PRINCE2 Agile® Foundation

Learner
Workbook

Official Training Materials

 Unlocking your
potential to
achieve more Contents
About this material 8

Modules
Welcome to the Learner The Official Training Materials for our
1. Introduction 18
Workbook for the PRINCE2 Agile® courses enhance the learning experience
for both trainers and learners, enabling 2. PRINCE2 summary 20
Foundation Official Training
Materials. high quality and effective delivery of 3. Blending PRINCE2 and Agile 40
training. PeopleCert products combine
PeopleCert develops global best practice 4. Combining PRINCE2 and Agile 50
the knowledge and experience of
frameworks and certifications, manages 5. PRINCE2 Agile themes 68
experts from around the world.
exams, and delivers certifications.
Its product portfolio of more than Our courses use that knowledge to 6. PRINCE2 Agile processes 84

700 certifications in IT & Digital transform learners from beginner 7. Agile frameworks, concepts, and techniques 98
Transformation, Project Management, to practitioner, utilizing real-world
8. Agile focus areas 118
Business, and Languages includes ITIL® experience, product expertise, and years
and PRINCE2®, two of the most globally of training knowledge to bring the topic What’s Next 128
recognised IP-protected frameworks, alive.
developed and evolved by the UK Appendix – Resources 138
Consequently, learners will develop a
Government over a 30-year period. solid foundation on which to develop Candidate syllabus 140
their businesses and improve their
Sample papers with answers and rationales 150
careers.
Glossary 218

Index 228

Powering
Best
Practice

Copyright © 2023 PeopleCert International Ltd.

All rights reserved. No part of this publication may be reproduced or transmitted in any form and by any means (electronic, photocopying, recording or otherwise)
except as permitted in writing by PeopleCert International Ltd. Enquiries for permission to reproduce, transmit or use for any purpose this material should be directed
to the publisher.
Circumstances may dictate that your trainer decides to deliver the
modules or sub-topics in a different order. These modules relate to
Disclaimer
This publication is designed to provide helpful information to the reader. Although every care has been taken by PeopleCert International Ltd in the preparation of this
publication, no representation or warranty (express or implied) is given by PeopleCert International Ltd as publisher with respect as to the completeness, accuracy,
reliability, suitability or availability of the information contained within it and neither shall PeopleCert International Ltd be responsible or liable for any loss or damage
whatsoever (indicatively but not limited to, special, indirect, consequential) arising or resulting of virtue of information, instructions or advice contained within this
publication.
the PRINCE2 Agile syllabus and to the content of the PRINCE2 Agile,
6th edition Official Book. You should study this Official Book before,
2 PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd.
and during, the training course and before you sit the examination. 3
PRINCE2 Agile Foundation | Copyright PeopleCert International Ltd.
® ©
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About The Learner Workbook has been

designed to help you prepare for
the PRINCE2 Agile Foundation
examination. It provides guidance and

this material
an overview of the course’s examinable
content. This Learner Workbook
also includes questions/quizzes, and
sample papers with answers and
rationales. The Workbook is designed
to reinforce learning and add value to
your course experience. The Workbook
also includes valuable resources,
which will enhance your learning and
understanding of the material.
Do not forget to use the Official Book
during the course, as it provides
further information on the modules
explored in the Learner Workbook. The
Syllabus Index provided at the end of
the Workbook will help you identify the
sections of the Οfficial Βook referenced
throughout the material.
To help you identify what is core
content and what is extended content,
the module slide decks feature colour-
coded borders. The slides that feature
a teal border are core content and
those with a grey border are optional
extended content such as quizzes
that will allow you test your knowledge.
 This course is for anyone who is preparing to sit the
PRINCE2 Agile® Foundation Information icons
PRINCE2 Agile® Foundation certificate examination.
The goal is to provide you with a practical examination
understanding of the key concepts, common
language, principles, themes, and processes that The PRINCE2 Agile Foundation level introduces
enable successful and agile project management. the PRINCE2 Agile method. The Foundation Objectives
certification is also a prerequisite for the Practitioner
certification.
Aims of the course The examination is designed to assess whether you Timed activity
can demonstrate sufficient recall and understanding
The aim of this course is to enable you to gain
of the PRINCE2 Agile service management
a pass mark in the PRINCE2 Agile Foundation
framework, as described in the syllabus.
certification. In order to pass the exam, you will Discuss/reflect/activity
need to: Two sample Foundation papers are available for
you to practice during the course. These will help
• know and understand the PRINCE2 Agile method
you to become confident in your understanding of
well enough to be able to work effectively with, Think about/question and answer
PRINCE2 Agile, and familiarize you with the style and
or as a member of, a project management team
structure of the exams.
working within an environment supporting
PRINCE2 Agile Take advantage of the mock exams and set yourself
Key learning points
• recall the common language and key concepts of up for success! Mock exams are one of the best
PRINCE2 Agile ways to engage in practice and tackle exam anxiety.
• gain an overall understanding of how to manage You will sit a one-hour examination. All questions
are multiple-choice and there is only one correct Detailed PRINCE2 Agile practice
a PRINCE2 Agile project.
answer per question.
Remember, this is a closed book exam, so you must
not have any notes or resources available. Review multiple-choice question

You will need to answer 28 out of 50

questions correctly to pass.
You can always use the Take2 resit option, which is
The slides that feature a teal border are core content
available at a fraction of the original exam price, if
you require another attempt.

The slides that feature a grey border are optional extended

content

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Module 1
Introduction
Introduction

Introduction
Module 1

Module 1
Introduction PRINCE2 Agile Foundation

The contents of the Official Training Materials are listed on this slide. PRINCE2 Agile® is a widely used project management methodology that helps to improve
project and business processes. PRINCE2 Agile® training covers current Agile and
PRINCE2® methodologies to enhance professionals’ skills in improving productivity and
delivering value. This 2-day course provides learners an extensive introduction to the
core PRINCE2 Agile concepts.

The use of the PRINCE2 Agile Official Book is vital for both the learning and the examination
process, so please do not forget to reference it and read the respective sections for more
details on the subjects presented.

Notes Notes

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Introduction

Introduction
Module 1

Module 1
Overview of PRINCE2 Agile Foundation

This slide outlines the key syllabus topics that will be covered in this session. You will find The distinction between project work and BAU work is important because some of
similar slides throughout the course. the agile ways of working need to be applied differently in each situation. Therefore,
when carrying out a piece of work, it is important to understand the type of work being
undertaken, to ensure that it is addressed in the appropriate way and that agile is used
appropriately.

This slide outlines the key learning points that will be covered in this topic.

Notes Notes

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Introduction

Introduction
Module 1

Module 1
A project is a temporary situation where a team is assembled to address a specific The Agile Manifesto was written in February 2001 by seventeen independent-minded
problem, opportunity or change that is sufficiently difficult that it cannot be handled software practitioners.
as BAU. It may even be a collection of BAU items handled collectively. An example of The Agile Manifesto is not about choosing one activity or the other. It is about favouring
a project would be the creation of a new product or service; there may be a need to which activity is deemed more valuable towards realizing the end product than the other.
engage many stakeholders and a significant amount of uncertainty exists. The project For example, it is not the case that no documentation should ever be written. Rather, if
team may be based in different locations, the team personnel may change, the project you can choose, you should choose a working software over documentation. Additionally,
may last a long time and it may be part of a wider programme of work. Importantly, it you should respond to new facts as they are discovered, rather than rigorously following
needs to be managed by a project manager. a plan, which might have become invalid over the time.

A project has defined stages for upfront work before any delivery activity commences. One of the most popular frameworks to implement an Agile process is Scrum. It is a
It also has layers of project management and project direction to ensure the correct framework which defines a process that helps teams to work on complex and adaptive
output is ultimately reached. By the end of a project, at which point the project team problems, such as software development. In this framework, the Development teams work
disbands (or moves to other work), the product created will have gone into operational in short iterations to produce high-quality, value-driven results.
use.

From then on, it may be maintained and enhanced in a BAU environment. In a BAU
environment, the list of work is prioritized in some form and may be batched into
timeboxes.

As the work is completed the existing product evolves, continually, over time.
Although PRINCE2 Agile is only suitable for projects, it uses a wide range of agile behaviours,
concepts, frameworks and techniques that are also used in a BAU environment.

Notes Notes

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Introduction

Introduction
Module 1

Module 1
The table shown on this slide and the one below show the well-known Agile methods and The term ‘agile’ was created in 2001 (www.agilemanifesto.org) when a group of ‘independent
approaches followed in PRINCE2 Agile. thinkers around software development’ came together to talk about an alternative to the
heavyweight, document-driven processes that existed at the time. Known as the ‘waterfall
method’, these old-fashioned processes comprised a sequence of technical phases that
were slow and struggled to respond to changing requirements, particularly when they
were mired in too much detail from the start.

This slide outlines the key learning points that were covered in this topic.

Notes Notes

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Introduction

Introduction
Module 1

Module 1
Quiz

Questions: Answers:
1. Which context BEST suits the use of PRINCE2 Agile? 1. Which context BEST suits the use of PRINCE2 Agile?
A. A few small routine improvements are required A. A few small routine improvements are required
B. The work scope is complex and difficult to deliver B. The work scope is complex and difficult to deliver
C. The work will be carried out by an operational team C. The work will be carried out by an operational team
D. There is a degree of certainty to the work required D. There is a degree of certainty to the work required

Correct. PRINCE2 Agile is only suitable for use

2. Which agile framework is lightweight and helps teams generate value, using an iterative
on projects. A project addresses a specific
timeboxed approach? problem, opportunity or change that is
sufficiently difficult that it cannot be handled
A. Lean
as BAU. Ref 1.2, 1.2.2
B. Lean Startup
C. Kanban 2. Which agile framework is lightweight and helps teams generate value, using an iterative
timeboxed approach?
D. Scrum
A. Lean
B. Lean Startup Correct. Scrum is an iterative timeboxed
3. When tailoring PRINCE2, what does PRINCE2 Agile guidance cover?
approach to product delivery this is described
A. How to choose which agile behaviours to incorporate C. Kanban as ‘a lightweight framework that helps
people, teams and organizations generate
B. How to decide if the PRINCE2 method is appropriate for a specific project D. Scrum
value through adaptive solutions for complex
problems’. App H
C. How to map the common agile roles to the PRINCE2 project management team structure
D. How to select the most appropriate agile framework to use

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

A. How to choose which agile behaviours to incorporate
B. How to decide if the PRINCE2 method is appropriate for a specific project
C. How to map the common agile roles to the PRINCE2 project management team
structure
D. How to select the most appropriate agile framework to use

Correct. PRINCE2 Agile provides guidance

on tailoring PRINCE2 in an agile context and
covers ‘how to map the common agile roles
to the PRINCE2 project management team
structure.’ Ref 3.5

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Module 2
PRINCE2
Summary
 PRINCE2 Summary
PRINCE2 Summary

PRINCE2 Summary
Module 2

Module 2
This slide outlines the key syllabus topics that will be covered in this module. You will find PRINCE2 Agile provides guidance on tailoring PRINCE2 in an agile context and covers:
similar slides throughout the course. • how to apply the principles and tailor the themes and processes
• how to produce the PRINCE2 management products
• how to map the common agile roles to the PRINCE2 project management team
structure
• how to incorporate the fundamental agile behaviours, concepts and techniques into
PRINCE2
• what areas are of particular significance when using agile and need specific focus.

This slide outlines the key learning points that will be covered in this topic.

Notes Notes

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PRINCE2 Summary

PRINCE2 Summary
Module 2

Module 2
The planning, delegating, monitoring and control of all aspects of the project, and the The PRINCE2 method addresses project management with four integrated elements of
motivation of those involved, to achieve the project objectives within the expected principles, themes, processes and the project environment.
performance targets for time, cost, quality, scope, benefits and risk . • PRINCE2 principles The principles are the guiding obligations and good practices
which determine whether the project is genuinely being managed using PRINCE2.
There are seven principles and unless all of them are applied, it is not a PRINCE2
project. PRINCE2 is a flexible method and one of the principles is that it should be
tailored to suit the type and size of project.
• PRINCE2 themes The themes describe aspects of project management that must
be addressed continually and in parallel throughout the project. The seven themes
explain the specific treatment required by PRINCE2 for various project management
disciplines and why they are necessary.
• PRINCE2 processes The seven processes describe a progression from the pre-
project activity of getting started, through the stages of the project lifecycle, to the
final act of project closure. Each process has checklists of recommended activities,
products and related responsibilities.
• The project environment Organizations often want a consistent approach to
managing projects and tailor PRINCE2 to create their own project management
method. This method is then embedded into the organization’s way of working.

Notes Notes

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PRINCE2 Summary

PRINCE2 Summary
Module 2

Module 2
PRINCE2 is principle-based rather than prescriptive; the principles are: The PRINCE2 themes explain the aspects of project management that must be addressed
• universal in that they apply to every project continually. In order to manage the project professionally, the Project Manager should pay
• self-validating in that they have been proven in practice over many years attention to these themes. These themes should be made according to the scale, nature,
• empowering because they give practitioners of the method added confidence and complexity of the project.
and ability to influence and shape how the project will be managed. The PRINCE2 These seven themes are:
principles provide a framework of good practice for people involved in a project and • Business case The purpose of the business case theme is to establish mechanisms
were developed from lessons taken from both successful and failed projects. to judge whether the project is (and remains) desirable, viable and achievable as
a means to support decision-making in its (continued) investment. The project
starts with an idea which is considered to have potential value for the organization
concerned. This theme addresses how the idea is developed into a viable investment
proposition for the organization and how project management maintains the focus
on the organization’s objectives throughout the project.
• Organization The purpose of the organization theme is to define and establish
the project’s structure of accountability and responsibilities. The organization
commissioning the project needs to 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 suitable. This theme describes the roles
and responsibilities in the temporary PRINCE2 project management team required
to manage the project effectively.
• 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.
• Plans 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.

Notes Notes

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 • Risk 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.
• Change 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
PRINCE2 Summary

PRINCE2 Summary
so that all participants understand the quality attributes of the products to be
Module 2

Module 2
delivered and then how project management will ensure that these requirements
are subsequently delivered.
• Progress 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. The PRINCE2 journey
It covers a brief summary of how PRINCE2 would look when working in an Agile way. The
best way to tailor PRINCE2 depends on the project context. So the presented journey is
only an example that would be common in many situations. It illustrates a way and not
the way.
The corporate, or the customer, or in many cases a programme is always the trigger
for the start and funding of a project. At the end of the project, the project’s outputs
(products, services, and so on), should be handed over to the funders and should deliver
the outcomes and calculated benefits on which the funding’s were based.

Pre-project stage
Prior to investing lots of money in the initiation of a project, it is important to verify
whether the project idea coming from the sponsors is worthwhile and viable and
achievable. The pre-project stage is fully covered by the starting up a project process
in PRINCE2. The pre-project stage starts with a project mandate from the sponsors and
ends with handing over a plan for the initiation stage and a project brief to the project
board to take a decision on starting the project by funding the initiation stage plan based
on the content of the project brief.

Initiation stage
After the review and the decision to move ahead from the project board, the project
should be planned and all approaches should be put in place. At the end of this stage,
PID is created to enable the project board to authorize the project together with a plan
for the first delivery stage. The initiating a project process covers the initiation stage.
During this stage, a stage plan is also developed for the first delivery stage. The initiation
stage is fully covered by the initiating a project process. Development of a stage plan
is covered by the managing a stage boundary process. The initiation stage ends with
handing over a set of documents about executing, controlling, the high level products,
business justification of the project, and a more detailed plan for the coming period, the
first delivery stage plan, to the project board. The project board then decides together

Notes Notes

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 with corporate management to fund and continue the project and also approves the first approve the next stage, and confirm the continued business justification.
delivery stage plan to be delegated to the project manager for execution. • Closing a project The closing a project process provides a fixed point
that confirms the acceptance of the project’s products and evaluates the
Subsequent stage(s) project’s performance along with possible lessons learned from this project.
The project board delegates the day-to-day management of a delivery stage plan to the
project manager. The project manager assigns the work in the form of work packages to The three management layers of PRINCE2 are:
the team manager(s), who is responsible for the delivery of the products in the teams. • Directing This layer is directed by the project board.
The project manager’s activities are covered by the controlling a stage process and the • Managing This layer is managed by the project manager.
team manager’s activities by the managing product delivery process. At the end of a stage • Delivery This layer is managed by the team manager(s).
PRINCE2 Summary

PRINCE2 Summary
plan, a plan for the next delivery stage can also be the final stage should be prepared by
Module 2

Module 2
the project manager. The project board has to decide whether to go for this project or
not, and has to approve and delegate the next stage plan to the project manager. The
project manager reports on progress on a regularly basis (time driven) to the project
board. The progress information provided by the team managers in the form of progress
reports as per the work packages, is called a checkpoint report.

Final stage
The final stage covers a normal delivery stage and all the activities needed for closing the
project. The project manager evaluates the project’s performance, checks the delivery,
and hands over the products to the user organization and asks the project board to
decommission the project. In the final stage, the project manager also prepares a plan
for post project benefits review(s) called the benefits management approach. This stage
covers the processes of the delivery stages and the closing a project stage.

Post-project stage
The post project benefits review plan is followed up by corporate or programme
management. All possible lessons are recorded for future project initiatives.
The seven processes of PRINCE2 are:

• Starting up a project The starting up a project process ensures that the prerequisites
for the next process, that is initiating a project, are in place. This process helps you
answer the question, “do we have a viable and worthwhile project initiative”?
• Initiating a project The initiating a project process establishes a solid foundation
for the project, including a plan.
• Directing a project The directing a project process enables the project board to be
accountable for the project’s success by making key decisions and providing overall
control of the project to the project manager.
• Controlling a stage The controlling a stage process helps to assign and monitor
work, deal with issues such as change and risk, report progress to the project board,
and take corrective actions to ensure that the stage remains within tolerance limits.
• Managing product delivery The managing product delivery process controls the
link between the project manager and the team manager. This helps to coordinate
the delivery of one or more of the project’s products.
• Managing a stage boundary The managing a stage boundary process provides the
project board with sufficient information to review the success of the current stage,

Notes Notes

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 (next stage) are added and possible update of the approach is done if needed.
• In closing a project, the results of quality checks are taken into the lessons learned.
• In directing a project, the agreed quality expectations and criteria are baselined.

Plans
• The quality criteria in the product descriptions and approach are taken
into planning activities and estimates and approved by the project board.

Risk
PRINCE2 Summary

PRINCE2 Summary
• In starting up a project, possible risks (project and products) captured in the daily log.
Module 2

Module 2
• In initiating a project, the risk register is opened and risks are added and managed,
the risk management approach is created.
• In closing a project, new risks can be added and existing risks should be monitored
and handled if relevant, the risk register should be updated.
• In managing product delivery, all possible new risks can be communicated with the
project manager.
• In managing stage boundary, the risk register is used for lessons, updated, and made
This table shows the relationship between themes and processes. available to the project board.
• In closing a project, the risk register is closed.
Business case • In directing a project, the risk level is used by the project board for the decisions.
• In starting up a project, the outline business case is created based on the first version
of the project product description. Change
• In initating a project, the outline is updated to the initial business case and the first • In initiating a project, the issue and change register is opened and the change
version of the benefits management approach is created. management approach is created.
• In controlling a stage, a check should be made on the business case in case of any • In closing a project, new changes can be added and changes can be handled.
changes. • In managing product delivery, possible changes can be handled or communicated
• In managing stage boundary, business case and the benefits management approach with the project manager.
must be updated with actuals of the last stage and any changes in expected benefits. • In managing stage boundary, the relevant documents such as the business case and
• In closing a project, the benefits management approach must be updated and the project plan are updated with changes from the last stage.
handed over to the organization for future reviews on benefits. • In closing a project, the issue register is closed.
• In directing a project, the business case and benefits management approach are
checked and used for the decisions. Progress
• In starting up a project, the progress reporting on the initiation stage is discussed
Organization with the project board.
• In starting up a project, the project management team is designed and the members • In initiating a project, the controls are defined and the timings of the highlight reports
are appointed on the roles (as far as possible and relevant). are agreed and possible progress is reported.
• In initiating a project and managing stage boundary, the project management team • In controlling stage, the highlight reports are produced for the project board.
and the communication management approach is created. • In managing product delivery, the checkpoint reports are produced for the project
• In directing a project, the members will be discharged after closing the project. manager.
• In managing stage boundary, possible changes in the controls and approach can be
Quality made.
• In starting up a project, the customer quality expectations and the associated quality • In closing a project, the controls and progress are reviewed for lessons learned.
criteria on the end products in the project product description are defined. • In directing a project, the progress (may be by forwarding the highlight reports) is
• In initiating a project, the quality management approach is created along with communicated with all stakeholders.
updating the product project description if required.
• In managing product delivery, the desired quality is checked and results are
documented in the quality register.
• In managing stage boundary, the quality criteria for the new product descriptions

Notes Notes

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PRINCE2 Summary

PRINCE2 Summary
Module 2

Module 2
The three types of management products are: The Project Board consists of:
• Baselines Baseline products, once approved are subject of change control, for • Executive Is accountable for the project’s success, owns the business case, and is
example the business case or the project product description. It includes: the key decision maker. The role is vested in one individual.
• Business Case It is based on estimated costs against the anticipated benefits to be • Senior User Specifies the needs of the future users by defining the products to be
gained. The business case is used to document the justification for undertaking produced by the project and is also responsible for the definition, scope, and quality
the project.
of the project’s products. The role may require more than one person.
• Project Brief It is defined in the starting up a project process, so formally the
project is not yet started. The project brief is used to provide a full and firm • Senior Supplier Helps design, develop, facilitate, procure and implement the
foundation for the initiation of the project. project’s products as defined by the Senior User. The role is responsible for the
• Project Initiation Documentation It gives the direction and scope of the project quality of the products and resourcing of suppliers. The role may require more than
and forms, along with the stage plans, the contract between the project manager one person.
and the project board. The project initiation documentation is to define the
project, in order to form the basis for it’s management and an assessment of the
The Project Board is responsible for:
overall success.
• Project Product Description The project product description is a special form of • Project Assurance Is responsible for monitoring all the aspects of the project’s
product description that defines what the project must deliver in order to gain performance, independent of the Project Manager.
acceptance. • Change Authority Is responsible for approving changes in scope and/or quality of
• Project Description It defines who will use the product, identifies the sources of already defined and baselined products. Authority can be delegated for approval of
information or supply of the product alongwith the level of quality. It enables the changes. The Project Board is responsible for change authority.
identification of activities and people to develop, review, and approve the product.
The product description is to understand the nature, function, purpose, and
appearance of a product. The project assurance role can be delegated by the Project Board members to other
• Reports Are snapshots of the status of certain aspects such as progress on a work persons; however, the Project Manager cannot share this role. The change authority role
package or a stage plan. It includes: can also be delegated and in many projects the Project Manager will be involved in this
• Checkpoint Report Reports the status of a work package at a defined frequency. role.
This report frequency should be defined in the work package by the project For example, a company decides to build a new head office. The role of an Executive
manager. can either be CEO or CFO and the Senior User role by the managers (sales, finance,
• Highlight Report This report possiblly informs other stakeholders, the project and so on). The Senior User role can be fulfilled by the purchase manager together
board may use the report to monitor progress on project and stage level and
along with the building contractor. Incase of project assurance roles, employees of the
can be used to advise the project board in taking decisions on problems or areas
where they can help. It provides the project board with a summary of the stage quality department work together with the responsible architect whereas in the change
status on intervals defined by them. authority there may be a delegation from the users (employees) of the new head office.
• Records Are dynamic management products that maintain information regarding
progress such as a risk register or a lessons learned log. Project Support
The main Project Support tasks are administrative, logistical, and configuration

Notes Notes

34 PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. 35
 management. Both the Project Manager and Team Managers can use this support.

Team Manager
Team Managers are responsible for the delivery and production of the products allocated
by the Project Manager. The Team Manager reports to and takes directions from the
Project Manager.
PRINCE2 Summary

PRINCE2 Summary
Module 2

Module 2
This slide outlines the key learning points that were covered in this topic.

Notes Notes

36 PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. 37
 Quiz Answers:
1. Which describes a PRINCE2 principle?

Questions: A. It should be tailored to suit the project’s size, capability and risk
B. It should value responding to change more than following a plan
1. Which describes a PRINCE2 principle?
C. It should implement iterative feedback loops
A. It should be tailored to suit the project’s size, capability and risk
D. It should apply the concept of build-measure-learn
PRINCE2 Summary

PRINCE2 Summary
B. It should value responding to change more than following a plan
Module 2

Module 2
C. It should implement iterative feedback loops Correct. ‘Tailor to suit the project
environment, size, complexity, importance,
D. It should apply the concept of build-measure-learn capability and risk’ is a PRINCE2 principle. Ref
5.2, tab 7.1
2. Which is a purpose of the change theme?
A. To assess how possible changes will impact the baselined aspects of the project 2. Which is a purpose of the change theme?
B. To ensure that the project delivers to the baseline specified during project initiation A. To assess how possible changes will impact the baselined aspects of the project
C. To assess and control the uncertainty surrounding the baselined products B. To ensure that the project delivers to the baseline specified during project initiation
D. To establish mechanisms to prevent changes to the baselined aspects of the project C. To assess and control the uncertainty surrounding the baselined products
D. To establish mechanisms to prevent changes to the baselined aspects of the project
3. Which is a purpose of the ‘closing a project’ process?
Correct. The purpose of the change theme is to
A. To produce the stage plan for the activities in the final stage
identify, assess and control any potential and
B. To confirm that all the project benefits have been achieved approved changes to the baseline. Ref tab 5.1

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

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

Correct. The purpose of the ‘closing a project’

process is to provide a fixed point at which
acceptance for the project product is confirmed,
and to recognize that objectives set out in the
original project initiation documentation have
been achieved (or approved changes to the
objectives have been achieved), or that the
project has nothing more to contribute. Ref 22.1

Notes Notes

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Module 3
Blending PRINCE2
and Agile
 Blending PRINCE2 and Agile
Blending PRINCE2 and Agile

Blending PRINCE2 and Agile

Module 3

Module 3
Syllabus topics covered in this module are listed in the slide. The strength of PRINCE2 lies in the areas of project direction and project management.
However, it provides little focus on the field of product delivery.

The combination of PRINCE2 and Agile addresses all three areas. It is essential to see
the combination as a blend and a mixture as opposed to PRINCE2 and Agile working
in parallel. The directing and management layers need to adopt Agile disciplines and
behaviours and those using Agile for delivery should also integrate with the PRINCE2
ethos of staying in control by empowering people and ensure the project remains viable.

PRINCE2 Agile provides the necessary guidance for tailoring PRINCE2 to work together in
the most effective way.

This slide outlines the key learning points that were covered in this topic.

Notes Notes

42 PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. 43
 The primary purpose of this guidance is to help and support the existing PRINCE2 The figure on this slide depicts tailoring PRINCE2 by blending in the Agile elements.
Blending PRINCE2 and Agile

Blending PRINCE2 and Agile

community and in particular PRINCE2 practitioners. Anyone directing or managing a PRINCE2 Agile provides guidance on tailoring PRINCE2 in an Agile context and covers:
PRINCE2 project who is using agile will benefit from this guidance. Anyone involved with, • How to apply the principles?
Module 3

Module 3
or impacted by, a PRINCE2 project that is using agile will also benefit from this guidance • How to tailor the themes and processes?
(for example, project support, quality assurance). • How to produce management products?
• How to map Agile and PRINCE2 roles?
Organizations and individuals outside the PRINCE2 community can also benefit from this • How to incorporate the fundamental Agile:
guidance in one of the following ways: • behaviours
• Those who currently have experience with agile may want to become familiar with, • concepts
and perhaps ultimately adopt, an internationally recognized standard for project • techniques.
management along with their existing agile capability.
To work in an Agile context, the PRINCE2 project manager and the project board will
• Those who are relatively new to agile may want to become familiar with, and perhaps
need to monitor special behaviours from the delivery teams. These need to function
ultimately adopt, an internationally recognized standard for project management as
smoothly for Agile to operate effectively.
they evolve their agile capability.
MoSCoW is a technique to prioritize requirements and quality criteria. For example, my
new computer Must have a keyboard that Should have an online connection and Could
be installed with a cable but Won’t have specific windows keys.
An example of WIP is: imagine you are composing a difficult report on your system. You
also installed e-mail alert. So, whilst preparing your report, you are disturbed several
times incoming mail. Switching off the email alert leads to faster production and better
focus on your report.

Notes Notes

44 PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. 45
 This slides lists the important eight guidance points about PRINCE2 Agile and the Official This slide outlines the key learning points that were covered in this topic.
Blending PRINCE2 and Agile

Blending PRINCE2 and Agile

Book.
1. PRINCE2 (2017 version) is already enabled for use with Agile.
Module 3

Module 3
2. PRINCE2 is suitable for any style of project and is not a ‘traditional’ project management
approach as is typically contrasted to Agile.
3. PRINCE2 Agile is for any project and not just for IT projects.
4. ‘IT only’ frameworks and techniques are mentioned in PRINCE2 Agile but not
extensively.
5. There is much more to Agile than the Scrum framework. Agile is not Scrum.
6. The most ‘commonly used’ Agile approaches are Scrum and Kanban, but they are not
suitable for managing a project in isolation. However, they can be effectively used in
a project context.
7. The term ‘Agile’ refers to a family of behaviours, concepts, frameworks, and techniques.
8. Using Agile on a project is not a question of ‘yes or no’, it is about ‘how much?’

Notes Notes

46 PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. 47
 Quiz

Question:
1. Which describes PRINCE2 Agile, according to the eight guidance points?
A. It assumes that the outputs will relate to IT systems
B. It requires that the project is relatively small and simple
C. It requires that the project has high levels of uncertainty
D. It is suitable for use on any project, if appropriately tailored
Blending PRINCE2 and Agile

Blending PRINCE2 and Agile

Answer:
Module 3

Module 3
1. Which describes PRINCE2 Agile, according to the eight guidance points?
A. It assumes that the outputs will relate to IT systems
B. It requires that the project is relatively small and simple
C. It requires that the project has high levels of uncertainty
D. It is suitable for use on any project, if appropriately tailored

Correct. PRINCE2 Agile is for any project, not

just for IT projects. PRINCE2 Agile does not see
working in an agile way as a binary condition
(for example you either are, or you are not,
working in an agile way). It always sees agile
as a question of how much (or how little), it
can be used according to the situation that
exists. Ref tab 3.4, 3.6

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Module 4
Combining PRINCE2
and Agile
 Combining PRINCE2 and Agile

Syllabus topics covered in this module are listed in the slide. PRINCE2 Agile is a way to tailor the PRINCE2 methodology. In this module, you will
learn how the four phases in a project can be tailored when using Agile. The six project
variables, time, costs, scope, quality, risk and benefits are still important. On all the plan
levels (project, stage and team) these can be defined and should be respected. In an
Agile approach, time and cost are fixed, but there can be circumstances that influence
the estimates. For instance, I need tiles from a foreign company when replacing the roof
on my new house. If the delivery of the tiles is not on time, it can put the completion date
Combining PRINCE2 and Agile

Combining PRINCE2 and Agile

of the project in danger. We discussed the five targets behind the flexing concept and
some aspects in detail like trading where the consequences of possible extra features or
change can be brought in a negotiation context to deliver in time.
Module 4

Module 4
The module is a short summary of how PRINCE2 will look when working in an Agile way,
based on the PRINCE2 process model, the six control variables (time, costs, scope, quality,
risk and benefits), in corporation of the Agile behaviours and products.

Notes Notes

52 PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. 53
 all relevant documents in the PID and asks the project board to approve called as next
stage plan, in the managing a stage boundary process. During the final stage, the project
manager has gained approval for all the project’s products, it is time to decommission
the project now.’

Final delivery stage

The project board needs to be satisfied that the receivers of the project’s products are
in a position to own the products and use them on an ongoing base. In that case, the
project can be decommissioned by the project board. This process is called, closing a
project. The project must be assessed for performance against the initial plans, and
the resources must be released. The closing a project process includes planning the
post-project benefits reviews and passing possible open issues (follow-on action
recommendations) to the user organization.

Pre-project and initiation stage

In the pre-project stage, someone has an idea or a need maybe resulting in new business
objectives. The trigger for a project could be almost anything, in PRINCE2 it is called “the
project mandate”. It is important to verify that the project idea is worthwhile and viable.
Such activities are covered in starting up a project, which culminates in the production
of a project brief and a plan for initiation of the project, called an initiation stage plan.
The project board reviews the project brief and the stage plan and decides whether to
initiate the project. During the initiation stage, the project will be planned in sufficient
detail, funds need to be obtained and controls should be defined in accordance with the
needs of those people who are paying for the project and those who will make use of the
Combining PRINCE2 and Agile

Combining PRINCE2 and Agile

project’s outputs. The initiation stage covers the production of strategies (risk, quality,
communications, change), controls, and a robust business case as a means to review
benefits. The complete set of products are gathered in a document called, the Project
Module 4

Module 4
Initiation Documentation (PID), together with a detailed plan for the first delivery stage.
The project board has to approve the PID as a contract between them and the project
manager. They will delegate the day-to-day management of the subsequent delivery
stages to the project manager.

Subsequent delivery stages

The project manager needs to assign work to be done, ensure that the outputs of such
work meet the relevant specifications and gain suitable approval where appropriate. The
project manager also needs to check and ensure that progress is in line with the approved
stage plan and that forecasts are within the agreed tolerances on the six variables. The
project manager also ensures that relevant information is captured in logs (daily and
lessons) and registers (issues, changes, risks, and quantity) and reports progress to the
project board by means of a highlight report. The team managers execute the assigned
work packages and report progress to the project manager through checkpoint reports.
The project managers activities are defined in a process called controlling a stage and
the team manager activities are laid down in a process called managing product delivery.
At the end of a stage, the project manager has to define the next delivery stage, updates

Notes Notes

54 PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. 55
 An MVP is a term aligned with the Lean start-up view. It is a version of the final product to be delivered
by the project which allows the maximum amount of validated learning with the least effort. This should
not be confused with the viability of the project as a whole. For example, an MVP is about learning and
may not go into operational use, it may be in the form of a simple experiment or a prototype.

A feature is a generic term widely used to describe what a product does, or the way in
which a product does something. It can be at any level of detail and can be related to a
specific requirement, user story, or epic. A similar term is a function. For example, this
product is waterproof or makes a tone when switched off.

A user story is used to write a requirement in terms of who, what, or why. For example, as
a helpdesk employee, I want to consult online about the detailed instruction handbook
so that I can assist our users effectively.

An epic is a high-level user story also called a super user story. They are also called
Combining PRINCE2 and Agile

Combining PRINCE2 and Agile

embryonic user stories which refer to quite large or vague user stories broken down
in several user stories/requirements. For example, as the responsible sales manager, I
need to create confidence in all our products for all our customers, potential customers,
Module 4

Module 4
possible suppliers, and financial funders so that they will see us as a reliable and high-end
supplier of our products, more or less an open door to be specified later into product
groups and customer groups and different reliable aspect for customers and suppliers
and financial funders.

Kanban is defined as a visual management system that limits the number of work items
in circulation. The system is based on five core practices where you “visualize” your work
to enable the teams to easily see how work is progressing and limit work in progress to
reduce the pressure and task switching. For example, while writing a complex report,
switch off your visual mail alert, and read your mail when the report is finished.

Scum is a framework for developing and sustaining complex products while productively
and creatively delivering products of the highest possible value. It is often used for the
development of software. Both Kanban and Scrum are described in the PRINCE2 Agile
manual and will be discussed in the Practitioner course.

Notes Notes

56 PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. 57
 • Project product description is used to define the end product(s) to be delivered by Plan, monitor, and control is likely to take the form of the delivery teams collectively
the project in terms of scope and quality. The customer has to define the “customer selecting the customer-focused work packages, and the teams selecting their own work.
quality expectations” and the associated “acceptance criteria” for the end products. The focus will be to work iteratively and incrementally; the work packages are defined
Acceptance criteria are the measurable translation of the acceptance criteria to be informally although they form a vital component in PRINCE2 Agile. A burn chart is a
used for agreement on the quality of the end product for essential expectations technique for showing progress where work that is completed and still to be done are
an criteria is zero tolerance, not all are even important or can be decomposed into shown with one or more lines, updated regularly (mostly on a daily basis). Tracking of
less important criteria and expectations. These can be prioritized in terms of Should, time and costs still takes place but less prominently, the focus is on completing features
Could and Won’t have now. and work. Costs and time are more predictable due to working with fixed time scales and
• Product descriptions are used to define the lower level product requirements and stable teams.
quality criteria. There are also essential and less important criteria. For example,
Combining PRINCE2 and Agile

Combining PRINCE2 and Agile

customer quality criteria: my new house must be delivered very fast and must have a Done is based on a set of criteria that is used to determine if a piece of work is completed.
“luxury look and feel” is translated into an acceptance criteria like: “within 12 months
from now” and “all floors are covered with marble”. The product description for the Tolerances are permissible deviations above and below a plan’s target for time and costs
Module 4

Module 4
marble floor contains a quality criterion “the marble must be imported from Italy”. In without escalating the difference to the next level of management. There may also be
the risk paragraph there is an important defined risk: the promise to deliver within 10 tolerances set for quality, scope, benefit, and risk. Tolerances are applied on the project,
months after ordering from the Italian company. stage, and team levels. The next level of management must be informed at the same
• Benefits management approach focuses on how to deliver value regularly and moment when plans are expected to go beyond tolerances. This is called exception
as early as possible. This will involve what products will be delivered when, and what reporting. For example, on a work package are rough estimates which are set on 20 hours
value will be enabled. with a tolerance of 5 hours above and 3 hours below. At that moment, the expectation
• PID is likely to be a less formal document as some baseline information is visible in exceeds the tolerance that the responsible reporting manager is comfortable with.
the form of an information radiator.
Quality tolerances in product descriptions are written in such a way that allows for
changes without compromising the product’s purpose. All changes outside this criterion
have to be escalated to the next management level.

Notes Notes

58 PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. 59
 In a PRINCE2 Agile, project closure is not as important an aspect as in PRINCE2 projects. PRINCE2 Agile is built upon the concept of flexing what is delivered. For many, this is a
Most products are already operational in use (released) and the project board is informed significant change in how people think and act when they are working on a project.
about any changes during the project. After each release, all relevant information is
handed over and archived for release as part of the standard procedures. The project The rationale behind flexing is prioritizing what is being delivered. This is based around
team member must be formally decommissioned from the project tasks. Open points, the five Agile targets where “be on time and hit deadlines” is only possible when the
changes not yet handled, products, and features not yet delivered must be handed over development team can make choices in the delivery based on “this must be delivered”,
to the organization. “this should be delivered”, and this “could be delivered”. The intention is to deliver
everything but part of the “should” and “could” can be used for contingency if needed. The
level of quality should be protected by also prioritizing essential and desirable aspects.
Combining PRINCE2 and Agile

Combining PRINCE2 and Agile

Module 4

Module 4
Notes Notes

60 PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. 61
 • Be on time and hit deadlines Delivering include early realization of benefits, helpful The following table shows PRINCE2 Agile views tolerances for the six aspects of a project.
with planning (dependencies within or between projects, capacity of resources),
reduced likelihood of costs overrun, improving reputation of projects, and sometimes
there is no choice (market, legal, and so on) gives confidence in progress.
• Protect the level of quality Reducing quality (reduced testing, incomplete
documentation, sub-optimal design, lack of training end users, and so on, not
compliant to standards) often leads to damaging long-term effects (reduced usability,
more support needed, bad performance, lack of engagement with the users).
• Embrace change Change should be seen as positive because a better product is
likely to be produced. Change can be caused by misunderstanding, by new ideas or
Combining PRINCE2 and Agile

Combining PRINCE2 and Agile

an incorrect assumption. To keep within the time and cost, Trading (Swapping) can
be used. Trading is a way to handle change by replacing one or more requirements
with others of a similar size in terms of effort.
Module 4

Module 4
• Keep teams stable Do not add people to a team in order to try to improve speed.
Time needs to be spent bringing up the speed level of the new team and a bigger
team requires more communication. Most importantly, the team dynamics will
change and will need to be re-established. Team dynamics can be defined as the
interaction between individuals in a team related to the culture and attitude in the
team.
• Accept the customer doesn’t need everything Look at (software) products we
often use, do we use all of the features? And do we use all programmes we have
available? By using MosCow in scoping, the “Could” feature can be very helpful when
hitting deadlines. Balance between “the customer gets everything asked for” and “will
something be missed from what is missing” should be maintained.

Notes Notes

62 PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. 63
 Behaviours in teams typically originate from the Agile approach, but in a PRINCE2 Agile This slide outlines the key learning points that were covered in this topic.
project, all project management team members should respect these behaviours. They
are:
• Transparency The more information that is out in the open, the better it is for the
agile way of working. It enables speed, clarity and engagement, even if the news is
not so good.
• Collaboration A motivated and respectful team is greater than the sum of its parts.
For instance, when one of the team members is behind schedule and another person
is ahead of schedule then it should be normal that they help each other.
• Rich communication A rich communication environment should be created where
Combining PRINCE2 and Agile

Combining PRINCE2 and Agile

information passes freely in a culture of commitment and trust. Solving problems
together by discussing them as soon as possible.
• Self-organizing Creates mutual respect. A project manager can only leave a team
Module 4

Module 4
manager to focus on product delivery when the team manager feels trusted.
• Exploration Feedback needs to be gained, it does not just happen. Often, techniques
used are experiments and spiking. For example, as an experiment, a company decides
to create a website to enable customers to print photos. They were surprised to find
that very few photos were printed but that many people joined the website to share
photos with their friends. A spike can be a small prototype to learn about a given
situation.

Notes Notes

64 PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. 65
 Quiz

Questions: Answers:
1. Which statement explains the PRINCE2 Agile behaviour of ‘self-organization’? 1. Which statement explains the PRINCE2 Agile behaviour of ‘self-organization’?
A. It enables information to pass freely in a culture of commitment A. It enables information to pass freely in a culture of commitment
B. It seeks out feedback from stakeholders collaboratively B. It seeks out feedback from stakeholders collaboratively
C. It helps to create mutual respect throughout the project C. It helps to create mutual respect throughout the project
D. It allows everyone to know the situation and there are no surprises D. It allows everyone to know the situation and there are no surprises

2. Which statement BEST explains the target ‘embrace change’ for flexible delivery? Correct. ‘Self-organization’ creates mutual
respect on the project. Ref 7.4.4
A. It delivers an early realization of benefits
B. It checks that the customer needs everything they have asked for
C. It allows for a more accurate final product
D. It leads to a lower cost of ownership throughout the life of the product
2. Which statement BEST explains the target ‘embrace change’ for flexible delivery?
A. It delivers an early realization of benefits
3. Which statement explains the target ‘protect the level of quality’ for flexible delivery?
B. It checks that the customer needs everything they have asked for
A. It leads to a lower cost throughout the life of a product
C. It allows for a more accurate final product
B. It helps with planning dependencies between projects
D. It leads to a lower cost of ownership throughout the life of the product
C. It accepts that not everything that is defined must be delivered
Combining PRINCE2 and Agile

Combining PRINCE2 and Agile

D. It improves your reputation with your customer Correct. The ‘embrace change’ target allows
for a more accurate final product. Ref 6.4.3,
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Module 4
tab 6.2

3. Which statement explains the target ‘protect the level of quality’ for flexible delivery?
A. It leads to a lower cost throughout the life of a product
B. It helps with planning dependencies between projects
C. It accepts that not everything that is defined must be delivered
D. It improves your reputation with your customer

Correct. The ‘protect the level of quality’

target does lead to a lower cost of ownership
throughout the lifetime of the product. Ref
6.4.2, tab 6.1

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Module 5
PRINCE2 Agile
themes
 PRINCE2 Agile themes

This slide outlines the syllabus items that will be covered in this module. • Roles are based on the customer/supplier environment The PRINCE2 principle
“defined roles and responsibilities” states that a PRINCE2 project will always have
three categories of stakeholders: (Executive/Business) Senior User and Senior
Supplier in the project board. Products should meet the business needs (value for
money), the desired outputs, and expected benefits are specified by the user and the
supplier represents those who will provide the skills to produce the products.
• Extra attention Agile delivery teams prefer to be led and coached as opposed to
managed (self-organizing and empowered teams). The project manager role is seen
by PRINCE2 as mandatory. So a good balance is maintained and documented in the
controls where the project manager is still responsible along with the coach. The
team manager role in PRINCE2 has clear accountability to the team delivery so this
role also needs to be handled appropriately.
• Common Agile roles A Scrum Master is seen as a coach by the teams, so be careful
when appointing the Scrum Master as a team manager. Often the Scrum Master can
also be the coach of the project manager. The product owner can be seen as the
Senior User but Agile refers to a single owner if the project involves more than one
Senior User. PRINCE2 Agile recommends a more blended view where the customer
is represented on all levels.
PRINCE2 Agile themes

PRINCE2 Agile themes

• Management by exception In PRINCE2, tolerances are based on the six levels
possible for all three plan levels. The management within each level can make their
Module 5

Module 5
own decisions as long as they expect to keep within tolerances. Setting tolerances in
combination with prioritizing requirements and quality should be carefully managed.
This slide outlines the key learning points that will be covered in this topic.

Notes Notes

70 PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. 71
 PRINCE2 is defined as the “lowest” role on the delivery level in which the team manager In PRINCE2, the business case theme describes the reasons for the project based on
can be a part of the project management team. In combination with Agile, the team roles the estimated costs, risks, and expected benefits. In a mature Agile environment the
can be added to the structure. business case will also be created in some form. As part of the vison and product road
map there would be sufficient information to ensure the work is appropriately justified
The Supplier Subject Matter Expert (SSME (1)) role would typically be a full time role. and strategically aligned. This does not mean that in Agile a business case is not needed
The Customer Subject Matter Expert (CSME (2)) role may be full time and part time. The or undesirable. It may be assumed that one exists or that the rationale for the work being
detailed view could be covered by one Subject Matter Expert (SME) although more than undertaken has already been justified.
one Customer SME (4) is often normal in projects.
In a single team project, the higher view of the customer (3) should be covered by the Value refers to the manifesto which already states ‘deliver value’ but there is very little
Senior User although other representatives at this level may be formally involved. guidance on how to determine, calculate, define, and measure value. PRINCE2 refers to
The delivery team quality assurance role (5) can be split into more persons from the benefits. In PRINCE2 Agile, value is defined as the benefits delivered in proportion to the
customer and supplier side. resources put into acquiring them.

Projects can have multiple delivery teams. There can be one project manager and more A backlog refers to a list of new features for a product, the list may be made up of user
than one team manager, possibly for both the customer and supplier side. stories.

Incremental delivery leads to the release of different versions of the product with different
values and benefits expected.

Assumptions are made during estimation. Wrong assumptions can influence the viability
of the project. Be careful with assumptions.
PRINCE2 Agile themes

PRINCE2 Agile themes

Module 5

Module 5
Notes Notes

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 According to the PRINCE2 approach, the purpose of the quality theme is to define and In PRINCE2, the purpose of the plans theme is to facilitate communication and control
implement the means by which the project will verify products that are fit for purpose. by defining the means of delivering the products in terms of where and how, by whom,
Products should meet the business expectations and enable the desired benefits to be and estimating the when and how much. Exception plans are produced to replace the
achieved. Whereas in Agile, it is based on the concept of a test-driven approach, quality original plan (s) where an exception above the agreed tolerances took place.
checks, and tests before building the product.
Ready can be defined as a list of necessary information needed to start development of In Agile, there are many techniques and approaches for planning, often informal and
a product. low-tech such as sprint planning and simple lists of backlog. A fundamental principle
in Agile is to make decisions based on experience (empiricism). For instance, starting
a piece of work and then calculating how much is left to complete by comparing it with
how much work is getting done as the basis for forecasting or creating the end date.
This is sometimes also called calibration or calculating velocity. For example, yesterday’s
weather is often considered the best indicator to forecast today’s weather. Empiricism
has many advantages, and to use PRINCE2 in an Agile environment this needs to be fully
understood and embraced. PRINCE2 plans need an end date to justify and authorize the
plans, to have a baseline for progress and to show that the Minimal Viable Product (MVP)
is created in time.

Collaborative planning is needed at all levels of plans to create an environment where

the people involved can respond to changes and get full commitment on (their own)
created plans.

A release is a set of products in a handover, normally to the customer organization. The

PRINCE2 Agile themes

PRINCE2 Agile themes

content is managed, tested and deployed as a single entity. For example, the first verse
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of the new website with only the home page created.

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 Change is inevitable during the life of a project. In PRINCE2, the purpose of the change In PRINCE2, the purpose of the risk theme is to identify, assess, and control uncertainty
theme is to identify, assess, and control any potential approved changes to the baseline. and, as a result, improve the ability of the project to succeed. A risk is an uncertain event
So every project needs a systematic approach to the identification, assessment, and that, should it occur, will have an effect, positive or negative, on the project’s objectives.
control of issues that may result in changes. During the pre-project and initiation stage, The five steps:
PRINCE2 creates plans and product descriptions that form baseline definitions of what 1. Identify the context of the risks and produce a management risk approach, identify the
is to be delivered. To enable a more Agile way of working, these baselines should allow risks, including any risks coming from combining PRINCE2 and Agile ways of working.
enough room for change within the right level for more detailed definitions later during 2. Estimate each risk based on probability, impact, and proximity of the risk and evaluate
development. A change in a baselined product outside the given tolerances must be the net effect of all the identified and assessed risks together.
escalated to the management layer who baselined the product. Baselined products need 3. Plan specific management responses to remove or reduce the threats to maximize
a good configuration management approach to ensure any changes have been applied the opportunities.
correctly. 4. Implement to ensure that the planned risk responses are actioned, monitored, and
corrective actions are taken where responses do not match the expectations.
Agile embraces change while PRINCE2 is focused on controlling change. A fundamental 5. Communicate continually during all steps.
concept in Agile is to gather feedback from the customer as soon as possible in the form
of a cycle where something is delivered, gets used, and creates feedback. This forms the In Agile, risks are addressed in a less formal way, appropriate to the needs of the project.
basis for further decisions and deliveries. Significant changes on baselines set when the Combining PRINCE2 and Agile brings its own risks, covered by the Agilometer as an
project was justified need to be approved at a management level. Changes on the detail assessment tool which can be used not only at the start but also at the end of each
level improve the quality and usability of the product and can be managed within the stage. The level of formality is depending on the project and should be appropriate to
delivery level. the needs of the development team. The development team meets every day to evaluate
the progress and possible issues and risks. The project manager can attend the meeting
for possible follow up of risks.
PRINCE2 Agile themes

PRINCE2 Agile themes

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 In PRINCE2, the purpose of the progress theme is to establish a mechanism to monitor The table in the slide summarizes how to apply the PRINCE2 themes.
and compare actual achievements against those planned, provide a forecast for the Business case
project objectives, and the project’s continued viability and control unacceptable No changes in the theme. Consider worst / best /expected scenario’s. Understand
deviations. Progress is controlled by monitoring progress on the two levels, planning incremental delivery and the associated value and the negative or positive effects of
reviews, problem detection, corrective actions, and authorizing further work. early delivery of benefits.
Exceptions and tolerances are used. Organization
No changes in the theme, additional deliver level roles. Understanding is required on
In Agile, change theme focuses on what is delivered. A burn chart is a form of progress the role of the team manager, Agile roles, and how management by exception should be
visualization that is often used. The burn chart can be used by the teams and by the implemented.
project manager. Teams can use an information radiator for the daily stand up progress Quality
Understand the difference between scope and quality in the customer quality
and issues and risks.
expectations, acceptance criteria, product descriptions, quality criteria and tolerances.
Velocity is a term used to indicate the progress a team makes. For instance, if a team
Agile concepts like “done” and “ready” can be used.
is completing 10 user stories per week, then this is their velocity and can be used to
Plans
forecast their future rate of progress.
No changes to the theme. Many Agile techniques and approaches such as “sprint
planning” and “backlog” are used in this area. Agile looks at how much or how much value
can be produced in a fixed timeframe (sprint or release). Gantt-charts are also used in
this context.
Risk
Agile working addresses many risks such as avoiding too many details at the beginning.
Customer involvement should be continually and customer representatives should be
correctly empowered. Refer to the Agilometer.
PRINCE2 Agile themes

PRINCE2 Agile themes

Change
No changes in the theme. The Agile way of working embraces change as a help in creating
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more accurate final products, based on customer involvement and empowered customer
representatives. Change authority and configuration management are still needed.
Progress
Many Agile techniques such as “velocity”, “lead times”, and “value” are used together
with progress tracking and tolerances and the use of burn-down and burn-up charts.
Frequent delivery of products, however, is the primary source of information with respect
to progress.

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 Quiz

Questions:
1. Which statement about the PRINCE2 Agile business case is CORRECT, when describing best
case and worst-case scenarios?
A. It is likely that detailed requirements can be mapped directly to the business case
B. It is unlikely that detailed requirements can be mapped directly to the business case
C. It is unlikely that high-level requirements can be mapped directly to the business case
D. It is unlikely that intermediate-level requirements can be mapped directly to the business
case

2. Which term does PRINCE2 Agile use when reducing uncertainty by planning for two weeks
This slide outlines the key learning points that were covered in this topic.
rather than twelve months?
A. Empiricism
B. Planning horizon
C. Rationalism
D. Planning poker

3. Which BEST describes how both PRINCE2 and agile see change?
A. Unwelcome
B. Avoidable
C. Inevitable
D. Desirable
PRINCE2 Agile themes

PRINCE2 Agile themes

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Notes

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 Answers:
1. Which statement about the PRINCE2 Agile business case is CORRECT, when describing best
case and worst-case scenarios?
A. It is likely that detailed requirements can be mapped directly to the business case
B. It is unlikely that detailed requirements can be mapped directly to the business
case
C. It is unlikely that high-level requirements can be mapped directly to the business case
D. It is unlikely that intermediate-level requirements can be mapped directly to the business
case
Correct. One way to present a business case is
to describe best-case and worst-case scenarios
that relate to the number of features that are
planned to be delivered. These scenarios can
only be calculated when using high-level or
(perhaps) intermediate-level requirements. It
is unlikely that detailed requirements can be
mapped directly to the business case. Ref 9.3

2. Which term does PRINCE2 Agile use when reducing uncertainty by planning for two weeks
rather than twelve months?
A. Empiricism
B. Planning horizon Correct. Both agile and PRINCE2 accept the premise
C. Rationalism that the further you look into the future the more
uncertainty there is. This means that longer-term
D. Planning poker estimation will need an increasing margin of error
compared with shorter-term estimation. This
leads to the use of the term ‘planning horizon’
whereby a plan for the next two weeks would be
quite detailed and have a relatively low margin of
error, whereas a plan for the next 12 months would
be much less detailed and have a relatively high
margin of error. Ref 12.3.3, fig 12.3

3. Which BEST describes how both PRINCE2 and agile see change?
PRINCE2 Agile themes

PRINCE2 Agile themes

A. Unwelcome
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B. Avoidable
C. Inevitable
D. Desirable
Correct. Both PRINCE2 and agile see change as
inevitable. Ref 14.3

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Module 6
PRINCE2 Agile
processes
 PRINCE2 Agile processes

This slide outlines the syllabus items that will be covered in this module. Each process provides a set of activities to direct, manage and deliver the project. Activities
are the basis for tailoring to suit an Agile context. Agile needs to be incorporated into the
seven processes of PRINCE2.
In PRINCE2 Agile, we recommend combining the starting up a project and initiating a
project processes. In the starting up a project process, the question “do we have a viable
and worthwhile project?” should be answered to justify the initiation. The controlling a
stage and managing product delivery processes are also very closely connected. The
process model is already discussed in Module 3.

Activity example
In the starting up a project process, six activities are defined. One of them is “capture
previous lessons” as shown in the above figure. Several recommended actions are
defined such as create the lessons log, review lessons from similar previous projects,
review corporate lessons, consult individuals and teams with previous experience of
similar projects, and, if appropriate, record any lessons in the lessons log. To suit an Agile
context, this activity can be part of the kick-off meeting and can use the previous project/
release retrospectives.

This slide outlines the key learning points that will be covered in this topic.
PRINCE2 Agile processes

PRINCE2 Agile processes

Notes Notes
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 Although this represents a common approach there are many other equally valid In PRINCE2, the purpose of the starting up a project process is to ensure that the
situations. prerequisites for initiating a project are in place by answering the question “do we have
Examples of such situations might be: a viable and worthwhile project?” The purpose of the initiating a project process is to
• Releases and release backlogs are not used because sprints and sprint backlogs establish a solid foundation for the project. In the case of PRINCE2 Agile, these two
are all that are required. In this case, a sprint may result in a release of features into processes are combined and their activities can be mixed in order of execution. Even so,
operational use, or a release of features into a staging area or an interim deliverable all should still be followed. The output of most activities can be captured in the vision and
which is of use to the project. the vision should be prepared during the kick-off meeting.
• Releases happen so frequently that they are not treated as a type of timebox or in
need of a release backlog. In this case, a release may happen at the end of each In context of PRINCE2 Agile, some specific point of attendance related to initiating a
timebox or on more than one occasion during the timebox. project are:
• A management stage could relate to just one release. 1. In “prepare the quality management approach”, the definition of “done” should be
defined.
2. In “set up the project controls”, the use of information radiator(s) can be discussed as
well as the approach to the release planning.
3. In “create the project plan”, the product backlog and the releases and the release plan
should be defined.
4. In “refine the business case”, the release planning should be taken into the benefits
management approach.
PRINCE2 Agile processes

PRINCE2 Agile processes

Notes Notes
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 In PRINCE2, the purpose of the controlling a stage process is to assign work to be done, In PRINCE2, the purpose of the directing a project process is to enable the project board
monitor such work, deal with issues, report progress to the project board, and take to be accountable for the project’s success by making key decisions and exercising overall
corrective actions to ensure that the stage remains within tolerances. The purpose control by delegating day-to-day management of the project to the project manager. The
of the managing product delivery process is to control the link between the project process starts after the completion of the starting up a project process and is triggered
manager and the team manager(s) by placing requirements on accepting, executing, and by a request to initiate the project together with the project brief and the initiation stage
delivering project work. plan.

There is a one-to-one relation between “authorize a work package” at the project In PRINCE2 Agile, it is essential to use the directing a project process because it is vital
manager’s side and “accept a work package” at the team manager’s side, even in “received to ensure that management by exception is operating effectively for the whole project
completed work packages” and “deliver a work package”. In between these processes, management team so the process implemented remains unchanged. In terms of
the team manager produces a checkpoint report to inform the project manager about progress reporting the project board should have more emphasis on the amount being
the progress during “execute a work package”. delivered (releases) and more rich information flows (verbal, work shops, and so on).
Decision making could be enhanced by:
In PRINCE2 Agile, work packages can be replaced by backlogs, release and sprint planning, • attending key demos
product descriptions in the form of user stories, progress information in the form of burn • pulling information from the project instead of formally reporting (information
charts and information radiators. Issues and risks can originate from the daily stand-up radiators, Agilometer, etc)
meetings and the information radiator. The logs and registers can be used in sprints and • most of the benefits are more likely enabled or delivered during the project (releases)
release reviews and retrospectives. In managing product delivery, the Kanban system • corporate and programme management should also understand the rationale
and lean startup can be implemented. behind Agile and how it delivers products and benefits.
PRINCE2 Agile processes

PRINCE2 Agile processes

Notes Notes
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 In PRINCE2, the purpose of the managing a stage boundary process is to enable the In PRINCE2, the purpose of the closing a project process is to provide a fixed point
project board to be provided with sufficient information by the project manager so that at which acceptance for the project’s products is confirmed or that the project has
the project board can review the success of the current stage, approve the next stage nothing more to contribute. This process prepares a recommendation for the project
plan, review the updated project plan, and confirm continued business justification board together with an evaluation of the project, lessons learned, and possible follow-
together with the acceptability of the risk level. up recommendations. The project board then decides on ending the project and to
decommission the teams.
In case of the PRINCE2 Agile approach, not only the stage plan but also the release
planning should be reviewed, to increase the frequency of the releases, or to alter the In case of PRINCE2 Agile, it is a closure of a formal activity while most of the activities are
number and/or length of sprints inside the releases. The appropriate use of Agile can be already finished. The products are delivered in releases, retrospectives, and reviews were
reviewed by using the Agilometer. It is possible that risks may surface on certain areas on a regular basis during the daily stand-up meetings, the sprint and release reviews, and
like lack of customer involvement in accepting products. What has been released should during the stage boundary activities. It is important to check the product backlog on
be reviewed, what benefits are realized? done/not done, value enabled, and to handover the backlog to the user organization. It
is also important to organize the final release and project review. In PRINCE2 Agile, this
is normally in the form of a workshop where the complete project management team
should be invited.
PRINCE2 Agile processes

PRINCE2 Agile processes

Notes Notes
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 The table on this slide summarises the purpose of the seven processes. This slide outlines the key learning points that were covered in this topic.
Starting up a project
Ensure that the pre-requisites for initiating a project are in place by answering the
question “do we have a viable and worthwhile project?”
Initiating a project
Establish solid foundations in order to achieve a successful project enabling the
organization to understand the work that needs to be done to deliver the project’s
products before committing to a significant spend.
Directing a project
Enable the project board to be accountable for the project’s success by making key
decisions and exercising overall control with delegating day-to-day management of the
project to the project manager.
Controlling a stage
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
tolerances.
Managing product delivery
To control the link between the project manager and the team manager(s) by placing
requirements on accepting, executing and delivering project work.
Managing a stage boundary
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 conform continued business justification and
acceptability of the risks.
Closing a project
To provide a fixed point at which acceptance for the project product is confirmed, and
to recognize that objectives set out in the original project initiation documentation have
been achieved or that the project has nothing more to contribute.
PRINCE2 Agile processes

PRINCE2 Agile processes

Notes Notes
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 Quiz

Questions: Answers:
1. In which process should the project manager FIRST assess the suitability of using agile? 1. In which process should the project manager FIRST assess the suitability of using agile?
A. Controlling a stage A. Controlling a stage
B. Starting up a project Correct. The suitability of using agile needs
B. Starting up a project
to be assessed for the first time as part of
C. Ιnitiating a project C. Ιnitiating a project the two processes ‘starting up a project’ and
‘initiating a project’. This is assessed using the
D. Managing a stage boundary D. Managing a stage boundary Agilometer. It is specifically assessed during
pre-project and again, in a more detailed way,
2. In the ‘managing a stage boundary’ process, what is the main focus? during the initiation stage. Ref 17.3, 24.2

A. To review the cost incurred

B. To review the amount delivered 2. In the ‘managing a stage boundary’ process, what is the main focus?

C. To review the time spent A. To review the cost incurred

B. To review the amount delivered Correct. Tailoring guidance that may be
D. To review the risks closed
appropriate to the ‘managing a stage
C. To review the time spent boundary’ process includes reviewing how
much is being delivered (and the quality of
3. Which statements about the typical tailoring of a work package in an agile environment are D. To review the risks closed
it) compared with what had been planned.
CORRECT? Throughout the stage the frequent delivery
of products in an iterative and incremental
1. It should be used to record risks identified as part of the Agilometer assessment.
style will mean that it will be clear how many
2. It should be negotiated collaboratively with the team manager and delivery team. features have been delivered and their level
of quality. This will give a clearer indication
3. It should be defined to give the delivery team enough space to self-organize. of progress than information relating to time
and cost. Ref 21.3, 21.4
4. It should be replaced by a daily stand-up attended by the project manager.

3. Which statements about the typical tailoring of a work package in an agile environment are
A. 1 and 2 CORRECT?

B. 2 and 3 1. It should be used to record risks identified as part of the Agilometer assessment.

C. 3 and 4 2. It should be negotiated collaboratively with the team manager and delivery team.

D. 1 and 4 3. It should be defined to give the delivery team enough space to self-organize.
4. It should be replaced by a daily stand-up attended by the project manager.

A. 1 and 2 Correct.
(2) A work package is a formal interface but would
B. 2 and 3
typically be carried out in a collaborative way
C. 3 and 4 and negotiated by the project manager and team
manager and perhaps with the delivery team as
D. 1 and 4 well. Ref tab 23.1
(3) A work package should be defined in such a way
as to create a safe boundary of control, whilst at
the same time creating the space for the delivery
PRINCE2 Agile processes

PRINCE2 Agile processes

team to create the product in the most effective
way through self-organizing. Ref tab 23.1
Module 6

Module 6
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Module 7
Agile frameworks,
concepts, and
techniques
 Agile frameworks, concepts,
Agile frameworks, concepts,

and techniques
and techniques

Module 7
Module 7

Agile frameworks, concepts, and techniques

This slide outlines the syllabus items that will be covered in this module. Scrum has three main roles: Team, Scrum Master, and Product Owner.
Scrum Team: The Scrum team is a multidisciplinary, self-organizing team. It consists
of usually 3 to 9 members, who work together to deliver the requested and committed
product in increments. The team itself decides what tasks it can accomplish in one sprint
and shares a common goal.
Scrum Master: The Scrum Master servers as a Servant Leader
The primary responsibilities of a Scrum Master include ensuring
• the Scrum process is being followed
• the team is working according to Scrum rules and behaviors
• the team is performing the required tasks to develop the end product without any
distractions.
Product Owner: The Product Owner is a holder of product value and is responsible for
maximizing the value of the product. The primary responsibilities of a Product Owner
include:
• identifying the tasks that need to be done and setting the priorities to deliver the
highest value to customers
• maintaining the product backlog and defining user stories
• ensuring the user stories adhere to the Definition of Ready (DoR) in terms of how
requirements are described.

This slide outlines the key learning points that will be covered in this topic.

Notes Notes

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Scrum Events: Artifacts provide the key information that the Scrum Team and the stakeholders need to
• Sprint Goal An objective set for the sprint that can be met by implementing the know for understanding the product being developed and the activities related to it. The
product backlog. It gives guidance to the team on why the team is building this three main artifacts in Scrum are:
increment, created during the sprint planning meeting. • Product Backlog Product Backlog is a continuously evolving, ordered list of items
• Sprint Planning The work to be done is planned (what and how), timeboxed for to be completed in a project. It is a single source of truth for any modifications to be
maximum 8 hours and the complete team is involved. made to the product.
• Sprint A time box of one month or shorter in which a “done”, usable and potential • Sprint Backlog Sprint backlog specifies the changes to be carried out in one sprint.
release product increment is created. A sprint consists of sprint planning, daily scrums It also contains the plan for the Development team that specifies how they are going
and the development work, and the sprint review and the sprint retrospective. to deliver the product increment at the end of a Sprint.
• Daily Scrum Meeting A maximum 15 minutes time-boxed event where progress is • Potentially Shippable Product As per Scrum Inc, “a Potentially Shippable Product
inspected against the goal in which complete team should participate. is the outcome of the Product Backlog Items delivered at each Sprint. Delivering
• Sprint Review At the end of the sprint which is held to inspect the increment and Potentially Shippable Product at each Sprint is essential to the Scrum because
adapt the backlog. It is based on what is “done” and any changes required. It’s an when work is divided into simple pieces, it can be finished in a short iterations.” It is
informal meeting. The result should be an updated backlog that defines the backlog important to note that the artifacts are not limited to these.
items for the next sprint.
• Sprint Retrospective An opportunity for the team to look back and to inspect itself
and to create a plan for improvement during the next sprint.

Notes Notes

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In a PRINCE2 Agile context, the term MVP broadly aligns with the Lean Startup view that it A regular event that looks at how the process of doing work can be improved. In keeping
is a ‘version of the final product which allows the maximum amount of validated learning with the agile concept of ‘inspect and adapt’ these events help teams to continually
with the least effort’. This should not be confused with the viability of the project as a improve their working practices, little by little, over time.
whole. Typically, an MVP would be delivered as early as possible during the project. It is Review: for a specific purpose (for example when using the quality review technique)
important to note that an MVP is about learning; it may not go into operational use and whereas it is used frequently in many forms when using agile.
may be in the form of a simple experiment or prototype. Feedback technique “Glad! Sad! Mad!”: This is a feedback technique that can be used by
a team in a retrospective. Each team member writes one or more sticky notes and puts
them into the appropriate column. This lets everyone else know how they feel.

Notes Notes

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The INVEST mnemonic (created by Bill Wake) is used by many as a simple checklist to The five steps used in workshops are:
create a well-writte nuser story in that it should be: 1. Define objectives
• I – independent 2. Attendees
• N – negotiable 3. Agenda
• V – valuable 4. Logistics
• E – estimable 5. Pre-reading
• S – small
• T – testable Typically a workshop would lasts for two to three hours to a whole day but the principles
The figure on this slide shows an example of a good user story and a poor one. can be applied to any time scale (retrospectives).
It is advisable to use a neutral chair that has no stake in the outcome. Workshops
will often be used in the project kick-off meeting (SU and IP), daily stand-up meetings,
reviews, release planning, and retrospectives (Closing a Project and Managing a Product
Delivery and Managing a Stage Boundary) and also Closing a Project may take the form
of a workshop along with the following agenda:
1. Final product demos
2. Follow-on actions
3. Checking the final project-level radiator and final product against the baseline and
original plans
4. Review the use of Agile (Agilometer) and closing the event with suggestions like final
costs, thanking the participants and disbanding the team(s).

Notes Notes

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A technique to help people think in six different ways:

• The White Hat calls for information known or needed.
• The Yellow Hat symbolizes brightness and optimism.
• The Black Hat is judgement; the devil’s advocate or why something may not work.
• The Red Hat signifies feelings, hunches and intuition.
• The Green Hat focuses on creativity.
• The Blue Hat is used to manage the thinking process.

All the techniques mentioned above in the table are not new or exclusively for workshops
in a project. It is very important that a workshop is managed by an independent leader
who gives chances to all participants to contribute. It is also important to summarize and
make lists of possible follow-on actions.

SWOT analysis
Focuses on the four areas of strengths, weaknesses, opportunities and threats for a
given situation.
• Impact/effort grids
• A two-by-two (four box) grid that allows items to be positioned against two criteria on
the x and y axes (for example cost versus effort, impact versus probability).
• Rich pictures
• Using visualization to convey messages (often feelings) in a form that can use
metaphors and humour
• Prioritization with dots
• The use of sticky dots or marker pen dots to quickly vote on a set of options.
Gap analysis
A three-step technique used to describe how something (for example an organization
or a project) can get from one state or situation to another. The first step is to describe
where it is now. Step two describes where it needs to be, and step three describes what
actions need to happen in order to get from the ‘now’ state to the ‘to be’ state.
Brainstorming
A way of generating ideas, which normally involves sticky notes so that all ideas are initially
produced without being affected by other people. Ideas are then discussed, perhaps
grouped and then developed further.
Visioning
Creating shared goals or objectives, often using visualization. Defining the overall ‘why?’
The five whys (repeatedly asking ‘why?’)
A questioning technique to get to the root of a problem or request.
Dr Edward de Bono’s Six Thinking Hats

Notes Notes

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and techniques
and techniques

Module 7
Module 7

In its most simple form the burn-down chart has two lines: a straight line that shows Estimating and planning should be seen as evolutionary when using Agile and not as a
where the ‘ideal’ rate of progress should be (in black on the figure), and a line that is one-off activity.
updated on a regular basis (usually daily) that shows the amount of work done (in purple
on the figure). The work remaining is shown by the end of the purple line. When the Empirical and emergent planning is more likely on managing a product delivery level
purple line is above the black line this means that work is behind schedule. If the purple (lower level planning). For instance, in the case of managing a product delivery where
line is below the black line this means that work is ahead of schedule. timescales and planning horizons are small. The tasks at this planning level will be so
small that feedback in the form of metrics will be frequent and planning will have a
One limitation with burn-down charts is that they assume the amount of work does not relative low margin of error.
change. This is not a significant limitation in most situations (for example, where a 2-week
sprint has been agreed and locked-in/baselined) but if the amount of work is likely to Emergent refers to creating solutions and making decisions in a way that gradually
change, or does change, then this will not be picked up by a burn-down chart easily, and converges on an accurate solution and does not involve much upfront work. For example
therefore a burn-up chart should be used . The purple line shows work completed, which work could be started on a product and then involve the best architecture as the product
can now be used in tandem with the red line showing the total amount of work. The work develops. The alternative would involve doing a lot of work in advance to decide how the
remaining is therefore the difference between the red and purple lines. Any work that product need to be created.
has been added or removed during the time period can now be seen by the red line.
Empirical simply means based on experience.

Notes Notes

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 Agile frameworks, concepts,
Agile frameworks, concepts,

and techniques
and techniques

Module 7
Module 7

The following table shows the possible Agile equivalent and its corresponding estimation Estimating by using relative estimates
approach for each PRINCE plan level. A value point is a relative indication. For instance, digging a hole of 3x3x0.50 takes 2
points. Filling that hole with sand again takes half that time, so 1 point whereas the team
has to decide on the points according to the user story and how many stories they can
produce in a time box. This is called the velocity of the team.

To understand the concepts mentioned above, lets take an example of T-shirt sizing.

T-shirt sizing
This task is a medium task and that task is a large task. In effect you can only say that a large
task is bigger than a medium task. The reason why the numbers increase exponentially
and not linear is because there is more uncertainty as the size of a task increases.

Notes Notes

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Agile frameworks, concepts,
and techniques

Module 7

We should be honest and open, how long will it take in a stand-up meeting, and what are
the core working hours. Different teams and the way they work and act should develop
naturally so that any rules can help but too many rules could have the opposite effect.

This slide outlines the key learning points that were covered in this topic.

Notes

114 PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd.

 Agile frameworks, concepts,
Agile frameworks, concepts,

and techniques
and techniques

Module 7
Module 7

Quiz

Questions: Answers:
1. Which is NOT one of the preparation steps needed for a successful workshop? 1. Which is NOT one of the preparation steps needed for a successful workshop?
A. Planning the logistics including room layout and equipment A. Planning the logistics including room layout and equipment
B. Identifying any required pre-reading to be issued B. Identifying any required pre-reading to be issued
C. Understanding what the workshop is looking to achieve C. Understanding what the workshop is looking to achieve
D. Using brainstorming to generate ideas using sticky notes D. Using brainstorming to generate ideas using sticky notes

Correct. The product owner is also accountable

2. Which Scrum role is accountable for ordering product backlog items? for effective product backlog management,
which includes ordering product backlog
A. Product owner
items and ensuring that the product backlog is
B. Team manager transparent, visible and understood. Ref App H

C. Project manager
D. Developers
2. Which Scrum role is accountable for ordering product backlog items?

3. What is NOT typically included in a user story? A. Product owner

A. The fully defined solution to deliver the requirement B. Team manager

B. The role that will benefit from the requirement C. Project manager
Correct. The product owner is also accountable
C. The effort that is required to deliver the requirement D. Developers for effective product backlog management,
which includes ordering product backlog
D. The business value expected from the requirement items and ensuring that the product backlog is
transparent, visible and understood. Ref App H

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

A. The fully defined solution to deliver the requirement
B. The role that will benefit from the requirement
C. The effort that is required to deliver the requirement
D. The business value expected from the requirement

Correct. A user story is ‘ready’ when it has a

function that does not contain a solution. Ref
25.6.1.7

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Module 8
Agile focus areas
 Agile focus areas
Agile focus areas

Agile focus areas

Module 8

Module 8
These are the syllabus requirements for this section of the course. Flexibility on what is delivered:
• Customers may be unaware of why there is a need to be flexible with what is delivered.
Therefore, training and education may be appropriate
• Are there too many requirements that are ‘musts’? Can they be challenged to see if
the priority is too high?
Level of collaboration:
• Get people together
• Investigate reasons why people may be reluctant to collaborate. Have they been let
down in the past? Political baggage?
Ease of communication:
• Solve any physical gaps
• Use video conferencing
• Relocate the teams
• Improve the use of tactile or low-tech solutions when presenting information
Ability to work iteratively and deliver incrementally:
• Challenge the team to think of partial delivery, what should go in the first release?
• Calculate the value of delivering something early,
• Think about quick wins
• Prototyping
• Get the hardest work out of the way first
Advantageous environmental conditions:
• Would new tools needed?
• Would training help?
• Do third parties need awareness about their role on a project using Agile?
• Can you draw on other people’s experiences?
This slide outlines the key learning points that will be covered in this topic. Acceptance of Agile:
• Would training help?
• Can you direct people to helpful information on your knowledge base about Agile (for
example, the intranet company)?
• Can you get key personnel to help key stakeholders to explain Agile?

Notes Notes

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Agile focus areas

Agile focus areas

Module 8

Module 8
From an estimation point of view (in the form of time, cost or benefits), the margin of PRINCE2 Agile focuses on the following factors for an effective communication:
error at each of these stages could be: • Effective communication Communication problems are often difficult between
• In the pre-project stage, the high-level definitions (less than 10 requirements), also people working on projects. Effective communication is very important when a group
called Boulders, estimating error margin 50 to 100 percent. of people comes together to create something but fundamental to the Agile way of
• In the initiation stage, the medium-level definitions (more than 10 but less than 100) working.
also called Rocks, estimating error margin 20 to 40 percent. • Forms Communication can take many forms such as data, information, knowledge
• In the delivery stage(s), the detail level definitions (possibly more than 100) also called and can be communicated in many ways such as documents, phone calls, video-
Gravel, estimating error margin 10 to 20 percent. conferencing or face-to-face meetings. It can take place between two people or
group of people in one or many situations. It’s vital to choose the most effective and
Using prioritization with over 20 percent could help the delivery team to keep within the productive forms in a project.
time and cost borders. It’s effect in maximizing the amount of work you are not doing • Agile approach to communications A small team working in the same room on a
to hit the dead lines, protect the quality, and respond to changes to provide a more product can be highly effective because the communication is fast and clear. People
accurate product. For example, my new car must start at -20 C and should start between knowing each other or who have worked together for many years can communicate
-20 C and -35 C but could start in temperatures lower that -35 C degrees. effectively but still have misunderstandings, so if a new project team is gathered
to work together on something demanding with lots of uncertainty, communication
problems always exists there. For instance, use the right method in many different
ways such as using written word in the form of documents and emails, using
visualizations in the form of figures, and pictures and verbally using telephone and
verbally face to face meetings. The type and frequency needs to be agreed by the
project management team as well as the level of formality should be recorded in the
communication management approach which could be a formal document or even
an information radiator.
• Difficulties of written word The biggest problem in communication lies in the fact
that people find it relatively difficult to process the large amount of information in the
form of written word (big reports). Often parts are not read or misinterpreted. Try to
avoid the use of email as an important management tool. Face-to-face meetings is
likely to achieve a lot more in a very short span of time.
• Getting the right blend Effective communication needs to be organized and
planned. Make extensive use of workshops, face-to-face meetings, and visualize in
the form of models, prototypes, and information boards.

Notes Notes

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Agile focus areas

Agile focus areas

Module 8

Module 8
• Release early and frequently A fundamental concept of any Agile method is to This slide outlines the key learning points that were covered in this topic.
frequently deliver something of use that enables early delivery of benefits, allows for
feedback, reduces the risk of deliver a wrong product, gives confidence about the
project’s progress, and fosters engagement of the project stakeholders.
• Fit in with the PRINCE2 processes Release planning should be part of the stage
plans and should be synchronized for use in product-based planning.
• Into operational use To benefit from early release the products should be
operational in use. Please note that there may be other factors such as contractual
obligations or the need of other stakeholders, another department or company who
can be responsible for the release.
• Not into operational use There are still many advantages to delivering something
into a staging area before going into operational use. For example, the opportunity
to assess progress and the levels of quality being achieved.

Notes Notes

124 PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. 125
 Quiz

Questions: Answers:
1. How are requirements typically documented during the initiation stage of the project? 1. How are requirements typically documented during the initiation stage of the project?
A. As several hundred detailed user stories relating to product descriptions A. As several hundred detailed user stories relating to product descriptions
Agile focus areas

Agile focus areas

B. Within the range of ten to a hundred product descriptions or epics B. Within the range of ten to a hundred product descriptions or epics
Module 8

Module 8
C. In a maximum of ten outline bullet points in the project product description C. In a maximum of ten outline bullet points in the project product description
D. As ten very detailed user stories relating to project vision objectives D. As ten very detailed user stories relating to project vision objectives

2. Which details about releases are recommended to be included in a project-level plan?

Correct. Requirements at initiation stage
A. Information about the requirements that could be traded should be at intermediate level (possibly more
than 10, but less than 100). They will possibly
B. Dates and what features are intended for delivery
be captured in product descriptions or epics.
C. General acceptance criteria for user stories Ref tab 25.2

D. Product owner and project sponsor responsibilities

2. Which details about releases are recommended to be included in a project-level plan?

3. Which BEST describes the purpose of the Agilometer focus area?? A. Information about the requirements that could be traded
A. To tailor agile so that it can be used with PRINCE2 B. Dates and what features are intended for delivery
B. To help tailor PRINCE2 according to the agility of the environment C. General acceptance criteria for user stories
C. To assess how well a project is using the agile techniques D. Product owner and project sponsor responsibilities
D. To assess which agile techniques are suitable for a project
Release planning needs to be incorporated
into the PRINCE2 plans. A project plan would
need to clearly show how many releases were
expected throughout the project, when they
will take place and what features are intended
to be released. Ref 27.2.1

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

A. To tailor agile so that it can be used with PRINCE2
B. To help tailor PRINCE2 according to the agility of the environment
C. To assess how well a project is using the agile techniques
D. To assess which agile techniques are suitable for a project

Correct. Requirements at initiation stage

should be at intermediate level (possibly more
than 10, but less than 100). They will possibly
be captured in product descriptions or epics.
Ref tab 25.2

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What’s Next
 What’s Next
What’s next

What’s next
General information on the sample papers to be used with this module If you want more practice and would like to bolster your confidence before you take
the live exam, PeopleCert’s Official Mock Exams offer you the opportunity to test your
readiness for the Official Exam with full, timed and marked mock exams and a chance for
you to familiarise yourself with the exam interface.
Ask your training provider for more information or visit: https://www.peoplecert.org/
help-and-support/FAQ#28C88E91C5E64BD59D3D0DE4EEBE5768 for more details.

Exam information about the PRINCE2 Foundation exam.

Notes Notes

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 For greater peace of mind, PeopleCert offers a an exam re-sit option. This course will not be of value to you unless you put a plan into action to use what you
have learned. You are probably, and rightly so, concerned with passing the exam right
now if you have signed up for it. But do take a moment to reflect and plan some quick
What’s next

What’s next
Take2 :
• gives you the chance to retake a demanding exam, future-proofing your chances wins for when you take this back to work. Ask yourself what you have learned that you
against any unexpected setbacks would like to share with others in your organization. Take the time to write down your
• gives you up to six months from the date of the initial exam, ensuring that you have personal commitments as to how you will apply what you have learned when you go back
all the time you need to get ready to work. You will be glad you did.
• allows you to retake an unsuccessful exam at a fixed, attractive rate, at a fraction of
the cost, without having to purchase it again at full price
• allows you to schedule the re-sit exam when it best suits your schedule and take it
from the comfort of your home or office.

Ask your training provider for more information or log in to your PeopleCert account to
purchase.

Notes Notes

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 Register for your exam if you haven’t already. Once you have successfully passed your Because of your enrolment on the PRINCE2 Agile course, you now have three months of
exam, don’t forget to claim your digital badge from MyAxelos. Just log in to your PeopleCert free access to MyAxelos.
On MyAxelos, it is possible to:
What’s next

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demonstrating achievement and certification in the digital age. You can use your digital • access a wide range of PRINCE2 and ProPath content
badge across online platforms including your social media and your email signature to • explore content from the wider Axelos best practice portfolio, including ITIL 4®
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Finally, thanks for spending time learning with us!

Notes Notes

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 Here is your opportunity to give PeopleCert some feedback on the course materials. You
can choose to email PeopleCert team directly or just scan the QR code with your phone
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and complete the survey.

If you have any questions for the instructor, now is the best time to ask them.

Notes

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Appendix
Resources

Candidate syllabus

Sample papers and

answers and rationales

Glossary
 Candidate syllabus 2.2 Question Types
All questions are Objective Test Questions (OTQs), which present four options from which one
option is selected. Distractors (wrong answers) are options that candidates with incomplete
knowledge or skill would be likely to choose. These are generally plausible responses relating to
the assessment criteria being examined. Question styles used within this type are: ‘standard’, ‘list’
1. Introduction (2 correct items), and, as an exception, ‘negative’ standard OTQ.

The purpose of this document is to outline the learning outcomes and assessment criteria of the Example ‘standard’ question: Example ‘missing word’ question:
PRINCE2 Agile® Foundation qualification and the assessment criteria that a candidate is expected
to meet for each learning outcome (with reference to the PRINCE2 Agile Official Book, 2015 What is the purpose of the quality theme? Identify the missing word in the following
edition, 3rd impression). sentence.
A. To do Q
The target audience for this document is: A purpose of the [ ? ] theme is to control any
B. To do P
unacceptable deviations from the project's
Ÿ Candidates and members of the public C. To do R
objectives.
The purpose of the PRINCE2 Agile® Foundation Examination is: D. To do S
A. Change
Ÿ to assess whether the candidate can demonstrate sufficient recall and understanding of
Example ‘list’ question: B. Plans
the PRINCE2 Agile® project management method, as described in the syllabus below, to
C. Progress
be awarded the PRINCE2 Agile® Foundation qualification. (The PRINCE2 Agile® Foundation Which statements about product-based D. Risk
qualification is a prerequisite for the PRINCE2 Agile® Practitioner Examination, which planning are CORRECT?
assesses the ability to apply understanding of the PRINCE2 Agile® project management
method in context.) 1. It does Q. Example ‘negative’ question:
The target audience for this qualification is: 2. It does R.
Which role should NOT be shared with the role
Ÿ Agile professionals, project managers and aspiring project managers who want to be able 3. It does S.
to combine PRINCE2® and Agile in the most effective way when using PRINCE2®, Agile 4. It does T. of project manager
Appendix

Appendix
Resources

Resources
behaviours, concepts, frameworks and techniques. A. Role A
A. 1 and 2 B. Role B
Ÿ Other key delivery team staff, including: product owners, Scrum Masters and developers.
B. 2 and 3 C. Role C
Ÿ Business professionals with an interest in iterative and incremental project delivery
C. 3 and 4 D. Role D
through collaborative working.
D. 1 and 4
No prerequisites are needed to take this examination. NOTE: Two of the list items are correct. NOTE: Negative questions are only used as an
exception, where part of the learning outcome
is to know that something is not done or
2. PRINCE2 Agile Foundation Examination Design should not occur.
2.1 Examination Administration
Please see the sample paper for an example of the exam format and content.
Duration: 1 hour

NOTE: Candidates taking the exam in a language that is not their native or working language may
be awarded 25% extra time, i.e. 75 minutes in total.

Materials permitted: This is a ‘closed book’ examination. No materials other than the
examination materials are permitted.

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 2.3 Scoring Learning Assessment Book Bloom’s No. of Learner
Outcome Criteria Ref. Level marks Workbook
Number of questions: 50
page no.
Marks: Each question is worth 1 mark. There are 50 marks available. (There are no ‘trial’ 1.3 Explain the purpose 17.1.1, BL2 1 92-105
questions.) of the PRINCE2 17.1.2,
There is no negative marking. processes. 18-
• Starting up a 22.1,
Pass mark: 55% or higher – a raw score of 28 marks or above project 4.1.1,
Initiating a 4.1.2,
3. PRINCE2 Agile® Foundation Syllabus •
project 4.2
The tables below give a summary of the concepts that are tested in the exam, and the main parts • Directing a
of the Official Book in which these are described. The book references refer to the section stated, project
but not the subsections within that section, unless stated. • Controlling a
Learning Assessment Book Bloom’s No. of Learner stage
Outcome Criteria Ref. Level marks Workbook • Managing
product delivery
page no.
• Managing a
1. 1.1 Recall the PRINCE2 5.2, BL1 1 28-47 stage boundary
Understand principles: tab 7.1 • Closing a project
key concepts • Continued 1.4 Explain the purpose A.2.1, BL2 1 28-47
relating to business of the following A.3.1,
projects and justifcation PRINCE2 management A.11.1,
PRINCE2 • Learn from products. A.19.1,
experience A.20.1,
• Business case
Appendix

Appendix
• Defined roles A.21.1,
Resources

Resources
(A.2.1)
and A.26.1
• Checkpoint
responsibilities
report (A.3.1)
• Manage by
• Highlight report
stages
(A.11.1)
• Manage by
• Project brief
exception
(A.19.1)
• Focus on
• Project initiation
products
documentation
• Tailor to suit the
(A.20.1)
project
• Project product
environment
description
1.2 Explain the purpose 9-15.1, BL2 1 76-91 (A.21.1)
of the PRINCE2 themes: tab 5.1 • Work package
• Business case (A.26.1)
• Organization 1.5 Explain the Tab BL2 1 28-47
• Quality responsibilities of the B.1
• Plans following PRINCE2
• Risk roles.
• Change
• Project board
• Progress
• Executive
• Senior user
• Senior supplier
• Project manager
• Team manager

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 Learning Assessment Book Bloom’s No. of Learner Learning Assessment Book Bloom’s No. of Learner
Outcome Criteria Ref. Level marks Workbook Outcome Criteria Ref. Level marks Workbook
page no. page no.
2. 2.1 Explain how Ch 1 BL2 1 18-27 3. 3.1 Explain how the tab 7.1 BL2 2 92-105
Understand PRINCE2 Agile is used Understand PRINCE2 priniciples will
key concepts in a project context and how be applied in an agile
relating to explain the difference PRINCE2 context. (tab 7.1)
projects and between projects and principles, • Continued
PRINCE2 business as usual themes, business
Agile (BAU). processes justifcation
2.2 Recall which agile Tab BL1 1 18-27 and • Learn from
ways of working are 2.1 managemen experience
suitable for use with t products • Defined roles
PRINCE2 Agile. are tailored and
and/or responsibilities
• Kanban
applied in an • Manage by
• Lean startup
agile context stages
• Scrum
• Manage by
2.3 Describe the need 3, fig BL2 2 48-57
exception
to ‘blend and weave’ 3.1,
• Focus on
PRINCE2 with agile at 3.1,
products
all levels of a project 3.5,
• Tailor to suit the
(project direction, 3.6, fig
project
project management 3.2,
environment
and product delivery) tab
Appendix

Appendix
3.2 Explain the PRINCE2 7.4.1-5 BL2 2 58-75
Resources

Resources
including the eight 3.4,
guidance points. 4.1.3, Agile behaviours.
4.2.1, • Transparency
4.3.1 • Collaboration
• Rich
2.4 Describe the roles, tab B.2 BL2 1 92-105
communication
responsibilities and
• Self-
competencies of the
organization
PRINCE2 Agile delivery
• Exploration
team.
3.3 Explain the PRINCE2 9-15.3, BL2 7 76-91
• Customer
Agile guidance for each tab
subject matter
theme. 8.1,
expert
• Business case tab
• Customer
• Organization 11.3
representative
• Supplier subject • Quality
matter expert • Plans
• Supplier • Risk
representative • Change
• Progress

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 Learning Assessment Book Bloom’s No. of Learner Learning Assessment Book Bloom’s No. of Learner
Outcome Criteria Ref. Level marks Workbook Outcome Criteria Ref. Level marks Workbook
page no. page no.
3.4 Explain the PRINCE2 Ch16, BL2 4 92-105 3.6 Explain what to fix 6.1, BL2 6 58-75
Agile guidance for each 17- and what to flex, 6.4.1-
process. 22.3, including setting 5, tab
• Starting up a 22.5 tolerances and the five 6.1,
project targets. tab 6.2
• Initiating a • Fix and flex
project tolerances
• Directing a • Be on time and
project hitting deadlines
• Controlling a • Protect the level
stage of quality
• Managing • Embrace change
product delivery • Keep teams
• Managing a stable
stage boundary • Accept that the
• Closing a project customer
3.5 Explain the PRINCE2 tab BL2 1 76-91 doesn’t need
Agile guidance for 23.1, everything
tailoring the following tab 4. 4.1 Recall the definition Glossa BL1 5 76-91
PRINCE2 management 23.2, Understand of the following agile ry,
products. () tab the agile terms. (glossary) 16.4,
Appendix

Appendix
23.3 ways of 25.6.1.
Resources

Resources
• Business case • Backlog (sprint,
• Checkpoint working, key release & 4,
report terms and product) 15.4.2,
• Highlight report techniques. • Benefit (value) 15.4.2.
• Project brief • Epic 1, 2.2
• Project initiation • Information
documentation radiator
• Project product • Spike
description • Stand up
• Work package meeting
• Timebox (sprint,
release)
• Velocity
• Waterfall
methodology

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 Learning Assessment Book Bloom’s No. of Learner
Outcome Criteria Ref. Level marks Workbook
page no.
4.2 Explain key Agile Appen BL2 8 106-125
concepts and dix H,
techniques. 20.4.2,
• Scrum 19.4.1,
• Lean Startup 25.6.1,
(incl. MVP) 25.6.1.
• Retrospectives 7,
• User stories 26.4.1,
(incl. Definition 22.4.1,
of ‘ready’ and 15.4.1,
‘done’) 12.4.1,
• Workshops 12.3.3,
• Burn charts 10.5.3
• Agile Estimation
(points and T-
Shirt sizing)
• Working
Agreements
5. 5.1 Explain the PRINCE2 Ch24,2 BL2 5 126-133
Understand Agile focus areas. 5,26,2
the focus • Agilometer 7
Appendix

Appendix
areas in an
Resources

Resources
• Requirements
agile context • Rich
communication
• Frequent
releases

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 1. Which is a PRINCE2 principle?
Sample Paper 1:
A. Focus on the business need

B. Limit work in progress

C. Start with what you do now

Question Booklet
D. Focus on products
Multiple Choice
Examination Duration: 1 Hour
2. Which is a purpose of the risk theme?

A. To establish mechanisms to control unacceptable deviations from a plan

Instructions
B. To identify, assess and control problems that have occurred
1. You should attempt all 50 questions. Each question is worth one mark.
C. To improve the ability of the project to succeed by controlling uncertainty
2. There is only one correct answer per question.
D. To establish mechanisms to monitor the project's continued viability
3. You need to answer 28 questions correctly to pass the exam.
4. Mark your answers on the answer sheet provided. Use a pencil (NOT pen).
3. Which is a purpose of the 'managing a stage boundary' process?
5. You have 60 minutes to complete this exam.
A. To provide a fixed point to confirm acceptance of the project product
6. This is a ‘closed book’ exam. No material other than the exam paper is allowed
B. To authorize the project manager to proceed to the next management stage

C. To control the link between the project manager and the team manager(s)

D. To provide the project board with information to assess ongoing viability

Appendix

Appendix
Resources

Resources
4. What is the project product description used for during the 'closing a project' process?

1. To validate that acceptance criteria have been achieved.

2. To check that the project has delivered what is expected.

3. To identify lessons learned throughout the project delivery.

4. To validate any benefits that have been realized so far.

A. 1 and 2

B. 2 and 3

C. 3 and 4

D. 1 and 4

150 PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. 151
 5. Which responsibilities are specifically assigned to the team manager? 9. How does PRINCE2 Agile refer to the term 'agile'?

1. Ensuring that the required products are produced appropriately. A. A collection of behaviours, concepts, frameworks and techniques

2. Delivering products within the time, cost and quality tolerances. B. A family of agile methods and widely accepted frameworks

3. Representing the interests of those using the project's products. C. A collection of behaviours, concepts, processes and practices

4. Being accountable for the technical integrity of the whole project. D. A family of iterative techniques and best practice concepts

A. 1 and 2 10. Which TWO statements about the customer representative are CORRECT?

B. 2 and 3 1. They review the project's products when needed.

C. 3 and 4 2. They explain what alternatives there are to satisfy individual requirements.

D. 1 and 4 3. They ensure that work complies with organizational standards.

4. They contribute specific information that may be of use to the project.

6. Which is a typical characteristic of project work?

A. It utilizes an established team A. 1 and 2

B. It has a degree of uncertainty B. 2 and 3

C. It has no end date for the work C. 3 and 4

D. It mostly involves repeatable routine tasks D. 1 and 4

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7. Which statement defines Scrum? 11. Which explains how the 'defined roles and responsibilities' principle is applied in an agile

A. It is a lightweight framework that helps people, teams and organizations generate value context?

through adaptive solutions for complex problems A. It uses product descriptions to allow the project management team to prioritize what is

B. It is a defined set of criteria that is used to determine if a piece of work or collection of being delivered

work items is completed B. It ensures that the minimum viable product is understood by the project management

C. It is a version of the final product which allows the maximum amount of validated team

learning with the least effort C. It allows the project management team to continually learn throughout the project

D. It is a framework which restricts the amount of work in progress in a particular part of the D. It ensures that delivery roles are mapped to the PRINCE2 project management team roles

system at any one time using a pull system

12. How is the 'tailor to suit the project' principle applied in an agile context?

8. Which statement describes PRINCE2, according to the eight guidance points in PRINCE2 Agile? A. By incorporating an agile assessment tool

A. It should be tailored to suit the needs of the project B. By prioritizing and decomposing quality criteria

B. It requires there to be 'big design up front' with linear, sequential delivery C. By allowing tolerances on what has to be delivered

C. It assumes that the project will exclusively deliver IT systems D. By mapping agile roles with PRINCE2 roles

D. Its strength lies in providing techniques for the delivery of products

152 PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. 153
 13. Which statement about the PRINCE2 Agile behaviour 'collaboration' is CORRECT? 17. What is used as contingency on a PRINCE2 Agile project?

A. Visualization is used as it is more effective than words on their own A. Time

B. Openness is required when working in an agile environment B. Cost

C. Frequent iteration and rapid feedback loops are needed C. Features

D. Cooperation is necessary to maximize team productivity D. Risk

14. Which statement explains the PRINCE2 Agile behaviour of 'rich communication'? 18. Which statement about the synchronization between the PRINCE2 project management

A. It allows information to pass freely in a culture of commitment structure and the agile delivery-based roles is CORRECT?

B. It empowers the team that created the plan to own the plan A. It is straightforward because PRINCE2 provides a lot of specific guidance at the delivery

C. It enables agile roles to be mapped with PRINCE2 roles level only

D. It uses learning to help improve the products B. It is straightforward because PRINCE2 provides very little specific guidance at the delivery

level only

15. What would describe a set of criteria used to determine if a piece of work can be started? C. It is straightforward because PRINCE2 provides a lot of specific guidance at every level of

A. Acceptance criteria the project

B. The definition of 'done' D. It is straightforward because PRINCE2 provides very little specific guidance at every level

C. The definition of 'ready' of the project

D. Technical debt
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19. What is the primary source of information, with respect to progress?

16. When tailoring the business case theme, what situation does the approach 'taking a leap of A. Duration of sprints

faith' refer to? B. Updated budgets

A. Where there is a high level of uncertainty and the business case is developed very slowly C. Delivery of products

so that assumptions can be carefully tested D. Flexible resources

B. Where there is a high level of uncertainty and the business case is developed very quickly

so that assumptions can be tested rapidly 20. In terms of risk, what BEST describes the agile way of working?

C. Where there is a high level of uncertainty and the business case is not developed with any A. It has its own risks

level of confidence B. It has more risk

D. Where there is a high level of uncertainty and the business case is developed very quickly C. It involves minimal risk

without any assumptions D. It removes risk

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 21. In which situation should an empowered self-organizing team, working at the delivery level, 26. Which statements about the typical tailoring of a project product description in an agile

be free to handle change dynamically? environment are CORRECT?

A. Only when the change is approved by the change authority 1. It should be produced collaboratively with the wider project management team as part of

B. When the change is at the detailed level and is within defined tolerances a workshop.

C. Only when the change is approved by the project manager 2. It should focus on how the end product of the project will deliver the desired outcomes.

D. When the change is at the detailed level and is outside defined tolerances 3. It should focus on how the benefits will be enabled through iterative development.

4. It should define the techniques to be used to accommodate the agile ways of

22. Which should take place within the 'controlling a stage' process? communicating.

A. A team plan is created by the delivery team

B. Work is assigned to specific team members A. 1 and 2

C. Sets of features are delivered in timeboxes B. 2 and 3

D. The work package is accepted by the team manager C. 3 and 4

D. 1 and 4

23. After the 'starting up a project' process, in which process is the Agilometer FIRST used?

A. Controlling a stage 27. Which statement explains the setting of the benefit tolerance for a project in an agile context?

B. Managing a stage boundary A. Every benefit tolerance should be defined as fixed at zero

C. Managing product delivery B. Benefit tolerance should be defined, taking into account the 'minimum viability'
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D. Initiating a project C. Every benefit tolerance should be defined by project assurance

D. Benefit tolerance should be defined as flexible for the 'minimum viability'

24. What is the focus of the regular reports that are received by the project board?

A. Off-specifications that have been raised 28. Which statement about the 'embrace change' target is CORRECT?

B. Cost overruns that have been incurred A. It ensures that the level of quality is protected

C. The amount of work being delivered B. It is achieved by ensuring that all features are delivered

D. Time delays that have been experienced C. It is achieved by setting the project baseline at the correct level

D. It gives confidence on the progress of the project

25. Which is the BEST way to close a PRINCE2 Agile project?

A. By organizing a big review of the incremental releases delivered throughout the project 29. Which statement explains the target 'keep teams stable' for flexible delivery?

B. By demonstrating the final product as a surprise to the customer A. It handles change by trading requirements of a similar size

C. By holding a workshop to review the final release with key stakeholders B. It allows the project to deliver early realization of benefits

D. By starting to create training and technical documentation at the end of the project C. It helps with planning dependencies between projects

D. It avoids the use of extra resources to improve progress within a sprint

156 PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. 157
 30. Which statement explains the target 'be on time and hit deadlines' for flexible delivery? 35. What is timeboxing?

A. It recommends the later phase should be compressed A. An agile behavior

B. It reduces the likelihood of cost overruns when resources are fixed B. An agile technique

C. It leads to lower cost of ownership throughout the life of the product C. An agile method

D. It allows for the delivery of a more accurate final product D. An agile value

31. Which statement about the 'accept that the customer doesn't need everything' target is 36. Which is a CORRECT statement with reference to epics?

CORRECT? A. They are in effect 'super-user stories'

A. It is achieved by avoiding unnecessary detail early on B. They are also called technical user stories

B. It requires a formal change control process C. They are at the top of the product backlog

C. It is achieved by providing incomplete documentation D. They are sufficiently understood requirements

D. It states that features are the safest area to compromise on

37. Which describes an information radiator?

32. Which statement about the 'protect the level of quality' target is CORRECT? A. A primary means of displaying progress on a wall for everyone on a project

A. It allows change to be handled dynamically B. A primary means of reducing uncertainty from a technical viewpoint

B. It delivers the early realization of benefits C. A primary means of inspecting and adapting working practices

C. It helps engagement with the user community D. A primary means of demonstrating a release to key stakeholders
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D. It sets the project baseline at the correct level

38. Which does NOT describe a Scrum team?

33. Which term defines the complete list of new features for a project? A. It should be a manageable size to ensure efficient coordination of team communication

A. Product backlog B. It should be empowered to create a valuable, useful increment every sprint

B. Baseline C. It should be cross-functional, with all the skills necessary to create value each sprint

C. Product description D. It should include specialist team members who are accountable individually for the

D. Acceptance criteria development

34. Which agile term has a similar meaning to the term 'benefits' in PRINCE2? 39. How should a workshop ideally be run?

A. Velocity A. Using a neutral facilitator who has no stake in the outcome

B. Value B. As an unstructured event whenever the need arises

C. Acceptance criteria C. Using an agenda that was prepared for a previous workshop

D. Vision D. As a workshop controlled by individuals with strong opinions

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 40. What is used to display the progress of a delivery team using lines plotted on a graph? 44. How should the delivery team's working agreements be created?

A. A Kanban board A. By team members collectively developing team guidelines

B. A burn chart B. With the approval of the team guidelines from the project manager

C. A sprint backlog C. With the approval of the team guidelines from the team manager

D. A user story D. By adopting team guidelines used by other teams without discussion

41. Why should Lean Startup be applied to a PRINCE2 project? 45. How is a user story typically recorded?

A. To understand the customer's needs as quickly as possible, even though they may not A. As an opportunity that may benefit the project

know what they need themselves B. As a change that should be handled dynamically

B. To document the business justification for a project so that the project board can give its C. As a <system>, I want to <function>, so that <benefit>

approval to the project D. As a <role>, I want to <function>, so that <benefit>

C. To utilize defined processes, roles and guiding principles to deliver products

incrementally throughout the project 46. What is indicated if a slider score on the Agilometer is lower than its score on the previous

D. To 'start with what you do now' and defer commitment to work in order to reduce lead assessment?

times A. Less control or oversight of that area is needed

B. More risk management of that area is needed

42. What is the recommended way to prepare agile estimates? C. Less agile techniques should be applied
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A. Using actual estimates of historical work completed by a different team D. More Agilometer sliders should be monitored

B. Using comparative estimates from similar work on a previous project

C. Using relative estimates of effort points using the knowledge of the whole team 47. Which slider in the Agilometer would be MOST impacted by how closely the project's

D. Using estimates of the actual time that is forecast to be used in delivering a user story participants are located?

A. Flexibility on what is delivered

43. Which is a purpose of a retrospective? B. Ability to work iteratively and deliver incrementally

A. To review a product that has just been released and make changes to the product C. Ease of communication

backlog D. Acceptance of agile

B. To agree a plan of activities for the delivery team for the next 24 hours

C. To collaboratively agree the work to be completed during the next sprint 48. Who should be involved in establishing release plans?

D. To make improvements by reflecting on how well a team worked together in the previous A. The customer, the project board, the project manager and the delivery team

sprint B. The agile coach, the project board, the project manager and the delivery team

C. The customer, the project board, the project manager and a facilitator

D. The customer, the project manager, the delivery team and the Scrum Master

160 PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. 161
 49. Which is an objective of the rich communication focus area?

A. To replace documentation with verbal communication

B. To use as many communication channels as possible

C. To reduce the influence of dominant team members

D. To enable team members to work more effectively

50. Which factor defines whether MoSCoW or an 'ordering' approach to requirements

prioritization should be followed?

A. The skill set and experience of the delivery team

B. The balance between functional and non-functional requirements

C. The total number of requirements to be prioritized

D. The requirement of the natural grouping of dependencies

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 Q A Syllabus Ref Rationale
Sample Paper 1: Answers and Rationales 4 A 1.4f A. Correct.
Q A Syllabus Ref Rationale (1) The project product description is a special form of
1 D 1.1f A. Incorrect. ‘Focus on the business need’ is a principle of the product description that defines what the project must
Dynamic Systems Development Method (DSDM); it is not a deliver in order to gain acceptance. It is used by the
PRINCE2 principle. Ref E.6, tab 7.1 'closing a project' process as part of the verification that
B. Incorrect. ‘Limit WIP’ is a core practice of the Kanban the acceptance criteria have been met. Ref A.21.1
Method; it is not a PRINCE2 principle. Ref E.7, tab 7.1 (2) The project product description is a special form of
C. Incorrect. ‘Start with what you do now’ is a foundation product description that defines what the project must
principle of the Kanban Method; it is not a PRINCE2 principle. deliver in order to gain acceptance. It is used by the
Ref E.7, tab 7.1 'closing a project' process as part of the verification that
D. Correct. 'Focus on products' is a PRINCE2 principle. Ref the project has delivered what was expected of it. Ref
tab 7.1 A.21.1
2 C 1.2e A. Incorrect. The purpose of the progress theme is to B, C, D. Incorrect
establish mechanisms to monitor and compare actual (3) The purpose of the lessons report is to provoke action so
achievements against those planned; provide a forecast for that the positive lessons become embedded in the
the project objectives and the project’s continual viability; and organization’s way of working, and that the organization is
control any unacceptable deviations. Ref tab 5.1 able to avoid any negative lessons on future projects. Ref
B. Incorrect. The purpose of the change theme is to identify, A.15.1
assess and control any potential and approved changes to (4) The business case is reviewed and updated at the end of
the baseline. Ref tab 5.1 the project by the 'closing a project' process. Ref A.2.1
C. Correct. The purpose of the risk theme is to identify, 5 A 1.5f A. Correct.
assess and control uncertainty and as a result, improve (1) The team manager’s prime responsibility is to ensure
the ability of the project to succeed. Ref tab 5.1 production of those products defined by the project
D. Incorrect. The purpose of the progress theme is to manager to an appropriate quality, in a set timescale and
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establish mechanisms to monitor and compare actual at a cost acceptable to the project board. The team
achievements against those planned; provide a forecast for manager role reports to, and takes direction from, the
the project objectives and the project’s continual viability; and project manager. Ref tab B.1
control any unacceptable deviations. Ref tab 5.1 (2) The team manager’s prime responsibility is to ensure
3 D 1.3f A. Incorrect. The purpose of the 'closing a project' process is production of those products defined by the project
to provide a fixed point at which acceptance for the project manager to an appropriate quality, in a set timescale and
product is confirmed. Ref 22.1 at a cost acceptable to the project board. The team
B. Incorrect. The purpose of the 'directing a project' process is manager role reports to, and takes direction from, the
to enable the project board to be accountable for the project manager. Ref tab B.1
project’s success by making key decisions. This includes the B, C, D. Incorrect.
authorization of the stage plan and to proceed with the next (3) The senor user role represents the interests of all those
stage. Ref 18.1, fig 18.1 who will use the project’s products (including operations and
C. Incorrect. The purpose of the 'managing product delivery' maintenance), those for whom the products will achieve an
process is to control the link between the project manager objective or those who will use the products to deliver
and the team manager(s), by placing requirements on benefits. Ref tab B.1
accepting, executing and delivering project work. Ref 20.1 (4) This senior supplier role is accountable for the quality of
D. Correct. The purpose of the 'managing a stage products delivered by the supplier(s) and is responsible for
boundary' process is to enable the project board to be the technical integrity of the project. Ref tab B.1
provided with sufficient information by the project 6 B 2.1a A. Incorrect. BAU uses a stable team, whereas a team is
manager so that it can review the success of the current created for project work. Ref tab 1.1
stage, approve the next stage plan, review the updated B. Correct. Having a degree of uncertainty is a
project plan, and confirm continued business characteristic of project work. Ref tab 1.1
justification and acceptability of the risks. Ref 21.1 C. Incorrect. BAU is ongoing work, whereas project work is
temporary. Ref tab 1.1
D. Incorrect. BAU involves routine work, whereas project work
is difficult. Ref tab 1.1

164 PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. 165
 Q A Syllabus Ref Rationale Q A Syllabus Ref Rationale
7 A 2.2c A. Correct. Scrum is a lightweight framework that helps 10 D 2.4b D. Correct.
people, teams and organizations generate value through (1) This is correct because the customer representative
adaptive solutions for complex problems. Ref tab 2.1 provides support to review the project's products. Ref tab
B. Incorrect. The definition of 'done’ is a set of criteria that is B.2
used to determine if a piece of work or collection of work (4) This is correct because the customer representative
items is completed. Ref glossary contributes specific information that may be of use to
C. Incorrect. A minimum viable product is a version of the the project. Ref tab B.2
final product which allows the maximum amount of validated A, B, C. Incorrect.
learning with the least effort. Ref glossary (2) This is incorrect because the supplier subject matter
D. Incorrect. Work-in-progress (WIP) limit is a constraint on expert explains what alternatives there are to satisfy
the amount of WIP allowed in a given part of the system at individual requirements. Ref tab B.2
any one time. It creates the concept of a pull system. Ref (3) This is incorrect because the supplier subject matter
glossary expert ensures that work complies with organizational
8 A 2.3a A. Correct. PRINCE2 is suitable for any style of project and standards. Ref tab B.2
is not a ‘traditional’ project management approach as is 11 D 3.1c A. Incorrect. 'Focus on products' uses product descriptions to
typically contrasted to agile. PRINCE2 just needs to be prioritize and flex what is delivered, not 'defined roles and
tailored to suit any given project. Ref 3.6, tab 3.4 responsibilities'. Ref tab 7.1
B. Incorrect. PRINCE2 allows for any style of working, such as B. Incorrect. 'Continued business justification' ensures that
with environments that involve high levels of informality, the rationale behind creating a minimum viable product is
collaboration and trust. It should be understood that PRINCE2 understood by the project management team, not 'defined
should not be thought of as a ‘traditional project roles and responsibilities'. Ref tab 7.1
management approach’ in the stereotypical sense of being C. Incorrect. 'Learn from experience' provides techniques to
predominantly ‘Waterfall’, ‘big design up front’, ‘bureaucratic’ allow the project team to continually learn throughout the
and using a ‘command and control’ culture. Ref 3.6 project, not 'defined roles and responsibilities'. Ref tab 7.1
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C. Incorrect. PRINCE2 is suitable for any style of project and is D. Correct. The 'defined roles and responsibilities'
not a ‘traditional’ project management approach as is principle ensures that customer teams are clear about
typically contrasted to agile. Most of the heritage and thinking who will be the senior user and who will be the product
behind agile has come from IT and software development, owner. Mapping and merging delivery and PRINCE2 roles.
but PRINCE2 Agile does not assume an IT context – although Ref tab 7.1
it can be used in an IT context, it is not an IT framework or an 12 A 3.1g A. Correct. The 'tailor to suit the project' principle uses
IT method. Ref 3.6 the Agilometer to assess risks such as how easy is
D. Incorrect. The strength of PRINCE2 lies in the areas of communication. Ref tab 7.1
project direction and project management. However, it B. Incorrect. The 'focus on products' principle prioritizes and
provides little focus on the field of product delivery. Ref 3 decomposes quality criteria, not the 'tailor to suit the project'
9 A 2.3a A. Correct. The term ‘agile’ refers to a family of principle. Ref tab 7.1
behaviours, concepts, frameworks and techniques. Ref C. Incorrect. The 'manage by exception' principle allows
tab 3.4 tolerances on what has to be delivered, not the 'tailor to suit
B. Incorrect. The term ‘agile’ refers to a family of behaviours, the project' principle. Ref tab 7.1
concepts, frameworks and techniques. Behaviours and D. Incorrect. The 'defined roles and responsibilities' principle,
frameworks are needed too. Ref tab 3.4 not the 'tailor to suit the project' principle, maps agile roles
C. Incorrect. The term ‘agile’ refers to a family of behaviours, with PRINCE2 roles. Ref tab 7.1
concepts, frameworks and techniques. It does not include
processes. Ref tab 3.4
D. Incorrect. The term ‘agile’ refers to a family of behaviours,
concepts, frameworks and techniques. Behaviours and
concepts are needed too. Ref tab 3.4

166 PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. 167
 Q A Syllabus Ref Rationale Q A Syllabus Ref Rationale
13 D 3.2b A. Incorrect. 'Rich communication' states that visualization is 17 C 3.3d A. Incorrect. When using PRINCE2 in an agile context it is
more effective than words on their own, not 'collaboration'. important to plan around features and groups of features.
Ref 7.4.3 Due to the primary focus of agile being based on flexing what
B. Incorrect. 'Transparency' states that openness is essential, is being delivered features expressed in the form of
not 'collaboration'. Ref 7.4.1 requirements or user stories represent the contingency on a
C. Incorrect. 'Exploration', not 'collaboration', states frequent project when combining PRINCE2 with agile. Time is not used
iteration and rapid feedback loops provide an opportunity to as contingency as it is fixed - one of the five targets is to ‘be
learn. Ref 7.4.5 on time and hit deadlines’. Ref 12.3.4, 6.4.1
D. Correct. 'Collaboration' means that the team is greater B. Incorrect. When using PRINCE2 in an agile context it is
than the sum of its parts. People working together and important to plan around features and groups of features.
providing cover is necessary to maximize team Due to the primary focus of agile being based on flexing what
productivity. Ref 7.4.2 is being delivered (see Chapter 6) features expressed in the
14 A 3.2.c A. Correct. 'Rich communication' allows information to form of requirements or user stories represent the
pass freely in a culture of commitment. Ref 7.4.3 contingency on a project when combining PRINCE2 with agile.
B. Incorrect. 'Self-organization' empowers the team that Cost tolerance is set to zero - this ensures that the target of
created the plan to own it, not ‘rich communication’. Ref 7.4.4 ‘keeping teams stable’ is met. Ref 12.3.4, 6.4.4
C. Incorrect. The 'defined roles and responsibilities' principle C. Correct. When using PRINCE2 in an agile context it is
enables agile roles to be mapped with PRINCE2 roles, not ‘rich important to plan around features and groups of
communication’. Ref tab 7.1 features. Due to the primary focus of agile being based
D. Incorrect. 'Exploration', not 'rich communication', states on flexing what is being delivered (see Chapter 6)
that learning helps to improve the products. Ref 7.4.5 features expressed in the form of requirements or user
15 C 3.3c A. Incorrect. An acceptance criteria is a prioritized list of stories represent the contingency on a project when
criteria that the project product must meet before the combining PRINCE2 with agile. Conversely, time and cost
customer will accept it. Ref glossary are not used as contingency and are therefore likely to
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B. Incorrect. The definition of 'done' is a list of criteria to remain stable. Ref 12.3.4
determine if work has been completed. Ref tab 11.2 D. Incorrect. When using PRINCE2 in an agile context it is
C. Correct. The definition of 'ready' is a list of criteria to important to plan around features and groups of features.
determine if work can be started. Ref tab 11.2 Due to the primary focus of agile being based on flexing what
D. Incorrect. Technical debt is debt that should be thought of is being delivered (see Chapter 6) features expressed in the
as work that needs to be done before a particular job can be form of requirements or user stories represent the
considered complete. Ref tab 11.2 contingency on a project when combining PRINCE2 with agile.
16 B 3.3a A. Incorrect. Where there is a high level of uncertainty the Risk is not used as contingency. Much of the agile way of
business case should be developed very quickly and the working has been created to address the many risks
assumptions tested rapidly. This approach could be associated with Waterfall projects – for example, avoiding
described as ‘taking a leap of faith’. Ref tab 8.1 detailed specifications at the early stages because the details
B. Correct. Where there is a high level of uncertainty the may change, or delivering early and often to highlight
business case should be developed very quickly and the misunderstandings. Although the agile way of working may
assumptions tested rapidly. This approach could be reduce many common risks (which is one of the reasons for
described as ‘taking a leap of faith’. Ref tab 8.1 its growth in popularity) it does have risk areas of its own. Ref
C. Incorrect. Where there is a high level of uncertainty the 12.3.4, 13.3.3
business case should be developed very quickly and the
assumptions tested rapidly. This approach could be
described as ‘taking a leap of faith’. It would be unwise to go
forward with a project that did not have any level of
confidence in the business case. Ref tab 8.1
D. Incorrect. Where there is a high level of uncertainty the
business case should be developed very quickly and the
assumptions tested rapidly. This approach could be
described as ‘taking a leap of faith’. It would be unwise to go
forward with a project without testing any of the assumptions
about the business case. Ref tab 8.1

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 Q A Syllabus Ref Rationale Q A Syllabus Ref Rationale
18 B 3.3b A. Incorrect. In simple terms the synchronization between 20 A 3.3e A. Correct. Although the agile way of working may reduce
these two is quite straightforward in that PRINCE2 provides many common risks (which is one of the reasons for its
very little specific guidance at the delivery/technical level. Ref growth in popularity) it does have risk areas of its own.
10.3 Ref 13.3.3
B. Correct. In simple terms the synchronization between B. Incorrect. Although the agile way of working may reduce
these two is quite straightforward in that PRINCE2 many common risks it does have risk areas of its own. It is
provides very little specific guidance at the not fair to make the general comment that it is more risky -
delivery/technical level. Ref 10.3 this would vary depending on the situation. Ref 13.3.3
C. Incorrect. In simple terms the synchronization between C. Incorrect. Although the agile way of working may reduce
these two is quite straightforward in that PRINCE2 provides many common risks it does have risk areas of its own. It is
very little specific guidance at the delivery/technical level. not fair to make the general comment that it involves minimal
However, it does provide a lot of guidance at the project risk - this would be unusual and would vary depending on the
management and project direction level. Ref 10.3 situation. Ref 13.3.3
D. Incorrect. In simple terms the synchronization between D. Incorrect. Although the agile way of working may reduce
these two is quite straightforward in that PRINCE2 provides many common risks it does have risk areas of its own. It is
very little specific guidance at the delivery/technical level. dangerous to assume that it removes risk altogether because
However, it does provide a lot of guidance at the project it does not. Ref 13.3.3
management level. Ref 10.3 21 B 3.3f A. Incorrect. Generally speaking, an empowered self-
19 C 3.3g A. Incorrect. The frequent delivery of products that meet the organizing team working at the delivery level should be free
appropriate acceptance criteria/quality criteria is the primary to handle change quite dynamically as long as that change is
source of information with respect to progress and provides at the detailed level and is within defined tolerances. The
the basis for forecasting future progress. This is as opposed change authority does not need to approve it because it is
to tracking time (in the form of sprints) and cost, which are detailed, however a significant change that may impact
not suitable as a measure of a project’s progress. Ref tab 8.1 baselines set up at the stage or project level may need to be
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B. Incorrect. The frequent delivery of products that meet the escalated to the project board or change authority. Ref 14.3.3
appropriate acceptance criteria/quality criteria is the primary B. Correct. Generally speaking, an empowered self-
source of information with respect to progress and provides organizing team working at the delivery level should be
the basis for forecasting future progress. This is as opposed free to handle change quite dynamically as long as that
to tracking time and cost (budgets), which are not suitable as change is at the detailed level and is within defined
a measure of a project’s progress. Ref tab 8.1 tolerances. Ref 14.3.3
C. Correct. The frequent delivery of products that meet C. Incorrect. Generally speaking, an empowered self-
the appropriate acceptance criteria/quality criteria is the organizing team working at the delivery level should be free
primary source of information with respect to progress to handle change quite dynamically as long as that change is
and provides the basis for forecasting future progress. at the detailed level and is within defined tolerances. The
Ref tab 8.1 project manager does not need to approve it because it is
D. Incorrect. The frequent delivery of products that meet the detailed, however a significant change that may impact
appropriate acceptance criteria/quality criteria is the primary baselines set up at the stage or project level may need to be
source of information with respect to progress and provides escalated to the project board or change authority. Ref 14.3.3
the basis for forecasting future progress. This is as opposed D. Incorrect. Generally speaking, an empowered self-
to tracking time and cost (often associated with resources), organizing team working at the delivery level should be free
which are not suitable as a measure of a project’s progress. to handle change quite dynamically as long as that change is
Ref tab 8.1 at the detailed level and is within defined tolerances. If it is
outside tolerances, then this would not be acceptable. Ref
14.3.3

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 Q A Syllabus Ref Rationale Q A Syllabus Ref Rationale
22 C 3.4d A. Incorrect. The team plan is created as part of the 25 C 3.4g A. Incorrect. Closure workshops may include a review of the
‘managing product delivery’ process, not the ‘controlling a final release but it is not a 'big event' due to some releases
stage’ process. Ref tab 20.1 already happening throughout the project. User acceptance
B. Incorrect. At the delivery level, team members typically testing will be happening regularly throughout the project.
select the next piece of work to be done based on the order Ref 22.4.1, 22.3
decided by the customer subject matter expert (SME) who is B. Incorrect. A final product demo would be part of the
in the delivery team (such as a product owner). As a result, closure workshop but it will not come as a surprise to the
work is not typically assigned to specific team members. Ref customer due to the constant customer involvement
19.3.2 throughout the project, resulting in transparency. Ref 22.4.1
C. Correct. Stages are likely to be made up of timeboxes C. Correct. Project closure may take a form of a workshop
(e.g. one or more releases, containing one or more where the original baseline is checked in relation to the
sprints), with the focus being on delivering sets of final outputs and outcomes of the project, and
features, ideally into operational use. Ref 19.3.1 preparation for closure authorization can take place. This
D. Incorrect. Work packages are accepted by the team may include a review of the final release. Ref 22.3
manager in the ‘managing product delivery’ process, not the D. Incorrect. Training and technical documentation would be
‘controlling a stage’ process. Ref tab 20.1, 20.3.1 finalized as part of closing a project, as it would have been
23 D 3.4b A. Incorrect. As part of the two processes 'starting up a created iteratively and incrementally throughout the project.
project' and 'initiating a project', the suitability of using agile Ref 22.3
needs to be assessed. This is assessed using the Agilometer. 26 A 3.5f A. Correct.
Ref 17.3 (1) A project product description may be created as part
B. Incorrect. As part of the two processes 'starting up a of a workshop. Ref tab 23.1
project' and 'initiating a project', the suitability of using agile (2) A project product description is likely to focus on
needs to be assessed. This is assessed using the Agilometer. defining a product with a close link to the desired
Ref 17.3 outcome in preference to just defining a solution. Ref tab
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C. Incorrect. As part of the two processes 'starting up a 23.1
project' and 'initiating a project', the suitability of using agile B, C, D. Incorrect.
needs to be assessed. This is assessed using the Agilometer. (3) In the benefits management approach there is likely to be
Ref 17.3 an emphasis on how frequent releases have been planned in
D. Correct. As part of the two processes 'starting up a order to enable benefits during the course of the project. Ref
project' and 'initiating a project', the suitability of using tab 23.1
agile needs to be assessed. This is assessed using the (4) The communication management approach needs to
Agilometer. Ref 17.3 clearly define the approach regarding common agile
24 C 3.4c A. Incorrect. PRINCE2 Agile is built upon the concept of flexing techniques used to communicate. Ref tab 23.1
or prioritizing what is delivered. In terms of progress
reporting the project board should expect there to be more
emphasis placed on the amount being delivered. Ref 6.1, 18.3
B. Incorrect. PRINCE2 Agile is built upon the concept of flexing
or prioritizing what is delivered. In terms of progress
reporting the project board should expect there to be more
emphasis placed on the amount being delivered. Ref 6.1, 18.3
C. Correct. In terms of progress reporting the project
board should expect there to be more emphasis placed
on the amount being delivered. Ref 18.3
D. Incorrect. PRINCE2 Agile is built upon the concept of
flexing or prioritizing what is delivered. In terms of progress
reporting the project board should expect there to be more
emphasis placed on the amount being delivered. Ref 6.1, 18.3

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 Q A Syllabus Ref Rationale Q A Syllabus Ref Rationale
27 B 3.6a A. Incorrect. Benefit tolerance can fix or flex. Zero tolerance 30 B 3.6b A. Incorrect. The 'protect the level of quality' target protects
for the level that is defined as 'minimum viability' in the the project from compressing later phase to deliver on time,
business case. Tolerance may be used above the level that is not be on time and hit deadlines. Ref 6.4.2
defined as the 'minimum viability' in the business case. Ref B. Correct. The 'be on time and hit deadlines' target
tab 6.1 reduces the likelihood of cost overruns when resources
B. Correct. Benefit tolerance can fix or flex. Zero are fixed. Ref 6.4.1
tolerance for the level that is defined as 'minimum C. Incorrect. It is the 'protect the level of quality' target, not
viability' in the business case. Tolerance may be used the 'be on time and hit deadlines’ target, that leads to lower
above the level that is defined as the 'minimum viability' cost of ownership throughout the product life. Ref 6.4.2
in the business case. Ref tab 6.1 D. Incorrect. It is the 'embrace change' target, not the 'be on
C. Incorrect. Benefit tolerance can fix or flex. Zero tolerance time and hit deadlines' target, that allows for the delivery of a
for the level that is defined as 'minimum viability' in the more accurate final product. Ref 6.4.3
business case. Tolerance may be used above the level that is 31 D 3.6f A. Incorrect. It is the 'embrace change' target, not the ‘accept
defined as the 'minimum viability' in the business case. Ref that the customer doesn't need everything’ target, that avoids
tab 6.1 unnecessary detail early on. Ref 6.4.3
D. Incorrect. Benefit tolerance can fix or flex. Zero tolerance B. Incorrect. It is the 'embrace change' target, not the ‘accept
for the level that is defined as 'minimum viability' in the that the customer doesn't need everything’ target, that
business case. Tolerance may be used above the level that is requires a formal change control process. Ref 6.4.3
defined as the 'minimum viability' in the business case. Ref C. Incorrect. The 'protect the level of quality' target states that
tab 6.1 incomplete documentation can compromise the level of
28 C 3.6d A. Incorrect. It is the 'protect the level of quality' target, not quality. The 'accept that the customer doesn't need
the 'embrace change' target, that ensures that the level of everything' target is not achieved by providing incomplete
quality is protected. Ref 6.4.2 documentation; it is achieved by reducing the lower priority
B. Incorrect. It is the 'accept that the customer does not need features delivered. Ref 6.4.2, 6.4.5
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everything' target, not the 'embrace change' target, that does D. Correct. The 'accept that the customer doesn't need
not delay the project delivering features of low value. Ref everything' target states that features are the safest
6.4.5 area in which to compromise. Ref 6.4.5, tab 6.2
C. Correct. The 'embrace change' target is achieved by 32 C 3.6c A. Incorrect. It is the 'embrace change' target, not the 'protect
setting the project baseline at the correct level. Ref 6.4.3 the level of quality' target, that allows change to be handled
D. Incorrect. It is the 'be on time and hitting deadlines' target, dynamically. Ref 6.4.3
not the 'embrace change' target, that gives confidence on the B. Incorrect. It is the 'be on time and hitting deadlines' target,
progress of the project. Ref 6.4.1, tab 6.2 not the 'protect the level of quality' target, that delivers early
29 D 3.6e A. Incorrect. It is the 'embrace change' target, not the 'keep benefit realization. Ref 6.4.1
teams stable' target, that accepts that not everything that is C. Correct. The 'protect the level of quality' target leads
defined must be delivered. Ref 6.4.5 to engagement with the user community. Ref 6.4.2
B. Incorrect. It is the 'be on time and hit deadlines' target, not D. Incorrect. It is the 'embrace change' target, not the 'protect
the 'keep teams stable' target, that allows the project to the level of quality' target, that sets the project baseline at the
deliver early realization of benefits. Ref 6.4.1 correct level. Ref 6.4.3
C. Incorrect. It is the 'be on time and hit deadlines' target, not
the 'keep teams stable' target, that helps with planning. Ref
6.4.1
D. Correct. The 'keep teams stable' target does avoid the
use of extra people to improve progress within a sprint.
Ref 6.4.4, tab 6.2

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 Q A Syllabus Ref Rationale Q A Syllabus Ref Rationale
33 A 4.1a A. Correct. The prioritized list of new features for a 36 A 4.1c A. Correct. Initial customer requirements can initially be
product is called the product backlog or just a backlog. It quite large or vague. This has given rise to a different
may be made up of user stories which are structured in a type of user story known as an epic. In effect this is a
way that describes who wants the feature and why. As a high-level or ‘super-user’ story that will over time be
generic term, it can also be associated with a stage, a broken down into user stories at a level of granularity
release or a sprint representing the list of product that the delivery teams can work on. Ref 25.6.1.4,
features expected to be delivered at the end of the glossary
respective timebox. Ref 19.3.3, glossary B. Incorrect. Technical or non-functional stories describe how
B. Incorrect. The baseline is a reference level against which an a product works in terms of such things as performance or
entity is monitored and controlled. Ref glossary speed. Ref 25.6.1.8
C. Incorrect. Product descriptions can be used C. Incorrect. Epics can appear on a product backlog but they
interchangeably with user stories and can be product backlog would not appear towards the top, as they would not be
items. However, they do not contain a complete list of written in sufficient detail. Ref 25.6.1.4
requirements for the entire project. They contain a D. Incorrect. Epic is a high-level definition of a requirement
description of the product’s purpose, composition, derivation that has not yet been sufficiently refined or understood.
and quality criteria. It is produced at planning time, as soon Eventually, it will be refined and broken down into several
as possible after the need for the product is identified. Ref user stories/requirements. Ref glossary
glossary, tab 23.1 37 A 4.1d A. Correct. Information radiator is a general term used to
D. Incorrect. Acceptance criteria are a prioritized list of criteria describe the use of walls or boards containing
that the project product must meet before the customer will information that can be readily accessed by people
accept it, i.e. measurable definitions of the attributes working on the project. It can contain any information,
required for the set of products to be acceptable to key although it would typically show such things as work to
stakeholders (PRINCE2 definition). The term is commonly do and how work is progressing. Ref glossary
used in agile for assessing whether a user story has been B. Incorrect. A spike/spiking is a temporary piece of work
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completed. Ref glossary used to understand more about a given situation. It may take
34 B 4.1b A. Incorrect. Velocity is a description of the rate of progress a the form of a prototype or some research and is often used
team is making. For example, if a team is completing 20 user to reduce uncertainty from a technical or customer viewpoint.
stories per week then this is their velocity and it can be used Experiments are similar. Ref glossary
to empirically forecast their future rate of progress (assuming C. Incorrect. Retrospectives are regular events that look at
that the conditions remain the same). Ref glossary how the process of doing work can be improved. In keeping
B. Correct. Value is defined as the benefits delivered in with the agile concept of ‘inspect and adapt’, these events
proportion to the resources put into acquiring them. help teams to continually improve their working practices,
Agile usually refers to ‘value’ whereas PRINCE2 usually little by little, over time. An information radiator can simply
refers to ‘benefits’. Although not precisely the same thing display the team's working practices but is not primarily used
the terms are often interchangeable. Ref 9.4.1, glossary to inspect and adapt them. Ref glossary
C. Incorrect. The acceptance criteria is a prioritized list of D. Incorrect. A review and an optional demo at the end of a
criteria that the project product must meet before the sprint or a release provide the opportunity to discuss planned
customer will accept it, i.e. measurable definitions of the features which were not delivered or those that were but
attributes required for the set of products to be acceptable to were not originally planned for the release. The product being
key stakeholders (PRINCE2 definition). However, acceptance 'demoed' could be static (e.g. a paper design) or dynamic (e.g.
criteria are commonly used in agile for assessing whether a a working prototype). Information radiators are typically used
user story has been completed. Ref glossary to report progress during a sprint or other low-level timebox.
D. Incorrect. Vision is the statement of a desired future state. They may consist of release information but are not used as a
Ref glossary primary means of demonstrating releases. Ref 19.3.3,
35 B 4.1g A. Incorrect. Timeboxing is considered an agile technique, not glossary
a behaviour. Ref tab 2.2
B. Correct. Timeboxing is considered an agile technique.
Ref tab 2.2
C. Incorrect. Timeboxing is considered an agile technique, not
a method. Ref tab 2.2
D. Incorrect. Timeboxing is considered an agile technique, not
a value. Ref tab 2.2

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38 D 4.2a A. Incorrect. The Scrum Team is small enough to remain 41 A 4.2b A. Correct. As part of Lean Startup, understanding the
nimble and large enough to complete significant work within customer’s needs and understanding them quickly is
a Sprint, typically 10 or fewer people. In general, smaller vital. The ultimate goals are to get a better
teams communicate better and are more productive. Ref App understanding of the customer’s needs (bearing in mind
H that they themselves may not know them) and to speed
B. Incorrect. The entire Scrum team is accountable for up this learning. Ref 20.4.2.2
creating a valuable, useful increment every sprint. Ref App H B. Incorrect. A business case is used to document the
C. Incorrect. Scrum teams are cross-functional, meaning the justification for the undertaking of any project regardless of
members have all the skills necessary to create value each the agile framework used, based on the estimated costs
sprint. Ref App H against the anticipated benefits to be gained and offset by
D. Correct. It is true that the specific skills needed by the any associated risks. Ref A.2.1
developers are often broad and will vary with the domain C. Incorrect. It is DSDM (Dynamic Systems Development
of work. However, the entire Scrum team is accountable Method) that is an agile project framework that focuses on
for creating a valuable, useful increment every sprint. Ref iterative delivery of business systems through the use of
App H timeboxing and continual business involvement. It has a
39 A 4.2e A. Correct. The ideal way to run a workshop is by using a defined process and a corresponding set of products, roles
neutral facilitator who has no stake in the outcome. Ref and guiding principles. Ref tab 2.1
26.4.1 D. Incorrect. It is Kanban that is founded on the principle of
B. Incorrect. Preparation including structuring the event, such ‘start with what you do now’ and uses deferral of comment to
as agreeing the agenda and logistics, is essential for a reduce lead times. Ref 20.4.1.1
successful workshop and this can take as long as the 42 C 4.2g A. Incorrect. When starting to estimate, agile uses relative
workshop itself. Ref 26.1.1.1 estimates (not actual estimates) by harnessing the knowledge
C. Incorrect. One of the preparation steps for a successful of the whole team. Estimates from a different team are of
workshop includes preparing an agenda specifically for this little value in estimating the work of the current team as
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workshop. While the agenda from a previous workshop may conditions will not be the same. This would be rationalism as
be an input to this preparation, it should still be adapted to opposed to empiricism used in agile environments. Ref
suit the needs of this particular workshop. Ref 26.4.1.1 12.4.1.1, 12.2.1, 12.4.1.3
D. Incorrect. Perhaps the most important area to get right is B. Incorrect. When starting to estimate, agile uses relative
the group dynamics. Strong personalities and conflicting estimates (not actual estimates) by harnessing the knowledge
views need to be managed, and this is where a neutral of the whole team. Estimates from a different team on a
facilitator is perhaps most valuable. Ref 26.4.1.4 different project are of little value in estimating the work of
40 B 4.2f A. Incorrect. A Kanban board is a tool used to visually display the current team as conditions will not be the same. This
the work in the system using a series of columns and possibly would be rationalism as opposed to empiricism used in agile
rows where work items move from left to right. Ref glossary environments. Ref 12.4.1.1, 12.2.1
B. Correct. A burn chart is one of the most popular C. Correct. When starting to estimate, agile uses relative
techniques used in agile environments to display estimates (not actual estimates) by harnessing the
progress using lines plotted on a graph. Ref 15.4.1, fig 15.1 knowledge of the whole team. Ref 12.4.1.1, 12.2.1, 12.4.1.3
C. Incorrect. The sprint backlog is composed of the sprint goal D. Incorrect. When starting to estimate, agile uses relative
(why), the set of product backlog items selected for the sprint estimates (not actual estimates) by harnessing the knowledge
(what), as well as an actionable plan for delivering the of the whole team. Ref 12.4.1.1, 12.2.1
increment (how). Ref App H
D. Incorrect. A user story is a tool used to write a requirement
in the form of who, what and why. Ref 25.6.1.1, glossary

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43 D 4.2c A. Incorrect. A release or sprint review is held at the end of a 45 D 4.2d A. Incorrect. An opportunity that may benefit the project is a
sprint to inspect the product that has just been released risk and should be recorded in the risk register not as a user
(increment) and adapt the product backlog. Ref App H, 19.3.3 story. Ref A.25.1
B. Incorrect. A daily stand-up (stand-up meeting) or daily B. Incorrect. A change that can be handled dynamically will be
scrum is a short meeting to assess progress. Typically lasting dealt with within the delivery team and would lead to an
15 minutes or less, they involve describing work that has amendment of a user story. However, this is not the format
been done, work still to be done and any problems being for a user story. Ref 25.5.9, 25.6.1.1, 25.6.1.2
encountered. Ref 4.2.1.4, App H C. Incorrect. The exact format will vary but will be based on
C. Incorrect. Sprint planning is where the work to be describing ‘who, what and why?’ For example: As a <role>, I
performed in the Sprint is planned. This plan is created by the want to <function>, so that <benefit>. The system is often
collaborative work of the entire Scrum team. Ref App H used as the role in a technical, rather than a user, story. Ref
D. Correct. A retrospective involves looking back and 25.6.1.1, 25.6.1.2, 25.6.1.8
reflecting on how things went in terms of how a team D. Correct. The exact format will vary but will be based
worked, in order to make improvements to how they on describing ‘who, what and why?’ For example: As a
work going forward. Ref 19.4.1 <role>, I want to <function>, so that <benefit>. Ref
44 A 4.2h A. Correct. Creating working agreements is a concept 25.6.1.1, 25.6.1.2
that is used to evolve the effectiveness of a team that is 46 B 5.1a A. Incorrect. A slider much further to the right than predicted
self-organizing. This is achieved by collectively developing could mean that less governance or control is needed in
a set of team guidelines, or rules, to bring some structure certain areas. Ref 24.5
to how the team works and behaves. Ref 10.5.3 B. Correct. Any deviation between the prediction and
B. Incorrect. Creating working agreements is a concept that is reality as perceived by the team would result in a change
used to evolve the effectiveness of a team that is self- to the project management or delivery process. A slider
organizing. This is achieved by collectively developing a set of that is much further left than predicted is likely to mean
team guidelines, or rules, to bring some structure to how the that an area of risk has been created. Ref 24.5
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team works and behaves. The project manager does not C. Incorrect. When using the Agilometer it is important to see
approve this. Ref 10.5.3 it as a guide to help you make an informed decision. The
C. Incorrect. Creating working agreements is a concept that is Agilometer itself does not make a decision or offer any
used to evolve the effectiveness of a team that is self- recommendations. Ref 24.4
organizing. This is achieved by collectively developing a set of D. Incorrect. The Agilometer looks at six key areas.
team guidelines, or rules, to bring some structure to how the Organizations need to evolve their own Agilometer as they
team works and behaves. The team manager would be a may need to include factors that are specific to themselves,
member of the team but as an equal as teams are self- representing significant areas of risk and benefit to working
organizing. The team manager does not approve this. Ref in an agile way. It is best to keep this concept relatively
10.5.3 simple. Too many sliders can cloud the information needed
D. Incorrect. Creating working agreements is a concept that is to answer reasonably simple questions. Ref 24.3, 24.6
used to evolve the effectiveness of a team that is self-
organizing. This is achieved by collectively developing a set of
team guidelines, or rules, to bring some structure to how the
team works and behaves. Using guidelines from other teams
means that there would be no ownership and goes against
the concept of being self-organizing. Ref 10.5.3, 10.5.3.5

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47 C 5.1a A. Incorrect. Flexibility on what is delivered: Stakeholders are 48 A 5.1d A. Correct. The key roles involved in a release plan are
very comfortable with the fact that change is inevitable and the customer, the project board, the project manager
needs to happen in order to converge on a product. This will and the delivery team. How a product is released,
not impact on how closely the project's participants need to gradually over time, will have a direct effect on how
be located. Ref 24.7.1 benefits are realized and can have a significant effect on
B. Incorrect. Ability to work iteratively and deliver whether or not the project can continue to be justified. It
incrementally: It is very easy to deliver benefit to the is possible that a project needs to realize early benefits in
customer by regular partial deliveries of the final product. It is order to fund later parts of the project. The project board
also very easy to work iteratively in the sense that products needs to be fully aware of the significance of release
and understanding can be refined interactively by the planning. It is not something that just concerns the
frequent delivery of formal and informal deliverables. There people working at the delivery level. Ref 27.2.1
is a desire to learn, experiment and explore (and fail!) as well B. Incorrect. How a product is released, gradually over time,
as an overarching feeling of ‘think big; start small’. Ref 24.7.4 will have a direct effect on how benefits are realized and can
C. Correct. Ease of communication: Communication is have a significant effect on whether or not the project can
very easy amongst all parties involved. The environment continue to be justified. It is possible that a project needs to
is ‘communication rich’ with a lot of face-to-face realize early benefits in order to fund later parts of the
interaction, and visual information is readily available in project. The project board needs to be fully aware of the
such forms as prototypes and models. Retrieval of significance of release planning. It is not something that just
information is also easy in order to reference knowledge, concerns the people working at the delivery level. Ref 27.2.1
information or data that is either historical or current. C. Incorrect. How a product is released, gradually over time,
An example behaviour is a high level of co-location. Ref will have a direct effect on how benefits are realized and can
24.7.3 have a significant effect on whether or not the project can
D. Incorrect. Acceptance of agile: All stakeholders closely continue to be justified. It is possible that a project needs to
involved are fully aware of the behaviours, concepts and realize early benefits in order to fund later parts of the
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techniques of working in an agile way. They have been project. The project board needs to be fully aware of the
trained and have experience. They are not only happy to significance of release planning. It is not something that just
work in this way but they prefer it and understand the concerns the people working at the delivery level. Ref 27.2.1
advantages that it brings. Peripheral stakeholders are also D. Incorrect. How a product is released, gradually over time,
aware of the need to carry out their roles in an ‘agile friendly’ will have a direct effect on how benefits are realized and can
way. Ref 24.7.6 have a significant effect on whether or not the project can
continue to be justified. It is possible that a project needs to
realize early benefits in order to fund later parts of the
project. The project board needs to be fully aware of the
significance of release planning. It is not something that just
concerns the people working at the delivery level. Ref 27.2.1

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49 D 5.1c A. Incorrect. The type and frequency of communication need 50 D 5.1b A. Incorrect. The delivery team needs the correct skill set and
to be agreed by the project management team and the level experience regardless of which prioritization approach is
of formality agreed. It needs to be understood when informal selected. Requirements prioritization is an essential part of
channels are appropriate (e.g. a regular one-to-one meeting using PRINCE2 in an agile environment and is at the heart of
that is not recorded) and when there is a need to formally how it works. Continual prioritization of what is being
record decisions (e.g. that may be needed for auditing delivered and the work being done enables deadlines to be
purposes). This should be recorded in the communications hit and the quality level to be protected. Ref 25.5
management strategy. Ref 26.3.1 B. Incorrect. Functional and non-functional requirements are
B. Incorrect. One of the most effective ways to improve not a factor for selecting a prioritization approach. Generally
communication is to use the right vehicle for conveying a speaking MoSCoW would be the default approach, as it
message at the right time. Effective communication needs to specifically addresses situations where work is time-bound
be organized and planned. Many channels in themselves will and finite such as when working on a project, or in a timebox.
not improve interactions. Ref 26.3.1, 26.3.3 Ref 25.5.1
C. Incorrect. One of the most effective ways to improve C. Incorrect. The total number of requirements is not a factor
communication is to use the right vehicle for conveying a for selecting a prioritization approach. MoSCoW typically
message at the right time. Effective communication needs to works at higher levels and over longer timescales where
be organized and planned. Ref 26.3.1, 26.3.3 requirements may be grouped by function and dependencies
D. Correct. The purpose of the rich communications focus exist between these functions. Ordering primarily works at a
area is to help avoid many of the communication lower level (or task level) where certain technical activities are
problems that can occur on a project, and explain the taking place. Ref 25.5.1
various ways in which information and knowledge can D. Correct. With respect to product delivery, there are
pass between project stakeholders in the most effective two approaches to prioritization that are frequently used
way. Ref 26.1 when working in an agile way, Moscow and ordering (1, 2,
3 ... n). It is important to use the correct approach in the
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correct situation because these do not work in the same
way. MoSCoW typically works at higher levels and over
longer timescales where requirements may be grouped
by function and dependencies exist between these
functions. Ordering primarily works at a lower level (or
task level) where certain technical activities are taking
place. Ref 25.5.1

184 PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. 185
 1. Which describes a PRINCE2 principle?
Sample Paper 2:
A. It should be tailored to suit the project's size, capability and risk

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

C. It should implement iterative feedback loops

Question Booklet
D. It should apply the concept of build-measure-learn
Multiple Choice
Examination Duration: 1 Hour
2. Which is a purpose of the change theme?

A. To assess how possible changes will impact the baselined aspects of the project
Instructions
B. To ensure that the project delivers to the baseline specified during project initiation
1. You should attempt all 50 questions. Each question is worth one mark.
C. To assess and control the uncertainty surrounding the baselined products
2. There is only one correct answer per question.
D. To establish mechanisms to prevent changes to the baselined aspects of the project
3. You need to answer 28 questions correctly to pass the exam.
4. Mark your answers on the answer sheet provided. Use a pencil (NOT pen).
3. Which is a purpose of the 'closing a project' process?
5. You have 60 minutes to complete this exam.
A. To produce the stage plan for the activities in the final stage
6. This is a ‘closed book’ exam. No material other than the exam paper is allowed
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

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

1. Team member.

2. Project manager.

3. Senior supplier.

4. Team manager.

A. 1 and 2

B. 2 and 3

C. 3 and 4

D. 1 and 4

186 PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. 187
 5. Which responsibilities are specifically assigned to the project manager? 9. Which describes PRINCE2 Agile, according to the eight guidance points?

1. Producing a project result that can achieve the defined benefits. A. It assumes that the outputs will relate to IT systems

2. Running the project within time, cost, quality, scope, risk and benefit tolerances. B. It requires that the project is relatively small and simple

3. Representing the interests of those using the project's products. C. It requires that the project has high levels of uncertainty

4. Acting as the ultimate decision maker for the project. D. It is suitable for use on any project, if appropriately tailored

A. 1 and 2 10. Which two statements about the supplier representative are CORRECT?

B. 2 and 3 1. They communicate guidance on areas of technical compliance.

C. 3 and 4 2. They perform initial technical assurance.

D. 1 and 4 3. They consolidate and communicate the views of the customer.

4. They provide support on releasing into operational use when needed.

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

A. A few small routine improvements are required A. 1 and 2

B. The work scope is complex and difficult to deliver B. 2 and 3

C. The work will be carried out by an operational team C. 3 and 4

D. There is a degree of certainty to the work required D. 1 and 4

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7. Which agile framework is lightweight and helps teams generate value, using an iterative 11. How is the 'focus on products' principle applied in an agile context?

timeboxed approach? A. By flexing what is delivered to make it easier to stay in control

A. Lean B. By using the Agilometer to assess the risks associated with delivery

B. Lean Startup C. By using shorter stages to produce the product in an innovative way

C. Kanban D. By using the inspect and adapt technique to continually receive feedback

D. Scrum

12. Which statement explains how the 'manage by exception' principle is applied in an agile

8. When tailoring PRINCE2, what does PRINCE2 Agile guidance cover? context?

A. How to choose which agile behaviours to incorporate A. It supports the 'inspect and adapt' technique

B. How to decide if the PRINCE2 method is appropriate for a specific project B. It empowers people to self-organize and stay in control

C. How to map the common agile roles to the PRINCE2 project management team structure C. It supports many short stages in situations of high uncertainty

D. How to select the most appropriate agile framework to use D. It prioritizes quality criteria at product level

188 PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. 189
 13. Which statement explains the PRINCE2 Agile behaviour of 'self-organization'? 18. Which term does PRINCE2 Agile use when reducing uncertainty by planning for two weeks

A. It enables information to pass freely in a culture of commitment rather than twelve months?

B. It seeks out feedback from stakeholders collaboratively A. Empiricism

C. It helps to create mutual respect throughout the project B. Planning horizon

D. It allows everyone to know the situation and there are no surprises C. Rationalism

D. Planning poker

14. Which statement explains the PRINCE2 Agile behaviour of 'exploration'?

A. It uses the people closest to the work as they know best how to get the work done 19. Which BEST describes how both PRINCE2 and agile see change?

B. It promotes the use of learning to improve the products produced by the project A. Unwelcome

C. It encourages people to use the most effective channel to communicate B. Avoidable

D. It displays progress information so everyone knows the situation C. Inevitable

D. Desirable

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

A. The project manager 20. Where there is only one delivery team involved, which statement BEST describes the

B. The team manager synchronization of PRINCE2 and agile roles?

C. The project board A. The alignment of common agile roles is less obvious

D. The project team B. The alignment of common agile roles should be easy
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C. The alignment of common agile roles should be avoided

16. What are the concepts of refactoring and technical debt usually associated with? D. The alignment of common agile roles is impossible

A. Software

B. Manufacturing 21. When can a product be used as a primary source of information with respect to progress?

C. Economics A. It has been planned into a sprint

D. Mathematics B. It has been delivered to budget

C. It has met the acceptance criteria

17. Which statement about the PRINCE2 Agile business case is CORRECT, when describing best- D. It has used the right number of resources

case and worst-case scenarios?

A. It is likely that detailed requirements can be mapped directly to the business case 22. In which process should the project manager FIRST assess the suitability of using agile?

B. It is unlikely that detailed requirements can be mapped directly to the business case A. Controlling a stage

C. It is unlikely that high-level requirements can be mapped directly to the business case B. Starting up a project

D. It is unlikely that intermediate-level requirements can be mapped directly to the business C. Initiating a project

case D. Managing a stage boundary

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 23. Which process provides the vital link between agile and PRINCE2? 27. Which statement BEST explains the target 'embrace change' for flexible delivery?

A. Starting up a project A. It delivers an early realization of benefits

B. Managing a stage boundary B. It checks that the customer needs everything they have asked for

C. Managing product delivery C. It allows for a more accurate final product

D. Initiating a project D. It leads to a lower cost of ownership throughout the life of the product

24. In the 'managing a stage boundary' process, what is the main focus? 28. Which statement summarizes the setting of the time tolerance for a project in an agile

A. To review the cost incurred context?

B. To review the amount delivered A. Time tolerance is flexed

C. To review the time spent B. Time tolerance can be fixed or flexed

D. To review the risks closed C. Time tolerance can be fixed and flexed

D. Time tolerance is fixed

25. Which process informs programme management of the value that agile brings to delivering

products? 29. Which statement BEST explains the 'be on time and hit deadlines' target for flexible delivery?

A. Starting up a project A. It allows the project to deliver early realization of benefits

B. Initiating a project B. It supports the trading of requirements with others of a similar size

C. Closing a project C. It avoids the use of extra people to improve progress within a sprint
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D. Directing a project D. It maintains the activities that ensure the level of quality

26. Which statements about the typical tailoring of a work package in an agile environment are 30. Which statement about the 'keep teams stable' target is CORRECT?

CORRECT? A. It allows for a more accurate final product

1. It should be used to record risks identified as part of the Agilometer assessment. B. It is achieved by ensuring that support teams have appropriate training

2. It should be negotiated collaboratively with the team manager and delivery team. C. It allows team members to change according to the needs of the project

3. It should be defined to give the delivery team enough space to self-organize. D. It encourages the customer to raise new ideas

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

31. Which statement about the 'accept that the customer doesn't need everything' target is

A. 1 and 2 CORRECT?

B. 2 and 3 A. It is achieved by swapping features for others of a similar size

C. 3 and 4 B. It is achieved by setting the project baseline at the correct level

D. 1 and 4 C. It encourages the customer to raise new ideas

D. It prioritizes the features that the customer really wants

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 32. Which statement explains the target 'protect the level of quality' for flexible delivery? 38. Which is NOT one of the preparation steps needed for a successful workshop?

A. It leads to a lower cost throughout the life of a product A. Planning the logistics including room layout and equipment

B. It helps with planning dependencies between projects B. Identifying any required pre-reading to be issued

C. It accepts that not everything that is defined must be delivered C. Understanding what the workshop is looking to achieve

D. It improves your reputation with your customer D. Using brainstorming to generate ideas using sticky notes

33. What is spiking? 39. Which Scrum role is accountable for ordering product backlog items?

A. Using evidence to make decisions about a given situation A. Product owner

B. Improving processes by maximizing value B. Team manager

C. Using a piece of work to understand more about a given situation C. Project manager

D. Escalating variances from a plan D. Developers

34. What is the primary purpose of a stand-up meeting? 40. What has two lines, one increasing to show the amount of work completed, and the other

A. To plan the next timebox showing the total amount of work to be done?

B. To assess progress A. A Kanban board

C. To announce team changes B. A project product description

D. To summarize a sprint C. A burn-down chart

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D. A burn-up chart

35. Which statement about value is CORRECT?

A. It is a measurable decline resulting from an outcome 41. Which describes a minimum viable product?

B. It is an objective measure used by different people to assess it A. It is the project product resulting from the project delivering the Must Haves and nothing

C. It represents the benefits delivered proportional to the resources used more

D. It does not need to be measured or tracked as it is subjective B. It is a tool that assesses the level of risk associated with using agile combined with

PRINCE2

36. Which term is used to describe "the rate of progress a team is making"? C. It may take the form of a simple experiment or prototype in order to promote learning

A. Velocity D. It should go into operational use in order to deliver benefits to the customer

B. Work-in-progress (WIP)

C. User stories 42. Which is NOT recommended to use as part of agile estimation?

D. Spiking A. The Fibonacci sequence

37. What is the definition of a Waterfall methodology? B. T-shirt sizing

A. An iterative and incremental development approach C. Points per user story

B. A lightweight and flexible project approach D. Rationalism for estimates

C. A prototyping and visualization approach

D. A linear and sequential development approach

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 43. Which is NOT one of the five preparation steps to run a successful retrospective? 48. Which details about releases are recommended to be included in a project-level plan?

A. Setting the objective A. Information about the requirements that could be traded

B. Identifying the attendees B. Dates and what features are intended for delivery

C. Planning the sprint C. General acceptance criteria for user stories

D. Adjusting the agenda D. Product owner and project sponsor responsibilities

44. Which is NOT a typical characteristic of team working agreements? 49. Which BEST describes the purpose of the Agilometer focus area?

A. They are built by carefully building consensus and involving all delivery team members A. To tailor agile so that it can be used with PRINCE2

B. They are proposed by the pastor of fun to bring out the human side of everyone in the B. To help tailor PRINCE2 according to the agility of the environment

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

C. They are designed to improve the effectiveness of the self-organizing team by agreeing D. To assess which agile techniques are suitable for a project

values

D. They are typically displayed on the team information radiator, to enable them to evolve 50. What should the project board do during release planning?

over time A. Conduct tests to check that the release will be executed smoothly

B. Identify whether a sprint retrospective is necessary

45. What is NOT typically included in a user story? C. Provide information to ensure that benefits are realized in the best order

A. The fully defined solution to deliver the requirement D. Ensure the release of the agreed products by the delivery teams
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B. The role that will benefit from the requirement

C. The effort that is required to deliver the requirement

D. The business value expected from the requirement

46. How are requirements typically documented during the initiation stage of the project?

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

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

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

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

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

A. When the participants have established working norms

B. When there is a large number of participants involved

C. When there are many strong personalities attending

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

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 Q A Syllabus Ref Rationale
Sample Paper 2: Answers and Rationales 4 D 1.4g D. Correct.
Q A Syllabus Ref Rationale (1) A work package is a set of information about one or
1 A 1.1g A. Correct. ‘Tailor to suit the project environment, size, more required products collated by the project manager
complexity, importance, capability and risk’ is a PRINCE2 to pass responsibility for work or delivery formally to a
principle. Ref 5.2, tab 7.1 team manager or team member. Ref A.26.1
B. Incorrect. This is part of the agile manifesto; it is not a (4) A work package is a set of information about one or
PRINCE2 principle. Ref E.1, tab 7.1, fig 2.1 more required products collated by the project manager
C. Incorrect. This is a core practice of the Kanban Method; it is to pass responsibility for work or delivery formally to a
not a PRINCE2 principle. Ref E.7.2, tab 7.1, 20.4.1.2 team manager or team member. Ref A.26.1
D. Incorrect. This is one of the five principles of Lean Startup; A, B, C. Incorrect.
it is not a PRINCE2 principle. Ref E.9, tab 7.1, 20.4.2 (2) A work package is a set of information about one or more
2 A 1.2f A. Correct. The purpose of the change theme is to required products collated by the project manager to pass
identify, assess and control any potential and approved responsibility for work or delivery formally to a team
changes to the baseline. Ref tab 5.1 manager or team member. Ref A.26.1
B. Incorrect. Change is allowed throughout the life of the (3) The senior supplier is not passed responsibility for work or
project, it just has to be managed and controlled. The change delivery. A work package is a set of information about one or
theme describes how project management assesses and acts more required products collated by the project manager to
upon issues which have a potential impact on any of the pass responsibility for work or delivery formally to a team
baseline aspects of the project (its plans and completed manager or team member. Ref A.26.1
products). Issues may be unanticipated general problems, 5 A 1.5e A. Correct.
requests for change or instances of quality failure. Ref tab 5.1 (1) The project manager is responsible for the project
C. Incorrect. The purpose of the risk theme is to identify, producing a result capable of achieving the benefits
assess and control uncertainty and as a result, improve the defined in the business case. Ref tab B.1
ability of the project to succeed. Ref tab 5.1 (2) The project manager has the authority to run the
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D. Incorrect. Change is allowed throughout the life of the project on a day-to-day basis on behalf of the project
project, it just has to be managed and controlled. The change board within the constraints laid down by them. The
theme describes how project management assesses and acts project manager’s prime responsibility is to ensure that
upon issues which have a potential impact on any of the the project produces the required products within the
baseline aspects of the project (its plans and completed specified tolerances of time, cost, quality, scope, risk and
products). Issues may be unanticipated general problems, benefits. Ref tab B.1
requests for change or instances of quality failure. Ref tab 5.1 B, C, D. Incorrect.
3 C 1.3g A. Incorrect. The 'managing a stage boundary' process will (3) The senior user(s) is responsible for specifying the needs
plan the next stage. Closure activities should be planned as of those who will use the project’s products, for user liaison
part of the stage plan for the final management stage. Ref fig with the project management team, and for monitoring that
21.1 the solution will meet those needs within the constraints of
B. Incorrect. Some project benefits are likely to be achieved the business case in terms of quality, functionality and ease
after project closure. Ref fig 9.1 of use. Ref tab B.1
C. Correct. The purpose of the 'closing a project' process (4) The executive is the ultimate decision maker and is
is to provide a fixed point at which acceptance for the supported in the decision-making by the senior user and
project product is confirmed, and to recognize that senior supplier. Ref tab B.1
objectives set out in the original project initiation
documentation have been achieved (or approved
changes to the objectives have been achieved), or that
the project has nothing more to contribute. Ref 22.1
D. Incorrect. The purpose of the 'managing product delivery'
process is to control the link between the project manager
and the team manager(s), by agreeing requirements on
accepting, executing and delivering project work. Ref 20.1

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 Q A Syllabus Ref Rationale Q A Syllabus Ref Rationale
6 B 2.1a A. Incorrect. PRINCE2 Agile is only suitable for use on projects. 9 D 2.3a A. Incorrect. PRINCE2 Agile is for any project and not just for
Routine ongoing work is referred to as ‘business as usual’ IT projects. PRINCE2 Agile does not see working in an agile
(BAU) and covers such areas as ongoing product way as a binary condition (i.e. you either are or you are not
development, product maintenance and continual working in an agile way). It always sees agile as a question of
improvement. Ref 1.2 how much (or how little) it can be used according to the
B. Correct. PRINCE2 Agile is only suitable for use on situation that exists. For example, it can be used on an IT
projects. A project addresses a specific problem, project but the project can also include non-IT related
opportunity or change that is sufficiently difficult that it outputs. Ref tab 3.4, 3.6
cannot be handled as BAU. Ref 1.2, 1.2.2 B. Incorrect. PRINCE2 Agile is for any project and not just for
C. Incorrect. PRINCE2 Agile is only suitable for use on projects. IT projects. PRINCE2 Agile does not see working in an agile
A project is a temporary situation where a team is assembled way as a binary condition (i.e. you either are or you are not
to address a specific problem, opportunity or change that is working in an agile way). It always sees agile as a question of
sufficiently difficult that it cannot be handled as BAU. Ref 1.2, how much (or how little) it can be used according to the
1.2.2 situation that exists. Therefore, it can be used in simple
D. Incorrect. PRINCE2 Agile is only suitable for use on projects but also in complex projects. Ref tab 3.4, 3.6
projects. A degree of uncertainty is a characteristic of project C. Incorrect. PRINCE2 Agile is for any project and not just for
work. Having a degree of certainty is a characteristic of BAU. IT projects. PRINCE2 Agile does not see working in an agile
Ref 1.2, tab 1.1 way as a binary condition (i.e. you either are or you are not
7 D 2.2c A. Incorrect. Lean is an approach that focuses on improving working in an agile way). It always sees agile as a question of
processes by maximizing value through eliminating waste how much (or how little) it can be used according to the
(such as wasted time and effort). Ref tab 2.1 situation that exists. Therefore, it can be used in projects with
B. Incorrect. Lean Startup was originally an approach to high degrees of uncertainty but also in less risky projects. Ref
creating and managing start-up companies, but now applied tab 3.4, 3.6
to any business, to help them deliver products to customers D. Correct. PRINCE2 Agile is for any project, not just for IT
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quickly. Ref tab 2.1 projects. PRINCE2 Agile does not see working in an agile
C. Incorrect. Kanban is a way to improve flow and provoke way as a binary condition (i.e. you either are or you are
system improvement through visualization and controlling not working in an agile way). It always sees agile as a
work in progress. Ref tab 2.1 question of how much (or how little) it can be used
D. Correct. Scrum is an iterative timeboxed approach to according to the situation that exists. Ref tab 3.4, 3.6
product delivery this is described as ‘a lightweight 10 D 2.4d D. Correct.
framework that helps people, teams and organizations (1) This is true because the supplier representative
generate value through adaptive solutions for complex communicates guidance on areas of technical
problems’. App H compliance. Ref tab B.2
8 C 2.3a A. Incorrect. PRINCE2 Agile can incorporate any agile (4) This is true because the supplier representative
behaviour. It is not the case that only certain behaviours can provides support on releasing into operational use when
be incorporated. Ref 3.5, 2.2.2 needed. Ref tab B.2
B. Incorrect. PRINCE2 is suitable for any project. PRINCE2 A, B, C. Incorrect.
Agile provides guidance on how to tailor PRINCE2. Ref 3.5, 1.1, (2) This is false because the supplier subject matter expert
1.2 performs initial technical assurance, not the supplier
C. Correct. PRINCE2 Agile provides guidance on tailoring representative. Ref tab B.2
PRINCE2 in an agile context and covers 'how to map the (3) This is false because the customer subject matter expert
common agile roles to the PRINCE2 project management consolidate and communicate the views of the customer, not
team structure.' Ref 3.5 the supplier representative. Ref tab B.2
D. Incorrect. PRINCE2 Agile does not provide guidance on
how to select the most appropriate agile framework. All
frameworks (approaches) can be to used with PRINCE2 if
applied appropriately. Ref 3.5, 2.2.1, 2.2.2

200 PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. 201
 Q A Syllabus Ref Rationale Q A Syllabus Ref Rationale
11 A 3.1.f A. Correct. The 'focus on products' principle flexes what is 15 B 3.3.e A. Incorrect. It is the responsibility of the role that is
delivered to make it easier to stay in control of the managing the team (i.e. the team manager) to manage risk at
project. Ref tab 7.1 the delivery level, and the responsibility of the role managing
B. Incorrect. The 'tailor to suit the project' principle uses an the project (i.e. the project manager) to manage risk at the
agile assessment tool (Agilometer) to assess the risks project level. That does not mean to say that the team-based
associated with delivery, not the 'focus on products' principle. approach to risk management is no longer needed. The
Ref tab 7.1 opposite is the case in that when using PRINCE2 with agile the
C. Incorrect. The 'manage by stages' principle implements whole team should look out for risks and take ownership of
shorter stages to ensure control is maintained when an risks when appropriate, but ultimately the accountability for
innovative product is produced, not the 'focus on products' managing them lies with the person managing the team
principle. Ref tab 7.1 and/or managing the project. This is not the responsibility of
D. Incorrect. The 'learn from experience' principle uses the the project manager. Ref 13.3
inspect and adapt technique to continually feedback and B. Correct. It is the responsibility of the role that is
ensure the project delivers value, not the 'focus on products' managing the team (i.e. the team manager) to manage
principle. Ref tab 7.1 risk at the delivery level, and the responsibility of the
12 B 3.1.e A. Incorrect. The 'learn from experience' principle, not the role managing the project (i.e. the project manager) to
'manage by exception' principle, supports the technique manage risk at the project level. That does not mean to
inspect and adapt. Ref tab 7.1 say that the team-based approach to risk management is
B. Correct. The 'manage by exception' principle is at the no longer needed. The opposite is the case in that when
heart of empowering people to self-organize and stay in using PRINCE2 with agile the whole team should look out
control. Ref tab 7.1 for risks and take ownership of risks when appropriate,
C. Incorrect. The 'manage by stages' principle, not the but ultimately the accountability for managing them lies
'manage by exception' principle, supports in situations of high with the person managing the team and/or managing the
uncertainty the use of many short stages. Ref tab 7.1 project. Ref 13.3
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D. Incorrect. The 'focus on products' principle, not the C. Incorrect. It is the responsibility of the role that is
'manage by exception' principle, prioritizes quality criteria managing the team (i.e. the team manager) to manage risk at
and quality tolerances. Ref tab 7.1 the delivery level, and the responsibility of the role managing
13 C 3.2.d A. Incorrect. 'Rich communication', not 'self-organization', the project (i.e. the project manager) to manage risk at the
enables information to pass freely in a culture of project level. That does not mean to say that the team-based
commitment. Ref 7.4.3 approach to risk management is no longer needed. The
B. Incorrect. 'Exploration', seeks out feedback from opposite is the case in that when using PRINCE2 with agile the
stakeholders collaboratively, not 'self-organization'. Ref 7.4.5 whole team should look out for risks and take ownership of
C. Correct. 'Self-organization' creates mutual respect on risks when appropriate, but ultimately the accountability for
the project. Ref 7.4.4 managing them lies with the person managing the team
D. Incorrect. 'Transparency', ensures that everyone knows the and/or managing the project. This is not the responsibility of
situation and there are no surprises, not 'self-organization'. the project board. Ref 13.3
Ref 7.4.1 D. Incorrect. It is the responsibility of the role that is
14 B 3.2.e A. Incorrect. 'Self-organization', not 'exploration', uses the managing the team (i.e. the team manager) to manage risk at
people closest to the work as they know best how to get the the delivery level, and the responsibility of the role managing
work done. Ref 7.4.4 the project (i.e. the project manager) to manage risk at the
B. Correct. 'Exploration' uses learning to improve the project level. That does not mean to say that the team-based
products produced by the project, through iterative approach to risk management is no longer needed. The
feedback loops. Ref 7.4.5 opposite is the case in that when using PRINCE2 with agile the
C. Incorrect. 'Rich communication', encourages people to use whole team should look out for risks and take ownership of
the most effective channel to communicate, not 'exploration'. risks when appropriate, but ultimately the accountability for
Ref 7.4.3 managing them lies with the person managing the team
D. Incorrect. 'Transparency', gets more information out in the and/or managing the project. This is not the responsibility of
open so everyone knows the situation, not 'exploration'. Ref the project team. Ref 13.3
7.4.1

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 Q A Syllabus Ref Rationale Q A Syllabus Ref Rationale
16 A 3.3.c A. Correct. The terms are mostly used in the software 18 B 3.3.d A. Incorrect. Both agile and PRINCE2 accept the premise that
domain. Ref tab 11.2, 11.3.4 the further you look into the future the more uncertainty
B. Incorrect. The terms are mostly used in the software there is. This leads to the use of the term ‘planning horizon’
domain. Ref tab 11.2 whereby a plan for the next two weeks would be quite
C. Incorrect. The terms are mostly used in the software detailed and whereas a plan for the next 12 months would be
domain. Ref tab 11.2 much less detailed. Empirical planning can relate to either of
D. Incorrect. The terms are mostly used in the software these plans. It is the idea of planning based on past evidence.
domain. Ref tab 11.2 Ref 12.3.3, fig 12.3
17 B 3.3.a A. Incorrect. One way to present a business case is to B. Correct. Both agile and PRINCE2 accept the premise
describe best-case and worst-case scenarios that relate to the that the further you look into the future the more
number of features that are planned to be delivered. These uncertainty there is. This means that longer-term
scenarios can only be calculated when using high-level or estimation will need an increasing margin of error
(perhaps) intermediate-level requirements. It is unlikely that compared with shorter-term estimation. This leads to the
detailed requirements can be mapped directly to the use of the term ‘planning horizon’ whereby a plan for the
business case. Ref 9.3 next two weeks would be quite detailed and have a
B. Correct. One way to present a business case is to relatively low margin of error, whereas a plan for the
describe best-case and worst-case scenarios that relate next 12 months would be much less detailed and have a
to the number of features that are planned to be relatively high margin of error. Ref 12.3.3, fig 12.3
delivered. These scenarios can only be calculated when C. Incorrect. Both agile and PRINCE2 accept the premise that
using high-level or (perhaps) intermediate-level the further you look into the future the more uncertainty
requirements. It is unlikely that detailed requirements there is. This leads to the use of the term ‘planning horizon’
can be mapped directly to the business case. Ref 9.3 whereby a plan for the next two weeks would be quite
C. Incorrect. One way to present a business case is to detailed and whereas a plan for the next 12 months would be
describe best-case and worst-case scenarios that relate to the much less detailed. Rationalism is where reasoning or logic is
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number of features that are planned to be delivered. These used to make predictions and plan what should happen.
scenarios can only be calculated when using high-level or Rationalism is not used in PRINCE2 Agile. Ref 12.3.3, fig 12.3,
(perhaps) intermediate-level requirements. It is unlikely that 12.2.1
detailed requirements can be mapped directly to the D. Incorrect. Both agile and PRINCE2 accept the premise that
business case. Ref 9.3 the further you look into the future the more uncertainty
D. Incorrect. One way to present a business case is to there is. This leads to the use of the term ‘planning horizon’
describe best-case and worst-case scenarios that relate to the whereby a plan for the next two weeks would be quite
number of features that are planned to be delivered. These detailed and whereas a plan for the next 12 months would be
scenarios can only be calculated when using high-level or much less detailed. Planning poker is a planning technique
(perhaps) intermediate-level requirements. It is unlikely that that can relate to either of these plans. Ref 12.3.3, fig 12.3
detailed requirements can be mapped directly to the 19 C 3.3.f A. Incorrect. Both PRINCE2 and agile see change as inevitable.
business case. Ref 9.3 It may or may not be welcome change. Ref 14.3
B. Incorrect. Both PRINCE2 and agile see change as inevitable.
It will never be avoidable because projects are complicated.
Ref 14.3
C. Correct. Both PRINCE2 and agile see change as
inevitable. Ref 14.3
D. Incorrect. Both PRINCE2 and agile see change as inevitable.
It may or may not be desirable change. Ref 14.3

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20 B 3.3.b A. Incorrect. When the size/scale of the work is small and 22 B 3.4.a A. Incorrect. The suitability of using agile needs to be
there is typically one team, then the ease of the assessed for the first time as part of the two processes
synchronization would probably be straightforward. The 'starting up a project' and 'initiating a project'. This is
project manager and team manager roles are combined. The assessed using the Agilometer. It is specifically assessed
most common agile roles should be aligned easily. Ref tab during pre-project and again, in a more detailed way, during
10.1 the initiation stage. It is not done for the first time in the
B. Correct. When the size/scale of the work is small and 'controlling a stage' process. Ref 17.3, 24.2
there is typically one team, then the ease of the B. Correct. The suitability of using agile needs to be
synchronization would probably be straightforward. The assessed for the first time as part of the two processes
project manager and team manager roles are combined. 'starting up a project' and 'initiating a project'. This is
The most common agile roles should be aligned easily. assessed using the Agilometer. It is specifically assessed
Ref tab 10.1 during pre-project and again, in a more detailed way,
C. Incorrect. When the size/scale of the work is small and during the initiation stage. Ref 17.3, 24.2
there is typically one team, then the ease of the C. Incorrect. The suitability of using agile needs to be
synchronization would probably be straightforward. The assessed for the first time as part of the two processes
project manager and team manager roles are combined. The 'starting up a project' and 'initiating a project'. This is
most common agile roles should be aligned easily. The assessed using the Agilometer. It is specifically assessed
alignment of agile roles should never be avoided. Ref tab 10.1 during pre-project and again, in a more detailed way, during
D. Incorrect. When the size/scale of the work is small and the initiation stage. Ref 17.3, 24.2
there is typically one team, then the ease of the D. Incorrect. The suitability of using agile needs to be
synchronization would probably be straightforward. The assessed for the first time as part of the two processes
project manager and team manager roles are combined. The 'starting up a project' and 'initiating a project'. This is
most common agile roles should be aligned easily. Ref tab assessed using the Agilometer. It is specifically assessed
10.1 during pre-project and again, in a more detailed way, during
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21 C 3.3.g A. Incorrect. The frequent delivery of products that meet the the initiation stage. It is not done for the first time in the
appropriate acceptance criteria/quality criteria is the primary 'managing a stage boundary' process. Ref 17.3, 24.2
source of information with respect to progress. Planning into 23 C 3.4.e A. Incorrect. It is the 'managing product delivery' process that
a sprint does not provide enough information on its own to is the linking process of PRINCE2 and agile, not the 'starting
assess progress. Ref tab 8.1 up a project' process. Ref 20.3
B. Incorrect. The frequent delivery of products that meet the B. Incorrect. It is the 'managing product delivery' process that
appropriate acceptance criteria/quality criteria is the primary is the linking process of PRINCE2 and agile, not the 'managing
source of information with respect to progress. Delivering to a stage boundary' process. Ref 20.3
budget does not provide enough information on its own to C. Correct. When combining PRINCE2 with agile, the
assess progress. Ref tab 8.1 'managing product delivery' process needs to be seen as
C. Correct. The frequent delivery of products that meet the linking process. It is the glue that joins together
the appropriate acceptance criteria/quality criteria is the project management (where PRINCE2 provides lots of
primary source of information with respect to progress. guidance) with product delivery (where agile provides
Ref tab 8.1 lots of guidance). Ref 20.3
D. Incorrect. The frequent delivery of products that meet the D. Incorrect. It is the 'managing product delivery' process that
appropriate acceptance criteria/quality criteria is the primary is the linking process of PRINCE2 and agile, not the 'initiating
source of information with respect to progress. Delivering to a project' process. Ref 20.3
the right number of resources does not provide enough
information on its own to assess progress. Ref tab 8.1

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24 B 3.4.f A. Incorrect. In the ‘managing a stage boundary’ process, 26 B 3.5.g B. Correct.
review of the cost incurred is not as important as that of the (2) A work package is a formal interface but would
amount delivered until that point. Ref 21.3, 21.4 typically be carried out in a collaborative way and
B. Correct. Tailoring guidance that may be appropriate to negotiated by the project manager and team manager
the ‘managing a stage boundary’ process includes and perhaps with the delivery team as well. Ref tab 23.1
reviewing how much is being delivered (and the quality of (3) A work package should be defined in such a way as to
it) compared with what had been planned. Throughout create a safe boundary of control, whilst at the same
the stage the frequent delivery of products in an iterative time creating the space for the delivery team to create
and incremental style will mean that it will be clear how the product in the most effective way through self-
many features have been delivered and their level of organizing. Ref tab 23.1
quality. This will give a clearer indication of progress than A, C, D. Incorrect.
information relating to time and cost. Ref 21.3, 21.4 (1) It is the risk register that may contain risks identified by
C. Incorrect. In the ‘managing a stage boundary’ process, the agile risk assessment. Ref tab 23.3
review of the time spent is not as important as that of the (4) It is the checkpoint report that may be replaced by a daily
amount delivered until that point. Ref 21.3, 21.4 stand-up, attended by the project manager. Ref tab 23.3
D. Incorrect. Review of the risks closed may happen as part of 27 C 3.6.d A. Incorrect. It is the 'be on time and hit deadlines' target, not
learning lessons but, in the ‘managing a stage boundary’ the 'embrace change' target, that delivers an early realization
process, this is not as important as the review of the amount of benefits. Ref 6.4.1
delivered until that point. Ref 21.3, 21.4 B. Incorrect. It is the 'accept that the customer does not need
25 D 3.4.c A. Incorrect. Although the ‘starting up a project’ process is everything' target, not the 'embrace change' target, that
used by the corporate, programme management and the accepts that not everything that is defined must be delivered.
customer to trigger the project work, it is the ‘directing a Ref 6.4.5
project’ process that works like an interface between them C. Correct. The 'embrace change' target allows for a more
and the project, throughout the duration of the project. Ref accurate final product. Ref 6.4.3, tab 6.2
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18.1, 18.3, fig 17.1 D. Incorrect. It is the 'protect the level of quality' target, not
B. Incorrect. Corporate, programme management and the the 'embrace change' target, that leads to a lower cost of
customer have an interface to the project through the ownership throughout the life of a product. Ref 6.4.2, tab 6.2
'directing a project' process (not initiating a project process). 28 D 3.6.a A. Incorrect. Time tolerance is fixed at zero tolerance for extra
Using the process, they should understand the rationale time on all levels of plan. Ref tab 6.1
behind agile and how it delivers project’s products and B. Incorrect. Time tolerance is fixed at zero tolerance for extra
benefits. Ref 18.1, 18.3, fig 17.2 time on all levels of plan. Ref tab 6.1
C. Incorrect. Corporate, programme management or the C. Incorrect. Time tolerance is fixed at zero tolerance for extra
customer have an interface to the project through the time on all levels of plan. Ref tab 6.1
'directing a project' process (not closing a project process). D. Correct. Time tolerance is fixed at zero tolerance for
Using the process, they should understand the rationale extra time on all levels of plan. Ref tab 6.1
behind agile and how it delivers project’s products and 29 A 3.6.b A. Correct. The 'be on time and hit deadlines' target
benefits. Ref 18.1, 18.3, fig 22.1 allows the project to deliver early realization of benefits.
D. Correct. Corporate, programme management or the Ref 6.4.1
customer have an interface to the project through the B. Incorrect. It is the 'embrace change' target, not the 'be on
'directing a project' process. Using the process, they time and hit deadlines' target, that supports the trading of
should understand the rationale behind agile and how it requirements with others of a similar size. Ref 6.4.3
delivers the project’s products and benefits. Ref 18.1, C. Incorrect. It is the 'keep teams stable' target, not the 'be on
18.3, fig 18.1 time and hit deadlines' target, that avoids the use of extra
people to improve progress within a sprint. Ref 6.4.4
D. Incorrect. It is the 'protect the level of quality' target, not
the 'be on time and hit deadlines' target, that ensures
projects do not reduce the activities that ensure the quality
level is met. Ref 6.4.2

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30 C 3.6.e A. Incorrect. It is the 'embrace change' target, not the 'keep 33 C 4.1.e A. Incorrect. Using evidence to make decisions as opposed to
teams stable' target, that allows for a more accurate final reasoning or intuition is empiricism, not spiking. Ref glossary
product. Ref 6.4.3 B. Incorrect. The approach that focuses on improving
B. Incorrect. It is the 'protect the level of quality' target, not processes by maximizing value through eliminating waste
the 'keep teams stable' target, that ensures that the support (such as wasted time and wasted effort) is called ‘Lean’. Ref
teams have appropriate training. Ref 6.4.2 glossary
C. Correct. The 'keep teams stable' target allows for team C. Correct. Spiking is a temporary piece of work used to
members to change if necessary, as the needs of the understand more about a given situation. It may take the
project changes. Ref 6.4.4, tab 6.2 form of a prototype or some research and is often used
D. Incorrect. It is the 'embrace change' target, not the 'keep to reduce uncertainty from a technical or customer
teams stable' target, that encourages the customer to raise viewpoint. Experiments are similar. Ref glossary
new ideas. Ref 6.4.3 D. Incorrect. The technique by which variances from plan that
31 D 3.6.f A. Incorrect. It is the 'embrace change' target, not the 'accept exceed a pre-set control limit are escalated for action - for
that the customer doesn't need everything' target, that swaps example, where spends exceed budget by 10% - is ‘managing
features for other of a similar size. Ref 6.4.3 by exception’, not spiking. Ref glossary
B. Incorrect. It is the 'embrace change' target, not the 34 B 4.1.f A. Incorrect. Stand-up meeting (Daily Scrum) is a short
'accepting that the customer doesn't need everything' target, meeting to assess progress. Typically lasting 15 minutes or
that is achieved by setting the project baseline at the correct less, they involve describing work that has been done since
level. Ref 6.4.3 the last stand-up, work still to be done before the next one
C. Incorrect. It is the 'embrace change' target, not the and any problems being encountered. They are not meant for
'accepting that the customer doesn't need everything' target, planning the timeboxes, announcing team changes or
that encourages the customer to raise new ideas. Ref 6.4.3 summarizing sprints. Ref glossary, App H
D. Correct. The 'accept that the customer doesn't need B. Correct. Stand-up meeting (Daily Scrum) is a short
everything' target delivers what the customer really meeting to assess progress. Typically lasting 15 minutes
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wants by prioritizing the features. Ref 6.4.5, tab 6.2 or less, they involve describing work that has been done
32 A 3.6.c A. Correct. The 'protect the level of quality' target does since the last stand-up, work still to be done before the
lead to a lower cost of ownership throughout the lifetime next one and any problems being encountered. They are
of the product. Ref 6.4.2, tab 6.1 not meant for planning the timeboxes, announcing team
B. Incorrect. It is the 'be on time and hit deadlines' target, not changes or summarizing sprints. Ref glossary, App H
the 'protect the level of quality' target, that helps with C. Incorrect. Stand-up meeting (Daily Scrum) is a short
planning. Ref 6.4.1 meeting to assess progress. Typically lasting 15 minutes or
C. Incorrect. It is the 'accept that the customer does not need less, they involve describing work that has been done since
everything' target, not the 'protect the level of quality' target, the last stand-up, work still to be done before the next one
that accepts that not everything that is defined must be and any problems being encountered. They are not meant for
delivered. Ref 6.4.5 planning the timeboxes, announcing team changes or
D. Incorrect. It is the 'be on time and hit deadlines' target, not summarizing sprints. Ref glossary, App H
the 'protect the level of quality' target, that improves your D. Incorrect. Stand-up meeting (Daily Scrum) is a short
reputation with your customer. Ref 6.4.1 meeting to assess progress. Typically lasting 15 minutes or
less, they involve describing work that has been done since
the last stand-up, work still to be done before the next one
and any problems being encountered. They are not meant for
planning the timeboxes, announcing team changes or
summarizing sprints. Ref glossary, App H

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35 C 4.1.b A. Incorrect. A measurable decline resulting from an outcome 38 D 4.2.e A. Incorrect. A workshop should have five preparation steps:
is referred to as a dis-benefit, not ‘value’. Ref A.2.2 objective, attendees, agenda, logistics, pre-reading. Ref
B. Incorrect. Value is subjective, with different people 26.4.1.1
applying different criteria to assess whether they are getting B. Incorrect. A workshop should have five preparation steps:
good value. Ref 9.4.2 objective, attendees, agenda, logistics, pre-reading. Ref
C. Correct. Value is the benefits delivered in proportion to 26.4.1.1
the resources put into acquiring them. It is sometimes C. Incorrect. A workshop should have five preparation steps:
referred to as ‘net benefit’ as it represents the benefits objective, attendees, agenda, logistics, pre-reading. Ref
after the expenditure has been factored in. Ref glossary, 26.4.1.1
9.4.2 D. Correct. Brainstorming is a technique that is used
D. Incorrect. To deliver as much benefit and value as possible, during a workshop (not in preparing for a workshop) to
it is important to be able to measure and track them even generate ideas using sticky notes to aid discussion. Ref
though they are subjective. Ref 9.4.2.4 tab 26.1
36 A 4.1.h A. Correct. The term ‘velocity’ is used to describe the rate 39 A 4.2.a A. Correct. The product owner is also accountable for
of progress a team is making. For example, if a team is effective product backlog management, which includes
completing 20 user stories per week then this is their ordering product backlog items and ensuring that the
velocity and it can be used to empirically forecast their product backlog is transparent, visible and understood.
future rate of progress (assuming that the conditions Ref App H
remain the same). Ref glossary B. Incorrect. The team manager is a PRINCE2 role, not a
B. Incorrect. Work-in-progress (WIP) limit is a constraint on Scrum role. The product owner is also accountable for
the amount of WIP allowed in a given part (or column) of the effective product backlog management, which includes
system at any one time. Typically expressed as a number (i.e. ordering product backlog items and ensuring that the
the maximum number of work items allowed), it creates the product backlog is transparent, visible and understood. Ref
concept of a pull system. Ref glossary App H, tab B.1
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C. Incorrect. User story is a tool used to write a requirement C. Incorrect. The project manager is a PRINCE2 role, not a
in the form of who, what and why. It is the number of user Scrum role. The product owner is also accountable for
stories completed in a time period, which can be referred to effective product backlog management, which includes
as the velocity of the team. Ref glossary ordering product backlog items and ensuring that the
D. Incorrect. Spike/Spiking is a temporary piece of work used product backlog is transparent, visible and understood. Ref
to understand more about a given situation. It may take the App H, tab B.1
form of a prototype or some research and is often used to D. Incorrect. Developers are the people in the Scrum team
reduce uncertainty from a technical or customer viewpoint. that are committed to creating any aspect of a usable
Spiking has nothing to do with the rate of progress a team is increment each sprint. However, it is the product owner that
making. Ref glossary is also accountable for effective product backlog
37 D 4.1.i A. Incorrect. Working iteratively and incrementally is a management, which includes ordering product backlog items
concept followed by many agile frameworks whereas and ensuring that the product backlog is transparent, visible
Waterfall methodology is a linear and sequential and understood. Ref App H, tab B.1
development approach. Ref tab 2.2, glossary 40 D 4.2.f A. Incorrect. A Kanban board is a tool used to visually display
B. Incorrect. Waterfall methodology comprises the the work in the system using a series of columns and possibly
heavyweight and document-driven processes whereas agile is rows where work items move from left to right. Ref glossary
lightweight and flexible. Ref 2.1.1 B. Incorrect. The project product description is a special form
C. Incorrect. A spike is a temporary piece of work used to of product description that defines what the project must
understand more about a given situation. It may take the deliver in order to gain acceptance. Ref A.21.1
form of a prototype or some research and is often used to C. Incorrect. A burn-down chart has two lines, one straight
reduce uncertainty from a technical or customer viewpoint. line showing the ideal rate of progress and the other showing
Ref glossary the amount of work to be done. Ref 15.4.1.2
D. Correct. Waterfall methodology is a development D. Correct. A burn-up chart has two lines, one increasing
approach that is linear and sequential, with distinct goals to show the amount of work completed, and the other
for each phase of development. Ref glossary showing the total amount of work to be done. Ref
15.4.1.3, fig 15.1

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41 C 4.2.b A. Incorrect. The term Minimum Viable Product (MVP) broadly 44 B 4.2.h A. Incorrect. Working agreements and rules are potentially
aligns with the Lean Startup view that it is a ‘version of the destructive if they are not built carefully by consensus and
final product which allows the maximum amount of validated involve all of those impacted. Ref 10.5.3.3
learning with the least effort’. Typically, an MVP would be B. Correct. The team creates the role of ‘pastor of fun’
delivered as early as possible during the project. The project which is responsible for ensuring that the team develops
product which results when only the Must Haves have been a close bond by organizing social activities. This typically
delivered is more like a minimum usable subset. Ref 20.4.2.5 results in bringing out the human side of everyone, and
B. Incorrect. It is the Agilometer, not the MVP, that assesses in turn this creates behaviours such as loyalty and
the level of risk associated with using agile in combination openness. However, creating working agreements is a
with PRINCE2. Ref glossary concept that is used to evolve the effectiveness of a team
C. Correct. It is important to note that an MVP is about that is self-organizing. This is achieved by collectively
learning and may not go into operational use; it may be developing a set of team guidelines, or rules, to bring
in the form of a simple experiment or prototype. Ref some structure to how the team works and behaves. Ref
20.4.2.5 10.5.3.4, 10.5.3
D. Incorrect. It is important to note that an MVP is about C. Incorrect. Creating working agreements is a concept that is
learning and may not go into operational use; it may be in the used to evolve the effectiveness of a team that is self-
form of a simple experiment or prototype. Ref 20.4.2.5 organizing. This is achieved by collectively developing a set of
42 D 4.2.g A. Incorrect. There are many variations of numbering systems team guidelines, or rules, to bring some structure to how the
used as part of agile estimating and most are based on the team works and behaves. Ref 10.5.3
Fibonacci sequence. Ref 12.4.1.2 D. Incorrect. Typically, team working agreements are made
B. Incorrect. Another very popular estimating technique is visible (perhaps displayed on the wall) and the team develops
called T-shirt sizing. Ref 12.4.1.2 them over time. Ref 10.5.3.1
C. Incorrect. The most common form of relative estimation is 45 A 4.2.d A. Correct. A user story is 'ready' when it has a function
achieved by giving requirements or user stories a points value that does not contain a solution. Ref 25.6.1.7
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that means something relative to another requirement or B. Incorrect. The exact format of a user story can vary but it
user story. Ref 12.4.1.2, 12.2.3 will be based on describing ‘who (role), what and why?’ Ref
D. Correct. Avoid using actual times instead of points 25.6.1.1, 25.6.1.2
when estimating. Points are arbitrary and therefore C. Incorrect. The user story should also contain, at some
reduce the likelihood of problems and potential for point, an idea of the effort involved in creating it and an idea
conflict. Agile uses empiricism to estimate, rather than of the value it is worth to the customer. Ref 25.6.1.2
rationalism. Ref 12.4.1.3, 12.2.1 D. Incorrect. The user story should also contain, at some
43 C 4.2.c A. Incorrect. A retrospective should have five preparation point, an idea of the effort involved in creating it and an idea
steps: objective, attendees, agenda, logistics, pre-reading. Ref of the value it is worth to the customer. Ref 25.6.1.2
19.4.1.2 46 B 5.1.b A. Incorrect. Requirements at the delivery stages should be at
B. Incorrect. A retrospective should have five preparation detailed level (possibly more than 100). They will possibly be
steps: objective, attendees, agenda, logistics, pre-reading. Ref captured in detailed requirements/user stories relating to the
19.4.1.2 product descriptions defined in the initiation stage. Ref tab
C. Correct. Sprint planning initiates the sprint by laying 25.2
out the work to be performed for the sprint. Ref 19.4.1.2, B. Correct. Requirements at initiation stage should be at
App H intermediate level (possibly more than 10, but less than
D. Incorrect. A retrospective should have five preparation 100). They will possibly be captured in product
steps: objective, attendees, agenda, logistics, pre-reading. Ref descriptions or epics. Ref tab 25.2
19.4.1.2 C. Incorrect. Requirements at the pre-project stage should be
at high level (possibly less than 10). They will possibly be
captured in key objectives of the project in bullet point form –
perhaps listed under the project product description as
‘composition’ or defined as product groupings. Ref tab 25.2
D. Incorrect. Requirements at initiation stage should be at
intermediate level (possibly more than 10, but less than 100).
They will possibly be captured in product descriptions or
epics. Ref tab 25.2

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47 A 5.1.c A. Correct. Groups can use workshops without a 49 B 5.1.a A. Incorrect. The purpose of this focus area is to describe how
facilitator, but this would normally require the group to to assess the agile environment in order to tailor PRINCE2 in
have established and agreed its own working norms. This the most effective way, not tailoring agile to PRINCE2. Ref 24.1
often takes time to establish and typically exists in teams B. Correct. The purpose of this focus area is to describe
that have been together for a significant period of time. how to assess the agile environment in order to tailor
Ref 26.4.1.5 PRINCE2 in the most effective way. Ref 24.1
B. Incorrect. There are no rules on workshop numbers. The C. Incorrect. The Agilometer assesses the behaviour and
ideal way to run a workshop is by using a neutral facilitator environment, it does not only assess agile techniques. Ref
who has no stake in the outcome. Without a facilitator the 24.1
group will need to police itself, which will be difficult because D. Incorrect. The purpose of this focus area is to describe how
participants will be concentrating on creating the content to to assess the agile environment in order to tailor PRINCE2 in
achieve the objective of the workshop. Ref 26.4.1 the most effective way, not just the agile techniques that are
C. Incorrect. Strong personalities and conflicting views need suitable for the project. Ref 24.1
to be managed, and this is where a neutral facilitator is 50 C 5.1.d A. Incorrect. As part of the ‘managing product delivery’
perhaps most valuable. Ref 26.4.1.4 process, the team manager demonstrates that the product
D. Incorrect. When creating an agenda or a workshop a meets its quality criteria through quality methods specified in
variety of tools and techniques are available that can be used the product descriptions. Ref 20.1
to address certain problems and situations. An experienced B. Incorrect. The purpose of the sprint retrospective is to plan
facilitator would be conversant with many of these. Ref ways to increase quality and effectiveness. The Scrum team
26.4.1.1 inspects how the last sprint went with regards to individuals,
48 B 5.1.d A. Incorrect. Information about requirements that could be interactions, processes, tools, and their definition of ‘done’.
traded is not included in a project-level plan. A project plan The project board is not involved in a sprint. Ref App H
would need to clearly show how many releases were C. Correct. How a product is released, gradually over
expected throughout the project, when they will take place time, will have a direct effect on how benefits are
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and what features are intended to be released. Ref 27.2.1 realized and can have a significant effect on whether or
B. Correct. Release planning needs to be incorporated not the project can continue to be justified. It is possible
into the PRINCE2 plans. A project plan would need to that a project needs to realize early benefits in order to
clearly show how many releases were expected fund later parts of the project. The project board needs to
throughout the project, when they will take place and be fully aware of the significance of release planning. It is
what features are intended to be released. Ref 27.2.1 not something that just concerns the people working at
C. Incorrect. A project plan would need to clearly show how the delivery level. Ref 27.2.1
many releases were expected throughout the project, when D. Incorrect. As part of the ‘controlling a stage’ process, the
they will take place and what features are intended to be project manager ensures that the agreed products are
released. The use of a general acceptance criteria of a user delivered in support of the achievement of the defined
story is not included. Ref 27.2.1 benefits, not the project board. Ref 19.1
D. Incorrect. A project plan would need to clearly show how
many releases were expected throughout the project, when
they will take place and what features are intended to be
released. A project plan does not need the detail of the
business contacts. Ref 27.2.1

216 PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. 217
 baseline change authority constraints
Glossary Reference levels against which an entity is A person or group to which the project The restrictions or limitations by which a
monitored and controlled. board may delegate responsibility for the project is bound.
consideration of requests for change or off-
acceptance criteria benefit specifications. The change authority may contingency
A prioritized list of criteria that the project The measurable improvement resulting from be given a change budget and can approve Something that is held in reserve, typically
product must meet before the customer will an outcome perceived as an advantage by one changes within that budget. to handle time and cost variances, or risks.
accept it (i.e. measurable definitions of the or more stakeholders, and which contributes PRINCE2 does not advocate the use of
attributes required for the set of products to towards one or more organizational change control approach contingency because estimating variances is
be acceptable to key stakeholders) (PRINCE2 objective(s). A description of how and by whom the project’s managed by setting tolerances, and risks are
definition). Acceptance criteria are commonly products will be controlled and protected. managed through appropriate risk responses
used in agile for assessing whether a user story benefits management approach (including the fallback response that is
has been completed. An approach that defines the benefits checkpoint report contingent on the risk occurring).
management actions and benefits reviews that A progress report of the information gathered
agile behaviours will be put in place to ensure that the project’s at a checkpoint, which is given by a team to the customer subject matter expert
Those behaviours that are seen as typifying outcomes are achieved and to confirm that the project manager and which provides reporting The role assigned to the delivery team, to act as
working in an agile way (e.g. being collaborative, project’s benefits are realized. data as defined in the work package. a representative of all customer stakeholders,
self-organizing, customer-focused, empowered, with a responsibility for ensuring that the
trusting not blaming). brainstorming class of service project product (and its components) is
A technique that helps a team to generate Broadly defined category for different types of understood and is correct at the detailed level.
agile plans ideas. Ideas are not reviewed during the work. The classes influence selection decisions Also referred to as customer SME.
Agile plans may show features (or sets of brainstorming session, but at a later stage. because different classes of service are typically
features) in their order and dependencies, and Brainstorming is often used by problem associated with qualitatively different risk definition of ‘done’
are likely to have been created collaboratively management to identify possible causes. profiles, especially with regard to schedule risk A set of criteria that is used to determine if a
and the cost of delay. Four generic classes of piece of work or a collection of work items is
Appendix

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by those who will carry out the planned work.
Resources

Resources
Agile plans tend to be informal or low-tech burn chart service are widely recognized: ‘standard’, ‘fixed completed. Something is either ‘done’ or it is
at the delivery-team level and this can be highly A technique for showing progress (e.g. such as date’, ‘expedite’ and ‘intangible’. ‘not done’.
effective even though they may be no more with a timebox), where work that is completed
than to-do lists or backlogs. Product-based and work still to do are shown with one or communication management approach definition of ‘ready’
planning can still be used at all levels of the more lines that are updated regularly or daily. A description of the means and frequency of A set of criteria that is used to determine if a
project (including product delivery). communication between the project and its piece of work is ready to be started.
burn-down chart stakeholders.
Agilometer A burn-down chart is a run chart of outstanding demo
The Agilometer is a tool that assesses the work. See also burn chart. configuration item Short for ‘demonstration’, this is an event where
level of risk associated with using agile in An entity that is subject to configuration a product or interim product, in whatever state
combination with PRINCE2. This allows PRINCE2 burn-up chart management. The entity may be a component of readiness, is shown to a person or group
to be tailored in such a way that best mitigates A burn-up chart is a run chart of completed of a product, a product or a set of products in a (e.g. to a customer) in order to get feedback
the level of risk. The Agilometer should evolve work. See also burn chart. release. and show progress. The product being
to suit the needs of each organization. ‘demoed’ could be static (e.g. a paper design) or
business ambassador configuration item record dynamic (e.g. a working prototype).
backlog A role in DSDM that is the pivotal role (but not A record that describes the status, version and
A list of new features for a product. The list the only role) in understanding the business variant of a configuration item, and any details DevOps
may be made up of user stories which are view of a project. Sometimes known as a of important relationships between them. See A collaborative approach between development
structured in a way that describes who wants requirements engineer or business analyst. also configuration item. and operations aimed at creating a product or
the feature and why. It is also a generic term service where the two types of work and even
that can be defined in terms of releases, sprints business case configuration management the teams merge as much as possible.
and products. The justification for an organizational activity Technical and administrative activities
(project) which typically contains timescales, concerned with the controlled change of a discovery (phase)
backlog item costs, benefits and risks, and against which product. See sprint zero.
An entry in a backlog. This may be in the form of a user continuing viability is tested.
story or task and may be held in many forms such as
in a spreadsheet or displayed on a whiteboard.

218 PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. 219
 disruptive project board (or between the project board gap analysis (singular or plural). In technical presentations
A widely used term that has more than one and corporate, programme management or the An activity that compares two sets of data of the mechanics of Kanban systems it usually
definition but in general terms refers to customer). and identifies the differences. Gap analysis means the latter. Used informally, it refers to
situations where there are high degrees of is commonly used to compare a set of the use of Kanban systems (visual or otherwise)
uncertainty (e.g. with product innovation) and executive requirements with actual delivery. and the Kanban method.
the product being developed will significantly The individual with overall responsibility for
disrupt (intentionally or accidentally) the ensuring that a project meets its objectives Glad! Sad! Mad! Kanban board
existing environment or marketplace (e.g. 3D and delivers the projected benefits. This This is a feedback technique that can be A tool used in Kanban to visually display the
printing). individual should ensure that the project used by a team in a retrospective. Each team work in the system (or timebox). It is usually
maintains its business focus, that it has clear member writes one or more sticky notes and made up of a series of columns and possibly
Dynamic Systems Development Method authority, and that the work, including risks, is puts them into the appropriate column. This rows where work items move from left to right
(DSDM) actively managed. The executive is the chair of lets everyone else know what made them ‘glad’ as they move through various states in order to
An agile project delivery framework developed the project board. He or she represents the during the last timebox, what made them ‘sad’ be completed.
and owned by the DSDM consortium. customer and is responsible for the business and what even made them ‘mad’.
case. Kanban method
early adopter highlight report An evolutionary approach to change described
A term given to a customer who is one of the experiment A time-driven report from the project manager by David J. Anderson in Six Core Practices and
first to buy or use a product. They typically An investigation into something that is carried to the project board on management stage Four Foundational Principles.
may like innovative products and therefore out in a series of specific steps (which may progress.
may expect to pay more for them although involve research) in order to prove or disprove Kanban system
these products may not be to a level of quality a theory or idea. This can be used to validate an information radiator A ‘pull system’ implemented by limiting the
that later customers will receive. This type of idea or to try to improve something such as the A general term used to describe the use of number of Kanban (cards) in circulation.
customer is very useful for early feedback on way a team is working. walls or boards containing information that
the product. can be readily accessed by people working enhance (risk response)
feature on the project. It can contain any information,
Appendix

Appendix
A risk response to an opportunity where
Resources

Resources
emergent A generic term that is widely used to describe although it would typically show such things proactive actions are taken to enhance both
A concept in agile that refers to creating something a product does, or the way in which as work to do and how work is progressing. the probability of the event occurring and the
solutions and making decisions in a way that a product does something. A feature can be at impact of the event should it occur.
gradually converges on an accurate solution any level of detail (e.g. it is waterproof, it makes issue
and does not involve a lot of upfront work. The a tone when switched off) and can be related A relevant event that has happened, was not Kano
opposite would be to spend time and try to to a specific requirement, user story or epic. planned, and requires management action. It A model, developed by Professor Noriaki Kano,
predict how things will happen. An example Another similar term is ‘function’. can be any concern, query, request for change, which is used to help understand customer
would be ‘emergent architecture’ whereby work suggestion or off-specification raised during a preferences. The Kano model considers
could be done in advance to decide how the flow-based project. Project issues can be about anything to attributes of a product or service grouped into
product will be built, or work could be started This avoids the use of partitioning work into do with the project. areas such as basic factors, excitement factors
on the product and then the best architecture timeboxes and manages work by using a and performance factors.
would emerge as the product develops. queue. Work is then continually pulled into Kaizen
the system (which may itself be a high-level A Japanese philosophy that literally means lead time/cycle time
empirical/empiricism timebox) and moves through various work ‘good change’ but is widely understood to refer These two terms are interpreted differently
Evidence-based decision-making instead of states until it is done. to continual improvement. It involves everyone by many in the Kanban community (some
reasoning or intuition. contributing on a regular basis to make many see them as representing different things)
Gantt chart small beneficial changes that build up over time but in simple terms they refer to how long a
epic A commonly used technique for planning work to improve the efficiency of the way a team or work item takes to go through the system or
A high-level definition of a requirement that has activities against time in the form of horizontal organization works. timebox. So although they are often interpreted
not been sufficiently refined or understood yet. lines or bars showing when the activities start differently, they are, in effect, the same thing.
Eventually, an epic will be refined and broken and end. This can then be used to schedule Kanban
down into several user stories or requirements. dependencies between the activities. It is Lean
A way to improve flow and provoke system
more applicable in the context of project An approach that focuses on improving
improvement through visualization and
exception management than agile delivery. processes by maximizing value through
controlling work in progress. Written in
A situation where it can be forecast that there eliminating waste (such as wasted time and
kanji (Chinese characters), it means ‘sign’
will be a deviation beyond the tolerance levels wasted effort).
or ‘large visual board’. Written in hiragana
agreed between the project manager and the
(Japanesecharacters) it means ‘signal cards’

220 PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. 221
 Lean Startup • Must have objectives. A programme is likely to have a life project manager
Originally an approach to creating and • Should have that spans several years. The person given the authority and
managing start-up companies, but now applied • Could have responsibility to manage the project on a day-
to any business, to help them deliver products • Won’t have for now. project to-day basis to deliver the required products
to customers quickly. A temporary organization that is created for within the constraints agreed with the project
Plan-Do-Check-Act (PDCA) the purpose of delivering one or more business board..
lessons report A four-stage cycle for process management, products according to an agreed business case.
A report that documents any lessons that attributed to W. Edwards Deming. Plan-Do- project plan
can be usefully applied to other projects. The Check-Act is also called the Deming Cycle. Plan: project assurance A high-level plan showing the major products
purpose of the report is to provoke action so design or revise processes that support the IT The project board’s responsibilities to assure of the project, when they will be delivered and
that the positive lessons from a project become services; Do: implement the plan and manage itself that the project is being conducted at what cost. An initial project plan is presented
embedded in the organization’s way of working the processes; Check: measure the processes correctly. The project board members each as part of the PID. This is revised as information
and the organization is able to avoid the and IT services, compare with objectives and have a specific area of focus for project on actual progress appears. It is a major control
negative lessons on future projects. produce reports; Act: plan and implement assurance, namely business assurance for the document for the project board to measure
changes to improve the processes. executive, user assurance for the senior actual progress against expectations.
level of quality user(s), and supplier assurance for the senior
The overall quality level of a product as defined planning horizon supplier(s). project product description
by the project product description (customer’s The period of time for which it is possible to A special type of product description used
quality expectations and acceptance criteria). plan accurately project brief to gain agreement from the user on the
A statement that describes the purpose, cost, project’s scope and requirements, to define
Little’s Law product description time and performance requirements, and the customer’s quality expectations and the
L = λW. In simple terms, it is the average A description of a product’s purpose, constraints for a project. It is created before the acceptance criteria for the project.
number of items in a system. L is equal to composition, derivation and quality criteria. It is project begins, during the starting up a project
the average arrival rate, λ, multiplied by the produced at planning time, as soon as possible process, and is used during the initiating project support
average time an item spends in the system, W after the need for the product is identified. a project process to create the PID and its An administrative role in the project
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(assuming that this is over a long enough components. It is superseded by the PID and management team. Project support can be
period of time and the system is stable). product owner not maintained. in the form of advice and help with project
The role assigned to managing the product management tools, guidance, administrative
manage by exception backlog in order to get the most value from it project initiation documentation (PID) services such as filing, and the collection of
A technique by which variances from plan that by ordering and prioritizing it. A logical set of documents that brings together actual data..
exceed a pre-set control limit are escalated for the key information needed to start the
action (e.g. where spends exceed budget by 10 product roadmap project on a sound basis and that conveys the prototype
per cent). A diagram or document that shows the information to all concerned with the project. Something created to help prove or disprove
intended development path for a product. an idea, or to help to improve the general
minimum viable product (MVP) This would typically be a long-range plan that project kick-off understanding of a situation (e.g. the
In a PRINCE2 Agile context the term MVP may cover several months if not years. It exists Usually, a single event where visioning activities customer’s needs). It could be something that
broadly aligns with the Lean Startup view that outside a project context but could be used to may take place and the team comes together evolves into a real product or is thrown away.
it is a ‘version of the final product which allows trigger project work. for the first time. The event can be run as one
the maximum amount of validated learning or more workshops and requires preparation pull system
with the least effort’. This should not be product-based planning to ensure that time is used as effectively as A way of working in which work is started or
confused with the viability of the project as a An approach for developing a comprehensive possible. See also visioning. ‘pulled’ from upstream, but only as capacity
whole. Typically, an MVP would be delivered plan based on the creation and delivery of becomes available. Kanban systems are pull
as early as possible during the project. It required outputs. The approach considers project management systems. The availability of capacity and the
is important to note that an MVP is about prerequisite products, quality requirements The planning, delegating, monitoring and ability to pull work is indicated by the gap
learning and may not go into operational use; and the dependencies between products. control of all aspects of the project, and between current work in progress and the
it may be in the form of a simple experiment or the motivation of those involved, to achieve corresponding limit. See also push system.
prototype. programme the project objectives within the expected
A temporary, flexible organization structure performance targets for time, cost, quality, push system
MoSCoW created to coordinate, direct and oversee the scope, benefits and risks. The act of placing work into a system or activity
This technique is used to categorize items such implementation of a set of related projects without due regard to its available capacity. See
as requirements or tasks into one of the four and activities in order to deliver outcomes and also pull system..
following levels of how they relate to a deadline: benefits related to the organization’s strategic

222 PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. 223
 quality assurance requirement Scrum master and will usually contain one or more lower-level
A planned and systematic process that A term to describe what a product does and/or The Scrum master is accountable for timeboxes such as releases or sprints.
provides confidence that outputs will match how it will do it. A requirement can be written in establishing Scrum as defined in The Scrum The concept of a PRINCE2 stage does not have
their defined quality criteria when tested under the form of a user story if desired and will exist Guide. They do this by helping everyone an exact equivalent commonly used in agile.
quality control. It is carried out independently with other requirements in the form of a list. understand Scrum theory and practice, both
of the project team. within the Scrum team and the organization. stage plan
retrospective A detailed plan used as the basis for
quality criteria A regular event that looks at how the process Scrumban project management control throughout a
A description of the quality specification of doing work can be improved. In keeping with The application of Kanban or the Kanban management stage..
that the product must meet, and the quality the agile concept of ‘inspect and adapt’, these method in the context of an existing
measurements that will be applied by those events help teams to continually improve their implementation of Scrum. stand-up meeting
inspecting the finished product. working practices, little by little, over time. A short meeting to assess progress. Typically
senior user lasting 15 minutes or less, they involve
quality review technique risk The project board role accountable for describing work that has been done, work
A technique with defined roles and a specific An uncertain event or set of events that, should ensuring that user needs are specified correctly still to be done and any problems being
structure, designed to assess whether a it occur, will have an effect on the achievement and that the solution encountered.
product in the form of a document (or similar, of objectives. A risk is measured by a meets those needs.
such as a presentation) is complete, adheres to combination of the probability of a perceived supplier subject matter expert
standards and meets the quality criteria agreed threat or opportunity occurring, and the sensitivity analysis The role assigned to the delivery team to
for it in the relevant product description. The magnitude of its impact on objectives. A technique for testing the robustness of a provide the appropriate technical skills to build
participants are drawn from those with the calculation or model by assessing the impact and initially qualitycheck the project product
necessary competence to evaluate its fitness risk management approach of varying the input, to reflect the risk that the (and its components). Also referred to as the
for purpose. An approach describing the goals of applying calculation or model might not be accurate. supplier SME.
risk management, as well as the procedure
quality tolerance that will be adopted, roles and responsibilities, spike (or spiking) SWOT analysis
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Resources

Resources
The tolerance identified for a product for a risk tolerances, the timing of risk management A temporary piece of work used to understand Acronym for ‘strengths, weaknesses,
quality criterion defining an acceptable range interventions, the tools and techniques that will more about a given situation. It may take the opportunities and threats’. A technique to
of values. Quality tolerance is documented in be used, and the reporting requirements. form of a prototype or some research and determine favourable and unfavourable factors
the project product description (for the project- is often used to reduce uncertainty from a in relation to business change or current state.
level quality tolerance) and in the product risk register technical or customer viewpoint. Experiments
description for each product to be delivered. A record of identified risks relating to an are similar. team dynamics
initiative, including their status and history. The interpersonal interactions between the
RACI sprint individuals on a team. This relates to the
A model used to help define roles and SAFe (Scaled Agile Framework) A fixed timeframe (typically of 2–4 weeks) for culture and attitudes of the people in the team
responsibilities. RACI stands for ‘responsible, Large-scale application of agile across an creating selected features from the backlog. and needs to be managed carefully as it can be
accountable, consulted and informed’. organization. a very positive and powerful force when it is
sprint zero working well, but it can be destructive when it
release safe-to-fail A specific sprint at the beginning of a piece breaks down.
The set of products in a handover. The A safe-to-fail experiment is one that is designed of work in order to address many upfront
contents of a release are managed, tested to have only limited impact on the system or activities (e.g. forming a team, visioning, team manager
and deployed as a single entity. In PRINCE2 the plan in the event of failure. defining the architecture). Also referred to as The person responsible for the production of
Agile, a release is typically a container for more iteration zero or (the) discovery (phase). products allocated by the project manager (as
than one low-level timebox (e.g. a sprint). This Scrum defined in a work package) to an appropriate
is not always the case as the act of releasing An iterative, timeboxed approach to product stage (management stage) quality, timescale and at a cost acceptable to
features into operational use may happen delivery that is described as ‘a lightweight A section of the project that a project manager the project board. This role reports to, and
more regularly (e.g. after each sprint or several framework that helps people, teams and is managing on behalf of the project board at takes direction from, the project manager. If
times during a sprint). The term ‘deployment’ organizations generate value through adaptive any one time, at the end of which the project a team manager is not assigned, the project
is sometimes used in agile and has a similar solutions for complex problems’ (The Scrum board will wish to review progress to date, the manager undertakes the responsibilities of the
meaning, although it is not used in PRINCE2 Guide by Ken Schwaber and Jeff Sutherland, state of the project plan, the business case and team manager role.
Agile. updated November 2020). risks and the next stage plan, in order to decide
whether to continue with the project (PRINCE2).
In agile terms, it is in effect a high-level timebox

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 test-driven velocity workshop
The concept of writing tests or quality checks A description of the rate of progress a team is An event where people come together in a
before building the product or sub-product as making. For example, if a team is completing 20 room to achieve an objective (e.g. to create
opposed to after. user stories per week then this is their velocity a list of requirements or solve a problem)
and it can be used to empirically forecast their by using interaction and creativity in
timebox future rate of progress (assuming that the order to work quickly and accurately.
A finite period of time when work is carried conditions remain the same)..
out to achieve a goal or meet an objective. The
deadline should not be moved, as the method vision
of managing a timebox is to prioritize the work The statement of a desired future state.
inside it. At a low level a timebox will last a
matter of days or weeks (e.g. a sprint). Higher- visioning
level timeboxes act as aggregated timeboxes An exercise or phase that aims to understand
and contain lower-level timeboxes (e.g. stages). the overarching goal of something (e.g. a
project). It would try to answer questions such
tolerance as: Why is this work taking place? Who is it for?
The permissible deviation above and below What might it look like? See also project kick-off.
a plan’s target for time and cost without
escalating the deviation to the next level of waterfall method
management. There may also be tolerance A development approach that is linear and
levels for quality, scope, benefits and risk. sequential, with distinct goals for each phase
Tolerance is applied at project, management of development. After a phase of development
stage and team levels. has been completed, the development
proceeds to the next phase and earlier phases
trading (or swapping) are not revisited (hence the analogy that water
Appendix

Appendix
Resources

Resources
The act of handling change by replacing one or flowing down a mountain cannot go back).
more requirements (or features or user stories)
with others of a similar size in terms of effort. work in progress (WIP)
Work that has been started but not yet
transparency delivered from the system or timebox. It can
A fundamental agile behaviour which involves also indicate the status for incidents, problems,
making as many things visible as possible in changes, etc.
order to help the way people work. This can
involve displaying progress on a wall or the work-in-progress (WIP) limit
frequent delivery of products. Importantly, A constraint on the amount of WIP allowed in
transparency also covers areas such as a given part (or column) of the system at any
openness and honesty. one time. Typically expressed as a number (i.e.
the maximum number of work items allowed), it
user story creates the concept of a pull system.
A tool used to write a requirement in the form
of who, what and why. work package
The set of information relevant to the
validated learning creation of one or more products. It will
The idea of learning through the use of contain a description of the work, the product
experiments carried out in a scientific way (i.e. description(s), details of any constraints on
using a series of carefully designed steps and production, and confirmation of the agreement
measures to prove whether the experiment between the project manager and the person
has been successful). or team manager who is to implement the work
package that the work can be done within the
value constraints.
The benefits delivered in proportion to the
resources put into acquiring them.

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Index
 A configuration item record, 219 K project assurance, 35, 157, 223

acceptance criteria, 58, 79, 126–127, 151, configuration management, 76, 79, 219 Kaizen, 221 project brief, 29, 34, 54, 91, 143, 146, 223
154, 158, 165, 168, 170, 176, 191, 197, 206, constraints, 199, 219, 223, 226 Kanban, 18–19, 46, 56, 90, 144, 160, 164, project initiation documentation (PID), 54,
216, 218, 222–223 178–179, 188, 195, 198, 200, 213, 221, 223, 225 223
contingency, 61, 155, 169, 219
agile behaviours, 14, 18–19, 23, 53, 40, 145,
customer subject matter expert, 72, 144, Kanban board, 160, 178, 195, 213, 221 project kick-off, 107, 223, 226
188, 218
172, 201, 219 Kanban method, 164, 198, 221 project management, 6, 11, 14, 18–19, 23, 25,
agile plans, 218
D 27–28, 32, 43–44, 46, 64, 72, 91, 93, 123, 140,
Agilometer, 77, 79, 91–92, 96–97, 107, 126– Kanban system, 90, 221, 223
144, 153, 155, 157, 166–167, 170, 181, 184,
127, 148, 156, 161, 167, 172, 181, 189, 192, definition of ‘done’, 154, 166, 168, 217, 219 Kano, 221 188, 198–200, 207, 223, 225
197, 202, 207, 214, 217–218 definition of ‘ready’, 154, 168, 219 L project manager, 14, 27, 30–31, 33–36, 45,
B demo, 91, 107, 173, 177, 219 lead time/cycle time, 221 54–55, 64, 71–72, 77–78, 90–92, 94, 96–97,
backlog, 73, 75, 79, 88–90, 93, 101–103, 116–117, 140–141, 143, 151, 156, 161, 164–
DevOps, 219 Lean, 18–19, 57, 90, 104, 144, 148, 160, 179,
116–117, 147, 158–160, 176–178, 180, 195, 165, 171, 180, 183, 187–188, 190–192, 195,
discovery (phase), 219, 225 188, 198, 200, 211, 214, 221–222
213, 218, 222, 225 198–199, 203, 206, 209, 213, 217, 219–221,
disruptive, 220 Lean Startup, 18–19, 90, 104, 144, 148, 160, 223, 225–226
backlog item, 102–103, 116–117, 176, 178,
179, 188, 198, 200, 214, 222
195, 213, 218 Dynamic Systems Development Method project plan, 33, 89, 92, 94, 127, 164, 216, 223,
(DSDM), 164 lessons report, 165, 222 225
baseline, 34, 38–39, 58, 75–76, 107, 157–158,
164, 171, 173–176, 187, 193, 198, 210 E level of quality, 34, 61–62, 66–67, 97, 147, project product description, 32, 34, 58, 126–
157–158, 174–175, 193–194, 208–210, 220, 127, 143, 146, 151, 157, 165, 173, 195–196,
benefit, 24, 29–30, 32, 34, 38–39, 44, 53–55, early adopter, 220
222 213, 215, 222–224
58–59, 62, 66–67, 71, 73–74, 79, 89, 91–92, emergent, 111, 220
116–117, 122, 124, 147, 151, 157–158, 161, Little’s Law, 222 project support, 35, 44, 223
empirical/empiricism, 220
165, 173–176, 179, 181–183, 187–188, 193– M prototype, 57, 64, 104, 123, 177, 182, 195,
199, 208–209, 212, 217–218, 220, 222–223, epic, 56, 126–127, 147, 159, 177, 196, 215, 220 211–212, 214, 219, 222–223, 225
manage by exception, 142, 145, 167, 189,
226 exception, 59, 71, 75, 78–79, 91, 141–142, 145, 202, 222 pull system, 152, 166, 212, 221, 223, 226
benefits management approach, 30, 32, 58, 167, 189, 202, 211, 220, 222
minimum viable product (MVP), 214, 222 push system, 223
89, 173, 218 executive, 35, 71, 143, 199, 220, 223
brainstorming, 108, 116–117, 195, 213, 218
MoSCoW, 45, 62, 162, 185, 222 Q
experiment, 57, 64, 104, 177, 182, 195, 211,
P quality assurance, 44, 72, 224
burn chart, 59, 78, 90, 148, 160, 178, 218 214, 220, 222, 224–226
Plan-Do-Check-Act (PDCA), 222 quality criteria, 32–33, 45, 58, 79, 153, 167,
burn-down chart, 110, 195, 213, 218 F
planning horizon, 81–82, 111, 191, 205, 222 170, 176, 189, 202, 206, 217, 222, 224
burn-up chart, 79, 110, 195, 213, 218 feature, 5, 7, 53, 56, 59–60, 62, 73, 82, 88, 97,
product description, 32–34, 58–59, 76, 79, quality review technique, 105, 224
business ambassador, 218 126–127, 155–158, 169, 172, 174–177, 193,
197, 204, 208, 210, 216, 218, 220, 224–226 90, 126–127, 143, 146, 151, 153, 157–158, quality tolerance, 59, 152, 202, 224
business case, 27, 32–35, 54, 73, 79, 81–82, 165, 167, 173, 176, 195–196, 213, 215, 217,
89, 142–143, 145–146, 154, 165, 168, 174, 179, flow-based, 220 R
222–224
190, 199, 204, 218, 220, 223, 225 G RACI, 224
product owner, 71, 101, 116–117, 126–127,
C Gantt chart, 220 140, 167, 172, 195, 197, 213, 222 release, 60, 73, 75, 79, 87–93, 102, 107,
121, 124, 126–127, 147–148, 156, 159, 161,
change authority, 35, 79, 156, 171, 219 gap analysis, 108, 221 product roadmap, 222
172–173, 176–177, 180, 183, 197, 216–219,
change control approach, 219 Glad! Sad! Mad!, 105, 221 product-based planning, 124, 222 224–225
checkpoint report, 30, 33–34, 54, 90, 146, 209, H programme, 14, 29–30, 62, 91, 192, 208, 220, requirement, 17, 27–28, 45, 56, 58, 62, 71,
219
Index

Index
highlight report, 33–34, 54, 143, 146, 221 222–223 81–82, 90, 94, 101, 116–117, 120–122, 126–
class of service, 219 project, 6, 11, 13–14, 18–19, 23–36, 38–39, 127, 148, 153, 157, 159, 162, 164, 167, 169,
I 176–178, 185, 190, 193, 196–198, 204, 209,
communication management approach, 32, 43–46, 48, 53–55, 57–64, 66–67, 71–74, 76–78,
information radiator, 58, 78, 89–91, 123, 147, 87–94, 96–97, 103–104, 107–108, 116–117, 212, 214–216, 218, 220–224, 226–227
123, 173, 219
159, 177, 196, 221 121–124, 126–127, 140–146, 151–153, 155– retrospective, 87, 90, 93, 102, 105, 107, 148,
configuration item, 219
issue, 30, 33, 54–55, 76–78, 90, 94, 198, 221 161, 164–177, 179–185, 187–203, 205–210, 160, 177, 180, 196–197, 214, 217, 221, 224
213–226

230 PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. 231
 risk, 24, 28, 30, 33–34, 38–39, 53–54, 58–59, trading (or swapping), 226
73, 77–79, 90, 92, 94, 96–97, 124, 141–142, transparency, 64, 145, 168, 173, 202, 226
145, 151, 155, 161, 164, 167, 169, 171, 179,
181, 187–190, 192, 195, 198–199, 202–203, U
208–209, 214, 218–221, 223–226 user story, 56, 73, 78, 90, 101, 106, 113,
risk management approach, 33, 224 116–117, 126–127, 148, 159–161, 169, 176–
178, 181, 194–197, 212, 214–216, 218, 220,
risk register, 33–34, 181, 209, 224 224, 226
S V
SAFe (Scaled Agile Framework), 224 validated learning, 57, 104, 152, 166, 214,
safe-to-fail, 224 222, 226
Scrum, 15, 18–19, 46, 56, 71, 101–103, 116– value, 5, 11, 15, 18–19, 27, 38–39, 56, 58,
117, 140, 144, 148, 152, 159, 161, 166, 178, 71, 73, 79, 93, 101, 113, 116–117, 121, 133,
180, 188, 195, 200, 211, 213, 217, 224–225 147, 152, 158–159, 166, 174, 176, 178–179,
Scrum master, 71, 101, 140, 161, 225 187–188, 192, 194, 196, 200, 202, 211–212,
214–215, 221–222, 224, 226
Scrumban, 225
velocity, 75, 78–79, 113, 147, 158, 176, 194,
senior user, 35, 71–72, 143, 167, 199, 225 212, 226
sensitivity analysis, 225 vision, 89, 126–127, 158, 176, 196, 226
spike (or spiking), 225 visioning, 108, 223, 225–226
sprint, 75, 79, 88, 90, 92–93, 101–103, 110, W
147, 155, 157, 159–160, 170, 172, 174, 176–
178, 180, 191, 193–194, 196–197, 206, 209, waterfall method, 17, 226
211, 213–214, 217–219, 224–226 work in progress (WIP), 226
sprint zero, 219, 225 work package, 30, 34, 54, 59, 90, 96–97, 143,
stage (management stage), 225 146, 156, 172, 187, 192, 199, 209, 219, 225–226

stage plan, 29–30, 34, 38–39, 54–55, 91–92, work-in-progress (WIP) limit, 166, 212, 226
94, 124, 164, 187, 198, 225 workshop, 93, 107–108, 116–117, 123, 148,
stand-up meeting, 90, 93, 107, 114, 180, 194, 156–157, 159, 173, 178, 195–196, 213, 216,
211, 225 223, 227

supplier subject matter expert, 72, 144, 167,

201, 225
SWOT analysis, 108, 225
T
team dynamics, 62, 225
team manager, 30–31, 36, 54, 64, 71–72, 79,
90, 94, 96–97, 116–117, 143, 151–152, 156,
161, 164–165, 172, 180, 187, 190, 192, 195,
198–199, 203, 206, 209, 213, 217, 225–226
test-driven, 74, 226
Index

Index
timebox, 14, 88, 147, 156, 172, 176–177, 185,
194, 211, 218, 220–221, 224–226
tolerance, 30, 54, 58–59, 63, 71, 75–76, 78–79,
90, 94, 147, 152–153, 156–157, 167, 169, 171,
174, 188, 193, 199, 202, 209, 219–220, 224, 226

232 PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. PRINCE2 Agile® Foundation | Copyright© PeopleCert International Ltd. 233
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