behind with work because of one person having difficulties with a technical problem. One person on the team is ahead of schedule on their own work, so they stop to help the colleague. The same thing occurred in the preceding sprint, though the roles on that occasion were reversed.

Rich communication

People should make use of the most effective channel to communicate always. Using face-to-face and/or visualisation are numerous times faster and more effective than words on their own. A rich communication environment should be created, permitting information to pass freely in a culture of commitment and trust. There is still a necessity for documentation, but by using other more effective channels, it can be replaced or complemented and greatly reduced.

Self‐organisation

The people closest to work will generally know best how to get the job done. Hence people should be trusted to do it. If they create a plan, at that time, they own it and buy into it; it is far more probable to happen if they do. Self-organising creates mutual respect. A project manager can leave a team manager to focus on product delivery, thereby making the team manager feel trusted. This principle extends far beyond the work. It includes the way the team works and the way team members behave towards one another.

Although the project board is ultimately accountable for the direction of the project as a whole, the more a team is empowered at the delivery level, the more likely it is to perform well when working in an agile context and achieve the outcomes and goals of that direction.


Exploration Projects are challenging, and in order to create ‘the right thing, you should be able to work out what ‘the right thing’ is! Frequent iteration and quick feedback loops in any form provide an opportunity to learn. Learning helps to improve products. Though, feedback will not just happen; it should be sought out collaboratively – perhaps via experiments and spikes, with people such as the customer, customer representatives, other team members or stakeholders.

PRINCE2 Themes

The PRINCE2 themes define aspects of project management that must be addressed repeatedly.

The set of PRINCE2 themes describe the following:

How baselines are established (in the Business Case and Plans themes). The baselines cover all six project performance targets – benefits, risks, scope, quality, cost and time – and act as key reference points for following monitoring and control. How the project management team monitors and controls the work as the project progresses (in the Progress, Quality, Change and Risk themes).

The Organisation theme reinforces the other themes with a secure structure of roles, clarifying accountability and offering clear paths for delegation and escalation.

Theme Purpose and Description Answers

Business case The purpose of the Business Case theme is to establish mechanisms to judge if the project is (and remains) desirable, viable and achievable as a means to support decision-making in its (continued) investment.

The project begins with an idea which is considered to have potential value for the organisation concerned. This theme addresses how the idea is developed into a viable investment proposition for the organisation and how project management maintains the attention on the organisation’s objectives all through the project.

Why?


Organisation The purpose of the Organisation theme is to define and establish the project’s structure of accountability and responsibilities.

The organisation sponsoring the project should allocate the work to managers who will be responsible for it and steer it through to completion. Projects are cross- functional so the normal line function structures are not appropriate. This theme describes the roles and responsibilities in the temporary PRINCE2 project management team required to manage the project effectively.

Who?

Quality The purpose of the Quality theme is to define and implement the means by which the project will verify products that are fit for purpose.

The initial idea will only be understood as a broad outline. This theme explains how the outline is developed so that all participants understand the quality attributes of the products to be delivered – and then how project management will ensure that these requirements are subsequently delivered.

What?

Plans The purpose of the Plans theme is to facilitate communication and control by defining the means of delivering the products.

How? How much? When?

PRINCE2 projects proceed on the basis of a series of approved plans. This theme complements the Quality theme by describing the steps required to develop plans and the PRINCE2 techniques that should be applied. In PRINCE2 the plans are matched to the needs of the personnel at various levels of the organisation. They are the focus for communication and control throughout the

project.


Risk The purpose of the Risk theme is to identify, assess and control uncertainty and as a result, improve the ability of the project to succeed.

Projects typically entail more risk than stable operational activity. This theme addresses how project management manages the uncertainties in plans and in the wider project environment.

What if?

Change The purpose of the Change theme is to identify, assess and control any potential and approved changes to the baseline.

This theme describes how project management assesses and acts upon issues which have a potential impact on any of the baseline aspects of the project (its plans and completed products). Issues may be unanticipated general problems, requests for change or instances of quality failure.

What’s the impact?

Progress The purpose of the Progress theme is to establish mechanisms to monitor and compare actual achievements against those planned; provide a forecast for the project objectives and the project’s continual viability; and control any unacceptable deviations.

This theme addresses the ongoing viability of the plans. The theme explains the decision-making process for approving plans, the monitoring of actual performance and the escalation process if events do not go according to plan. Ultimately, the Progress theme determines whether and how the project should proceed.

Where are we now?

Where are we going?

Should we carry on?


The PRINCE2 Processes

PRINCE2 is basically a process-based approach for project management. A process is an organised set of activities designed to achieve a specific objective. It takes one or more defined inputs and turns them into defined outputs.

PRINCE2 can be used on projects regardless of project scale, complexity, geography, culture, etc. PRINCE2 can also be used if the project is part of a programme or is being managed as a stand-alone initiative. This reflects the principle that PRINCE2 must be tailored to suit the particular project context; PRINCE2 Agile is an example of such tailoring to suit an agile context.

A mature agile environment may have several processes in existence that address the areas of project direction and stages (or an equivalent concept to stages), as well as processes to ensure that a project is started and ended in a controlled way.

There are seven processes in PRINCE2, which provide the set of activities required to direct, manage and deliver a project successfully.

1. Starting up a Project

2. Initiating a Project

3. Controlling a Stage

4. Directing a project

5. Managing Product Delivery

6. Managing a Stage Boundary

7. Closing a Project

1. Starting up a Project

The purpose of the Starting up a Project process is to ensure that the fundamentals for Initiating a Project are in place by answering the question ‘Do we have a feasible and worthwhile project?’

It is as much about preventing poorly conceived projects from being initiated as it is about approving the initiation of viable projects. As such, the Starting up a Project process is a lighter task compared to the more detailed and thorough initiating a Project process. The aim is to do the minimum necessary in order to decide whether it is worthwhile to even initiate the project.


2. Initiating a Project

The purpose of the Initiating a Project process is to establish solid foundations for the project, enabling the organisation to understand the work that needs to be done to deliver the project’s products before committing to a significant spend.

Initiating a Project is aimed at placing down the foundations in order to achieve a successful project. Specifically, all parties must be clear on what the project is intended to achieve, why it is needed, how the outcome is to be achieved and what their responsibilities are so that there can be a genuine commitment to it.

3. Directing a project

The purpose of the Directing a Project process is to enable the project board to be accountable for the project’s success by making key decisions and exercising overall control while delegating day-to-day management of the project to the project manager.

The objective of the Directing a Project process is to ensure that:

i. There is authority to initiate the project

ii. There is authority to deliver the project’s products

iii. Management direction and control are provided throughout the project’s life, and thatthe project remains viable

iv. Corporate or programme management has an interface to the project

v. There is authority to close the project

vi. Plans for realising the post-project benefits are managed and reviewed.

4. Controlling a stage

The purpose of the Controlling a Stage process is to assign work to be done, monitor such work, deal with issues, report progress to the project board, and take corrective actions to ensure that the stage remains within tolerance.

The objective of the Controlling a Stage process is to ensure that:

i. Attention is focused on the delivery of the stage’s products. Any movement away fromthe direction and products agreed at the start of the stage is monitored to avoiduncontrolled change (‘scope creep’) and loss of focus.

ii. Risks and issues are kept under control.

iii. The business case is kept under review.

iv. The agreed products for the stage are delivered to stated quality standards, within thecost, effort and time agreed, and ultimately in support of the achievement of thedefined benefits.


v. The project management team is focused on delivery within the tolerances laid down.

5. Managing Product Delivery

The purpose of the Managing Product Delivery process is to control the link between the project manager and the team manager(s), by placing requirements on accepting, executing and delivering project work.

The role of the team manager(s) is to coordinate an area of work that will deliver one or more of the project’s products. They can be internal or external to the customer’s organisation.

Managing Product Delivery views the project from the team manager’s perspective, while the Controlling a Stage process views it from the project manager’s perspective.

The team manager ensures that products are created and delivered by the team to the project by:

• Accepting and checking authorised work packages from the project manager.

• Ensuring that interfaces identified in the work package are maintained.

• Ensuring that a team plan is created for the work packages being assigned (this maybe done in parallel with the project manager creating the stage plan for themanagement stage).

• Ensuring that the products are developed in accordance with any developmentmethod(s) specified in the work package.

• Demonstrating that each product meets its quality criteria through the qualitymethod(s) specified in the product description – this may include using the PRINCE2quality review technique.

• Obtaining approval for completed products from the authorities identified in theproduct description.

• Delivering the products to the project manager in accordance with any proceduresspecified in the work package.

6. Managing a stage boundary

The purpose of the Managing, a Stage Boundary process, is to enable the project board to be provided with sufficient information by the project manager so that it can review the success of the current stage, approve the next stage plan, review the updated project plan, and confirm continued business justification and acceptability of the risks. Therefore, the process should be executed at, or close to the end of, each management stage. Projects do not always go to plan and in response to an exception report (if the stage or project is forecast to exceed its tolerances) the project board may request that the


current stage (and possibly the project) is replanned. The output from replanning is an exception plan which is submitted for project board approval in the same way that a stage plan is submitted for approval.

7. Closing a ProjectThe purpose of the Closing a Project process is to provide a fixed point at whichacceptance for the project product is confirmed and to recognise that objectives setout in the original project initiation documentation have been achieved (or approvedchanges to the objectives have been achieved), or that the project has nothing moreto contribute.One of the defining features of a PRINCE2 project is that it is finite – it has a start andan end. If the project loses this distinctiveness, it loses some of its advantages overpurely operational management approaches.

A clear end to a project:

• Is always more successful than a slow drift into use as it is a recognition by allconcerned that:

• The original objectives have been met (subject to any approved changes)

• The current project has run its course

• Either the operational regime must now take over the products from this project, orthe products become inputs into some subsequent project or into some largerprogramme

• The project management team can be disbanded

• Project costs should no longer be incurred

• Provides an opportunity to ensure that all unachieved goals and objectives areidentified so that they can be addressed in the future

• Transfers ownership of the products to the customer and terminates theresponsibility of the project management team


Multiple Choice Questions 2:

1. The purpose of the theme is to define and establish the project’s structure ofaccountability and responsibilities.

u. Quality

v. Risk

w. Organisation

x. Plan

2. Which of the following processes is aimed at laying down the foundations in order toachieve a successful project?

a. Managing product delivery

b. Initiating a project

c. Directing a project

d. Closing a project

3. PRINCE2 is a ________approach for project management.

e. Product-based

f. Process-based

g. Service based

h. Programme based

4. What is the purpose of the Plans theme?

i. To facilitate communication and control by defining the means of delivering theproducts.

j. To control the link between the project manager and the team manager(s), byplacing requirements on accepting, executing and delivering project work

k. To identify, assess and control uncertainty and as a result, improve the ability ofthe project to succeed.

l. To identify, assess, and control any potential and approved changes to thebaseline.


5. Which of the following is a defining feature of a PRINCE2 project?

m. It is infinite – it has a start but not a definite end

n. It is finite – it has a start and an end

o. Start and end both are not defined

p. None of these

Answers: 1C, 2B, 3B, 4A, 5B.


Sample Exam

1. Which is a definition of a PRINCE2 Principle regarding a project?

q. It should be tailored to suit the project’s size, capability and risk

r. It should value responding to change more than following a plan

s. It should implement iterative feedback loops

t. It should apply the concept of build-measure-learn

2. Which is a purpose of the change theme?

u. To assess how possible changes will impact the baselined aspects of the project.

v. To ensure that the project delivers to the baseline specified during projectinitiation.

w. To assess and control the uncertainty surrounding the baselined products.

x. To establish mechanisms to prevent changes to the baselined aspects of theproject.

3. Which is a purpose of the ‘closing a project’ process?

a. To produce the stage plan for the activities in the final stage

b. To confirm that all the project benefits have been achieved

c. To establish that nothing further is required from the project

d. To agree what is required for accepting and executing project work


4. Which roles use the work package to take responsibility for delivery?

i. Team member

ii. Project manager

iii. Senior supplier

iv. Team manager

e. i and ii

f. ii and iii

g. iii and iv

h. i and iv

5. Which context BEST suits the use of PRINCE2 Agile?

i. A few small routine improvements are required

j. The work scope is complex and difficult to deliver

k. The work will be carried out by an operational team

l. There is a degree of certainty to the work required

6. When tailoring PRINCE2, what does PRINCE2 Agile guidance cover?

m. How to choose which agile behaviours to incorporate

n. How to decide if the PRINCE2 method is appropriate for a specific project

o. How to map the common agile roles to the PRINCE2 project management teamstructure

p. How to select the most appropriate agile framework to use

7. Which describes PRINCE2 Agile, according to the eight guidance points?

q. It assumes that the outputs will relate to IT systems

r. It requires that the project is relatively small and simple

s. It requires that the project has high levels of uncertainty

t. It is suitable for use on any project, if appropriately tailored


8. How is the ‘focus on products’ principle applied in an agile context?

u. By flexing what is delivered to make it easier to stay in control

v. By using the Agilometer to assess the risks associated with delivery

w. By using shorter stages to produce the product in an innovative way

x. By using the inspect and adapt technique to continually receive feedback

9. Which statement explains how the ‘manage by exception’ principle is applied in anagile context?

a. It supports the ‘inspect and adapt’ technique

b. It empowers people to self-organise and stay in control

c. It supports many short stages in situations of high uncertainty

d. It prioritises quality criteria at product level

10. Which statement explains the PRINCE2 Agile behaviour of ‘self-organisation’?

e. It enables information to pass freely in a culture of commitment

f. It seeks out feedback from stakeholders collaboratively

g. It helps to create mutual respect throughout the project

h. It allows everyone to know the situation and there are no surprises

11. Statement explains the PRINCE2 Agile behaviour of ‘exploration’?

i. It uses the people closest to the work as they know best how to get the workdone

j. It promotes the use of learning to improve the products produced by theproject

k. It encourages people to use the most effective channel to communicate

l. It displays progress information so everyone knows the situation


12. In an agile context, who is accountable for managing risks at the delivery level?

m. The project manager

n. The delivery team

o. The project board

p. The project team

13. What are the concepts of refactoring and technical debt usually associated with?

q. Software

r. Manufacturing

s. Economics

t. Mathematics

14. Which statement about the PRINCE2 Agile business case is CORRECT, whendescribing best-case and worst-case scenarios?

u. It is likely that detailed requirements can be mapped directly to the businesscase

v. It is unlikely that detailed requirements can be mapped directly to the businesscase

w. It is unlikely that high-level requirements can be mapped directly to thebusiness case

x. It is unlikely that intermediate-level requirements can be mapped directly tothe business case

15. Which term does PRINCE2 Agile use when reducing uncertainty by planning for twoweeks rather than twelve months?

a. Empiricism

b. Planning horizon

c. Rationalism

d. Planning poker


16. Which BEST describes how both PRINCE2 and agile see change?

e. Unwelcome

f. Avoidable

g. Inevitable

h. Desirable

17. Where there is only one delivery team involved, which statement BEST describes thesynchronisation of PRINCE2 and agile roles?

i. The alignment of common agile roles is less obvious

j. The alignment of common agile roles should be easy

k. The alignment of common agile roles should be avoided

l. The alignment of common agile roles is impossible

18. When can a product be used as a primary source of information with respect toprogress?

m. It has been planned into a sprint

n. It has been delivered to budget

o. It has met the acceptance criteria

p. It has used the right number of resources

19. In which process should the project manager FIRST assess the suitability of usingagile?

q. Controlling a stage

r. Starting up a project

s. Initiating a project

t. Managing a stage boundary


20. Process provides the vital link between agile and PRINCE2?

u. Starting up a project

v. Managing a stage boundary

w. Managing product delivery

x. Initiating a project

21. In the ‘managing a stage boundary’ process, what is the main focus?

a. To review the cost incurred

b. To review the amount delivered

c. To review the time spent

d. To review the risks closed

22. Which process informs programme management of the value that agile brings todelivering products?

e. Starting up a project

f. Initiating a project

g. Closing a project

h. Directing a project

23. Which statements about the typical tailoring of a work package in an agileenvironment are CORRECT?

i. It should be used to record risks identified as part of the Agilometer assessment.

ii. It should be negotiated collaboratively with the team manager and delivery team.

iii. It should be defined to give the delivery team enough space to self-organise.

iv. It should be replaced by a daily stand-up attended by the project manager.

i. i and ii

j. ii and iii

k. iii and iv

l. i and iv


24. Statement BEST explains the target’ embrace change’ for flexible delivery?

m. It delivers an early realisation of benefits

n. It checks that the customer needs everything they have asked for

o. It allows for a more accurate final product

p. It leads to a lower cost of ownership throughout the life of the product

25. Which statement summarises the setting of the time tolerance for a project in anagile context?

q. Time tolerance is flexed

r. Time tolerance can be fixed or flexed

s. Time tolerance can be fixed and flexed

t. Time tolerance is fixed

26. Which statement BEST explains the ‘be on time and hit deadlines’ target for flexibledelivery?

u. It allows the project to deliver early realisation of benefits

v. It supports the trading of requirements with others of a similar size

w. It avoids the use of extra people to improve progress within a sprint

x. It maintains the activities that ensure the level of quality

27. Which statement about the ‘keep teams stable’ target is CORRECT?

a. It allows for a more accurate final product

b. It is achieved by ensuring that support teams have appropriate training

c. It allows team members to change according to the needs of the project

d. It encourages the customer to raise new ideas


28. Which statement about the ‘accept that the customer doesn’t need everything’target is CORRECT?

e. It is achieved by swapping features for others of a similar size

f. It is achieved by setting the project baseline at the correct level

g. It encourages the customer to raise new ideas

h. It prioritises the features that the customer really wants

29. Which statement explains the target ‘protect the level of quality’ for flexibledelivery?

i. It leads to a lower cost throughout the life of a product

j. It helps with planning dependencies between projects

k. It accepts that not everything that is defined must be delivered

l. It improves your reputation with your customer

30. What is spiking?

m. Using evidence to make decisions about a given situation

n. Improving processes by maximising the value

o. Using a piece of work to understand more about a given situation

p. Escalating variances from a plan

31. What is the primary purpose of a stand-up meeting?

q. To plan the next timebox

r. To assess progress

s. To announce team changes

t. To summarise a sprint


32. Which statement about value is CORRECT?

u. It is a measurable decline resulting from an outcome

v. It is an objective measure used by different people to assess it

w. It represents the benefits delivered proportional to the resources used

x. It does not need to be measured or tracked as it is subjective

33. Which term is used to describe “the rate of progress a team is making”?

a. Velocity

b. Work-in-progress (WIP)

c. User stories

d. Spiking

34. What is the definition of a Waterfall methodology?

e. An iterative and incremental development approach

f. A lightweight and flexible project approach

g. A prototyping and visualisation approach

h. A linear and sequential development approach

35. Which is NOT one of the preparation steps needed for a successful workshop?

i. Planning the logistics including room layout and equipment

j. Identifying any required pre-reading to be issued

k. Understanding what the workshop is looking to achieve

l. Using brainstorming to generate ideas using sticky notes

36. Which Scrum role is responsible for prioritising items on the product backlog?

m. Product owner

n. Team manager

o. Project manager

p. Development team


37. What has two lines, one increasing to show the amount of work completed, and theother showing the total amount of work to be done?

q. A Kanban board

r. A project product description

s. A burn-down chart

t. A burn-up chart

38. Which describes a minimum viable product?

u. It is the project product resulting from the project delivering the must Havesand nothing more

v. It is a tool that assesses the level of risk associated with using agile combinedwith PRINCE2

w. It may take the form of a simple experiment or prototype in order to promotelearning

x. It should go into operational use in order to deliver benefits to the customer

39. Which is NOT recommended to use as part of agile estimation?

a. The Fibonacci sequence

b. T-shirt sizing

c. Points per user story

d. Rationalism for estimates

40. Which is NOT one of the five preparation steps to run a successful retrospective?

e. Setting the objective

f. Identifying the attendees

g. Planning the sprint

h. Adjusting the agenda


41. Which is NOT a typical characteristic of team working agreements?

i. They are built by carefully building consensus and involving all delivery teammembers

j. They are proposed by the pastor of fun to bring out the human side of everyonein the team

k. They are designed to improve the effectiveness of the self-organising team byagreeing on values

l. They are typically displayed on the team information radiator, to enable themto evolve over time

42. What is NOT typically included in a user story?

m. The fully defined solution to deliver the requirement

n. The role that will benefit from the requirement

o. The effort that is required to deliver the requirement

p. The business value expected from the requirement

43. How requirements are typically documented during the initiation stage of theproject?

q. As several hundred detailed user stories relating to product descriptions

r. Within the range of ten to a hundred product descriptions or epics

s. In a maximum of ten outline bullet points in the project product description

t. As ten very detailed user stories relating to project vision objectives

44. When is it MOST suitable to run a workshop without a facilitator?

u. When the participants have established working norms

v. When there is a large number of participants involved

w. When there are many strong personalities attending

x. When the workshop needs to use a variety of techniques


45. Which details about releases are recommended to be included in a project levelplan?

a. Information about the requirements that could be traded

b. Dates and features are intended for delivery

c. General acceptance criteria for user stories

d. Product owner and project sponsor responsibilities

46. Which BEST describes the purpose of the Agilometer focus area?

e. To tailor agile so that it can be used with PRINCE2

f. To help tailor PRINCE2 according to the agility of the environment

g. To assess how well a project is using the agile techniques

h. To assess which agile techniques are suitable for a project

47. What should the project board do during release planning?

i. Conduct tests to check that the release will be executed smoothly

j. Identify whether a sprint retrospective is necessary

k. Provide information to ensure that benefits are realised in the best order

l. Synchronise the releases from the delivery teams

48. What is the preferred leadership style in PRINCE2 Agile?

m. Servant Leadership

n. Top down leadership

o. Autocratic Leadership

p. Democratic leadership

49. Which of the following is NOT a suitability slider on the Agilometer?

q. Level of collaboration

r. Ability to delegate control

s. Acceptance of agile

t. Advantageous environmental conditions


50. What is a purpose of a Kanban board?

u. To prioritise the work

v. To determine who should do what tasks

w. Define responsibilities for development roles

x. To limit the work in progress

Answers: 1A, 2A, 3C, 4D, 5B, 6C, 7D, 8A, 9B, 10C, 11B, 12B, 13A, 14B, 15B, 16C, 17B, 18C, 19B, 20C, 21B, 22D, 23B, 24C, 25D, 26A, 27A, 28D, 29A, 30C, 31B, 32C, 33A, 34D, 35D, 36A, 37D, 38C, 39D, 40C, 41B, 42A, 43C, 44A, 45B, 46B, 47C, 48A, 49B, 50D.

prince2 agile foundation workbook

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