Which of the following is a prioritized list of the requirements for a product?
D
Explanation:
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.
Reference: PRINCE2 Agile Foundation Version 2, Section 5.3 "Agile Concepts," and PRINCE2 Agile
Study Guide, Chapter 5, "Products and Backlogs."
In which workshop does planning for the next stage occur?
B
Explanation:
The Release Planning Workshop is the forum where planning for the next stage occurs in PRINCE2
Agile. This workshop brings together the project management team and delivery teams to plan the
scope, schedule, and resources for the upcoming release or stage. It helps align business priorities
with delivery capacity and supports incremental and iterative delivery approaches.
The Team Planning Workshop focuses on more detailed planning at the team level within the
release, the Team Retrospective Workshop is dedicated to reflecting on performance and improving
processes, and the Progress Review Workshop is for reviewing progress against the plan rather than
planning future work.
Reference: PRINCE2 Agile Foundation Version 2, Section 6.4 "Planning Workshops," and PRINCE2
Agile Study Guide, Chapter 7, "Planning."
How are user inputs FIRST gathered in the 'quality' practice?
A
Explanation:
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.
Reference: PRINCE2 Agile Foundation Version 2, Section 7.2 "Quality Practice," and PRINCE2 Agile
Study Guide, Chapter 6, "Quality."
Which of the following BEST describes stakeholders in a project?
C
Explanation:
Stakeholders are best described as those who can affect or be affected by the project. This definition
is aligned with PRINCE2’s view and recognized globally in project management standards.
Stakeholders include anyone with an interest or influence in the project outcomes, including project
team members, users, suppliers, and external entities. Understanding and managing stakeholder
engagement is crucial for project success, as stakeholders’ expectations and needs impact decisions
and project delivery.
Options A, B, and D describe subsets or partial perspectives of stakeholders but do not capture the
full inclusive scope.
Reference: PRINCE2 Agile Foundation Version 2, Section 4.3 "Stakeholder Engagement," and
PRINCE2 Agile Study Guide, Chapter 3, "Principles and Themes."
Which of the following is an example of 'being agile' rather than just ‘doing agile’?
D
Explanation:
‘Being agile’ refers to embracing the mindset and principles of agility, not just following agile
practices mechanically. Option D illustrates ‘being agile’ because the customer has embraced the
iterative approach and focuses on requirements that add real value, which reflects true agile values
such as customer collaboration, responding to change, and delivering value early and continuously.
Options A, B, and C describe activities related to agile practices but don’t necessarily reflect the
deeper agile mindset or cultural shift fundamental to ‘being agile’.
Reference: PRINCE2 Agile Foundation Version 2, Section 2.2 "The Agile Mindset," and PRINCE2 Agile
Study Guide, Chapter 2, "Agile Fundamentals."
Which principle ensures that people are empowered to self-manage and stay in control with the
appropriate level of governance?
C
Explanation:
The Manage by Exception principle empowers individuals and teams by delegating decision-making
within defined tolerances. It ensures governance is efficient by allowing project managers and teams
to operate independently within agreed limits, escalating only when exceptions occur. This approach
promotes self-management, autonomy, and accountability, which are key to agility, while
maintaining control through governance boundaries.
The other principles focus on different aspects: business justification relates to ongoing viability,
tailoring adapts the method, and focusing on products emphasizes deliverables but do not
specifically address empowerment through governance.
Reference: PRINCE2 Agile Foundation Version 2, Section 3.3 "The Seven Principles," and PRINCE2
Agile Study Guide, Chapter 4.
What role does AI play in addressing project complexity within PRINCE2 Agile?
C
Explanation:
Artificial Intelligence (AI) in PRINCE2 Agile is recognized as a tool that can assist in reducing
uncertainty and ambiguity by providing data-driven insights, predictive analytics, and automation of
routine tasks. This support helps teams better understand changing environments and respond
faster, thereby addressing complexity associated with change initiatives.
While AI can add complexity if misused, PRINCE2 Agile focuses on its beneficial role in supporting
decision-making and reducing unknowns rather than complicating governance or communication.
Reference: PRINCE2 Agile Foundation Version 2, Section 8.5 "Technology and Agile," and PRINCE2
Agile Study Guide, Chapter 8.
Which organizational level is responsible for day-to-day management and decision making within the
constraints established by the project manager?
D
Explanation:
The Delivering level is responsible for the day-to-day management and decision-making within the
constraints set by the project manager. Delivering teams carry out the actual work to create the
project products and manage their activities under the project’s governance framework. The Project
Manager manages the overall project, while directing sets the strategic direction and commissioning
authorizes initiation.
This separation ensures clear responsibilities and empowers the delivery teams to self-manage
within defined boundaries.
Reference: PRINCE2 Agile Foundation Version 2, Section 3.4 "Project Management Structure," and
PRINCE2 Agile Study Guide, Chapter 3.
What is a good criterion to include in the Definition of Ready?
C
Explanation:
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.
Reference: PRINCE2 Agile Foundation Version 2, Section 7.3 "Definition of Ready and Definition of
Done," and PRINCE2 Agile Study Guide, Chapter 6.
Which of the following is a benefit of an organization being and doing agile?
A
Explanation:
A primary benefit of an organization being and doing agile is faster time-to-market. Agile methods
emphasize iterative delivery, frequent releases, and continuous feedback, enabling organizations to
deliver value sooner and adapt quickly to changes. This benefit directly supports business agility and
competitive advantage.
Using agile techniques alone (B) is a means, not a benefit. Focusing solely on tasks (C) ignores value
and flow, and setting tolerances to zero (D) is neither practical nor encouraged.
Reference: PRINCE2 Agile Foundation Version 2, Section 2.3 "Agile Benefits," and PRINCE2 Agile
Study Guide, Chapter 2.
What is a purpose of the 'project closure' workshop?
C
Explanation:
The project closure workshop is held to formally close the project, during which project
documentation is updated to reflect the final state of the project, lessons learned are captured, and
approvals are obtained. This ensures that all activities are completed, the project has delivered its
intended products, and knowledge is retained for future projects or organizational learning.
Aligning teams (A) and refining release maps (D) are activities conducted earlier in the lifecycle,
while benefits management (B) is usually defined during initiation and planning stages.
Reference: PRINCE2 Agile Foundation Version 2, Section 9.2 "Closing a Project," and PRINCE2 Agile
Study Guide, Chapter 9.
In which workshop are the project role descriptions created?
A
Explanation:
The starting-up workshop is the initial workshop where the foundation for the project is established,
including the creation and clarification of project role descriptions. Defining roles early ensures
clarity of responsibilities, helps establish governance, and sets expectations for the project team.
Kickoff (B) focuses on launching the project, initiation (C) develops detailed plans, and the project
canvas (D) is a tool for capturing high-level information but does not define roles explicitly.
Reference: PRINCE2 Agile Foundation Version 2, Section 4.5 "Starting Up a Project," and PRINCE2
Agile Study Guide, Chapter 4.
Which of the following is used to monitor progress?
D
Explanation:
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.
Reference: PRINCE2 Agile Foundation Version 2, Section 7.1 "Progress Practice," and PRINCE2 Agile
Study Guide, Chapter 7.
Which of the following uses a flow-based approach to control work in progress?
C
Explanation:
Kanban uses a flow-based approach to visualize and control work in progress (WIP). It emphasizes
limiting WIP to improve flow and reduce bottlenecks, with continuous monitoring via Kanban boards.
This approach supports flexibility, transparency, and efficiency in managing tasks.
The Agilometer (A) measures agility, Lean (B) is a broad philosophy focusing on waste reduction, and
Scrum (D) is an iterative framework but uses time-boxed sprints rather than flow-based control.
Reference: PRINCE2 Agile Foundation Version 2, Section 5.5 "Agile Techniques," and PRINCE2 Agile
Study Guide, Chapter 5.
In which step of the risk management technique do teams consider probability and impact of a risk?
B
Explanation:
The assess step involves evaluating the probability and impact of identified risks to determine their
severity and prioritize them for management. This step is crucial for effective risk control and helps
allocate resources appropriately.
Planning relates to defining how to manage risks, identification involves discovering risks, and
implementation concerns applying risk responses.
Reference: PRINCE2 Agile Foundation Version 2, Section 8.3 "Risk Management," and PRINCE2 Agile
Study Guide, Chapter 8.