PRINCE2-Agile-Foundation PRINCE2 Agile Foundation (Version 2) Exam Question and Answers

The burn-down chart is a visual tool used in agile to monitor progress by tracking the remaining work against time. It provides teams and stakeholders with a clear, real-time view of project status and forecast completion, allowing for early identification of potential delays or bottlenecks.

The delegation matrix (A) defines authority, swarming (B) is a team collaboration technique, and t-shirt sizing (C) is an estimation method, none of which directly monitor progress.

Delegation poker is a collaborative game used to define and clarify decision-making authority within teams. It helps teams agree on who has the power to make decisions for specific areas, from the team level to senior management. Using cards representing different levels of delegation, team members discuss and align expectations, ensuring clarity and reducing conflicts.

This technique fosters transparency, shared ownership, and empowerment, which are critical for agile teams operating under PRINCE2 governance. It also helps balance autonomy and control, supporting the principle of manage by exception.

Other options: a team skills matrix documents competencies, personas represent user archetypes for design, and magic estimation is a sizing technique — none focus on decision authority.

Delegation poker aligns well with PRINCE2 Agile’s emphasis on defined roles and empowered teams.

User inputs are initially gathered as user stories in the product backlog in PRINCE2 Agile. User stories represent small, customer-focused requirements that capture the "who," "what," and "why" of a feature. These stories form the foundation of requirements and quality criteria for the product and ensure that development is driven by user needs and value delivery.

The Definition of Done is developed later as part of the quality management approach to specify when work is complete. Epic user stories are larger features that can be broken down into smaller user stories. The quality register tracks quality-related activities but is not the first step for gathering user inputs.

The Agile Enablement Workshop provides a collaborative environment where teams and stakeholders define critical agile artifacts, including the Definition of Ready. This definition specifies the criteria a user story or product backlog item must meet before work can begin, ensuring clarity and readiness.

The workshop facilitates alignment on quality standards, scope, and expectations, reducing ambiguity and improving flow through development cycles. By involving all key participants, the Definition of Ready is meaningful and practical, tailored to the project's specific context.

While starting up (A), kickoff (B), and initiation workshops (C) focus on project foundation and planning, they do not specifically focus on agile readiness criteria.

This workshop is essential for embedding agile practices within PRINCE2 governance and fostering effective delivery.

The Risk practice is specifically aimed at controlling uncertainties that could impact the achievement of the project’s objectives. In PRINCE2 Agile, risk management involves identifying, assessing, and controlling threats and opportunities to reduce negative impacts and maximize positive outcomes.

Effective risk management is a core theme and practice in PRINCE2 Agile and is crucial for agile environments where change and uncertainty are inherent. The practice ensures that risks are continuously monitored and appropriate responses are planned and implemented. This proactive management helps keep the project viable and aligned with business justification.

While plans support managing scope and resources, issues deal with current problems rather than potential future events, and quality ensures that products meet requirements, risk management uniquely focuses on uncertainty.

The PRINCE2 Agile guidance emphasizes integrating agile techniques such as frequent reviews and retrospectives to improve risk awareness and control.

A key criterion for the Definition of Ready is that acceptance criteria are measurable. This ensures that work items are clearly understood, well-defined, and have objective criteria to confirm when they are complete. Measurable acceptance criteria reduce ambiguity and support efficient development and quality assurance.

Other options describe completion or handover stages, which are more relevant to the Definition of Done, not Ready.

One of the significant challenges when merging traditional project management approaches like PRINCE2 with agile delivery methods is the lack of guidance on doing agile. While PRINCE2 provides a structured framework focusing on governance, control, and business justification, agile introduces flexible, iterative, and people-centered approaches. The integration of these requires clear guidance on how to implement agile practices effectively within the PRINCE2 framework.

PRINCE2 Agile acknowledges that while it offers a comprehensive method to combine governance and agility, many organizations and practitioners struggle with practical implementation, especially in how to “do agile” properly. This includes understanding how to adopt agile roles, ceremonies, and artifacts without losing control, as well as aligning agile delivery with PRINCE2’s management layers.

The challenge is compounded by the fact that agile methodologies emphasize adaptive planning and team autonomy, whereas traditional project management often focuses on upfront planning and command-and-control structures. PRINCE2 Agile aims to bridge this gap by providing detailed guidance, but a lack of practical ‘how-to’ agile advice remains a common issue.

Other options like terminology differences (A), unclear processes (B), and guidance at delivery level (C) are lesser challenges because PRINCE2 Agile provides a common vocabulary and defined processes that include delivery considerations.

The Team Retrospective Workshop is explicitly designed to facilitate team growth and continuous improvement in working practices. It is a fundamental agile practice where the team reflects on the recently completed work or sprint to identify what went well, what didn’t, and what could be improved. The goal is to foster an environment of trust and openness, enabling teams to discuss challenges and successes honestly.

Retrospectives promote inspect and adapt principles by encouraging teams to continuously evaluate their processes, collaboration, and tools. They help uncover systemic issues, process bottlenecks, or interpersonal challenges that may be impeding productivity or quality. Teams use this feedback to implement actionable improvements, which can range from adjusting communication methods to refining definitions of done or ready.

This workshop supports a key agile mindset—continuous learning and improvement—which directly contributes to team maturity, performance, and morale. Importantly, retrospectives are not about assigning blame but rather about fostering a growth mindset that accepts change as an opportunity to evolve.

While Project Kickoff Workshops (A) initiate project alignment and Progress Review Workshops (C) monitor project status, they do not primarily focus on team process improvements. The Team Planning Workshop (D) is concerned with planning upcoming work, not retrospection.

In PRINCE2 Agile, retrospectives are a critical tool to blend traditional project management with agile principles by promoting regular reflection and incremental enhancements.

Reference https://publications.axelos.com/prince2agile2016/content.aspx?page=pra_126 &showNav=true&expandNav=true

In PRINCE2 Agile, a Backlog is the prioritized list of requirements, features, or user stories that define what needs to be delivered for a product. It is a dynamic and evolving list that is continually refined and re-prioritized to ensure the most valuable work is done first. The backlog acts as a single source of truth for what the team needs to deliver and provides transparency to stakeholders regarding progress and priorities. It aligns with agile principles and practices such as Scrum, where the Product Backlog contains all desired work for the product.

The Project Canvas is a high-level tool used for defining project scope and objectives, the Release Map plans releases and iterations, and the Project Log tracks issues, risks, and actions but does not list prioritized requirements.