PRINCE2 Agile Exam 2022 with complete solution
How is the "Continued Business Justification" PRINCIPLE interpreted in an Agile
environment?
1) FORECASTING the justification is HARDER because an Agile product is not fully
specified upfront BUT
2) TRACKING the justification is EASIER, because of the Frequent Releases
Why is tracking the business justification of an Agile project EASIER than with a
predictive project?
In Agile, the product is not fully specified upfront so everyone has to shift focus to the
business value at the end of each iteration.
How is the "Learn from Experience" PRINCIPLE interpreted in an Agile
environment?
There's no real difference in learning from experience in Agile projects and predictive
ones. The only point worth mentioning is that Agile teams are usually more serious
about this principle, and take more advantages from it.
How is the "Defined Roles and Responsibilities" PRINCIPLE interpreted in an
Agile environment?
Roles and responsibilities in Agile tend to use a completely flat organization. However,
they still have defined roles and responsibilities. Projects using PRINCE2 Agile should
be careful to ensure there are no conflicting responsibilities.
How is the "Manage by Stages" PRINCIPLE interpreted in an Agile environment?
Most Agile methods use iterations, during which development processes are repeated
for a subset of features, and a new version of working output (increment) is created.
PRINCE2 uses stages for MANAGEMENT purposes to make it easier to plan and
control the project.
PRINCE2 Agile uses the following combination by default-
Stage
-Release
--Iteration
--Iteration
--Iteration
--Iteration
The Releases and the Iterations / Sprints are below the Stage level. This means that
there are more levels of detail involved in the project, and this also helps with the
Manage by Exception Principle. It's possible to simplify this system by merging the
Releases and Stages together, or even merge the Iterations, Releases, and Stages.
How is the "Manage by Exception" PRINCIPLE interpreted in an Agile
environment?
Agile teams should be empowered. Manage by Exception is PRINCE2's way of
empowering different layers of project. In PRINCE2 Agile, enough authority should be
given to the development team to ensure that it doesn't block Agility. This is done by
setting proper tolerances.
How is the "Focus on Products" PRINCIPLE interpreted in an Agile environment?
In Agile environments the product is not clear, and usually focuses on the OUTCOMES
and VALUES. The main concern in the original PRINCE2 principle is to avoid focusing
,on "work", which is a very common problem. Any project is done for its BENFITS and
the BUSINESS VALUE it creates. These can be translated into the OUTCOME
(expected results). In predictive environments, it's also possible to translate the
outcomes into the product, and that's why focusing on the product is good advice.
However, this translation is not possible or effective in Agile.
How is the "Tailor to Suit the Project Environment" PRINCIPLE interpreted in an
Agile environment?
PRINCE2 Agile needs tailoring, just like PRINCE2. PRINCE2 Agile is a tailored form of
PRINCE2 that is more compatible with Agile delivery methods. However, the level of
tailoring presented in PRINCE2 Agile is far from enough, and a lot remains for the
practitioners.
What is the difficulty with PRINCE2's "Business Case" THEME in Agile
environments?
The difficulty with the Business Case in Agile environments is that it's based on the
benefits derived from a "product", while the product is not certain in Agile projects.
Because the product is DEVELOPED (and probably DELIVERED) INCREMENTALLY in
Agile projects, the justification can be CHECKED IN THE REALITY, instead of being
forecasted using a Business Case.
When the iterations are as short as a few weeks, risks of continuing an unjustifiable
project is very low.
How is the "Organisation" THEME interpreted in an Agile environment?
Because Agile teams are self-organized they should find their own way instead of
following orders.
A complete self-organization is possible only with a flat organization such as Scrum.
However, we should still give more authority to the teams in PRINCE2 Agile.
The "Manage by Exception Principle" is about delegating power to the lower levels of
the project organization; however, the level of authority is up to the management team,
and can be very low if they decide so. Even though it limits the project. In PRINCE2
Agile, the level of authority delegated should be higher.
The empowerment should be supported by the whole system, and for example, the
Baselines should be high-level enough to allow the team to decide on more changes.
How is the "Quality" THEME interpreted in an Agile environment?
The Agile delivery method helps the team deliver higher quality since fine tuning is not
left until the end as in a Waterfall approach, where external pressures may not allow the
developers to do so. As a result, quality is somewhat compromised with the Waterfall
approach.
Because Agile requires smaller pieces of product to be delivered incrementally, this
provides the chance to spend more time on all quality activities. So, quality is not
compromised in Agile, and this should be reflected in a PRINCE2 Agile product as well.
How is the "Plans" THEME interpreted in an Agile environment?
, Predictive projects are planned upfront, and the goal is to follow the plan. Upfront plans
are not used in Agile projects the same as predictive ones. Agile projects are still
planned but don't use limiting up-front plans.
Why might an Agile project sometimes need upfront plans?
Because many suppliers cannot afford to lose customers who insist on having a fixed-
price contract. It's therefore common to see Agile projects that do have upfront plans. In
this case, the customer and the supplier will have a swapping / trading system to enable
changes in the project.
What does PRINCE2 Agile recommend in terms of the planning approach for a
PRINCE2 Agile project?
1) Having product-based plans, rather than process-based ones.
This means planning the features and functions, rather than steps such as specification
and design.
2) Involving the team in planning.
The plans are more realistic, and greater team buy-in.
3) Planning as late as possible.
Product-related plans should be done as late as possible, so as not to block adaptation,
and the need the product to evolve during the project, based on the feedbacks. The
value-based and strategic plans are better done as soon as possible.
What are the PRINCE2 levels of planning?
1) Project Plan
The Project Plan should be formal, based on values and strategies, and since it's about
very high-level items, some dependencies can be expected among them.
2) Stage Plan
The Stage Plan is likely to be formal, in a less or more traditional way.
3) Release Plan
Specific to PRINCE2 Agile, and located between the Stage Plans and Team Plans.
Each release is a set of iterations, when their output is supposed to be put into
operation.
Release Plans will likely be in a backlog format rather than classical diagrams.
If required, each Stage can be tailored into a Release. In this case, the Stage Plan and
Release Plan would be the same.
4) Team Plan / Iteration Plan
Team Plans are optional in PRINCE2, but cannot be considered optional in PRINCE2
Agile; while they would be really simplified. They are usually in a backlog format. In
case of using Scrum, the Sprint Backlog is the Team Plan.
What are the four Agile "Values"?
1) Individuals and Interactions over Processes and Tools
2) Working Software over Comprehensive documentation
How is the "Continued Business Justification" PRINCIPLE interpreted in an Agile
environment?
1) FORECASTING the justification is HARDER because an Agile product is not fully
specified upfront BUT
2) TRACKING the justification is EASIER, because of the Frequent Releases
Why is tracking the business justification of an Agile project EASIER than with a
predictive project?
In Agile, the product is not fully specified upfront so everyone has to shift focus to the
business value at the end of each iteration.
How is the "Learn from Experience" PRINCIPLE interpreted in an Agile
environment?
There's no real difference in learning from experience in Agile projects and predictive
ones. The only point worth mentioning is that Agile teams are usually more serious
about this principle, and take more advantages from it.
How is the "Defined Roles and Responsibilities" PRINCIPLE interpreted in an
Agile environment?
Roles and responsibilities in Agile tend to use a completely flat organization. However,
they still have defined roles and responsibilities. Projects using PRINCE2 Agile should
be careful to ensure there are no conflicting responsibilities.
How is the "Manage by Stages" PRINCIPLE interpreted in an Agile environment?
Most Agile methods use iterations, during which development processes are repeated
for a subset of features, and a new version of working output (increment) is created.
PRINCE2 uses stages for MANAGEMENT purposes to make it easier to plan and
control the project.
PRINCE2 Agile uses the following combination by default-
Stage
-Release
--Iteration
--Iteration
--Iteration
--Iteration
The Releases and the Iterations / Sprints are below the Stage level. This means that
there are more levels of detail involved in the project, and this also helps with the
Manage by Exception Principle. It's possible to simplify this system by merging the
Releases and Stages together, or even merge the Iterations, Releases, and Stages.
How is the "Manage by Exception" PRINCIPLE interpreted in an Agile
environment?
Agile teams should be empowered. Manage by Exception is PRINCE2's way of
empowering different layers of project. In PRINCE2 Agile, enough authority should be
given to the development team to ensure that it doesn't block Agility. This is done by
setting proper tolerances.
How is the "Focus on Products" PRINCIPLE interpreted in an Agile environment?
In Agile environments the product is not clear, and usually focuses on the OUTCOMES
and VALUES. The main concern in the original PRINCE2 principle is to avoid focusing
,on "work", which is a very common problem. Any project is done for its BENFITS and
the BUSINESS VALUE it creates. These can be translated into the OUTCOME
(expected results). In predictive environments, it's also possible to translate the
outcomes into the product, and that's why focusing on the product is good advice.
However, this translation is not possible or effective in Agile.
How is the "Tailor to Suit the Project Environment" PRINCIPLE interpreted in an
Agile environment?
PRINCE2 Agile needs tailoring, just like PRINCE2. PRINCE2 Agile is a tailored form of
PRINCE2 that is more compatible with Agile delivery methods. However, the level of
tailoring presented in PRINCE2 Agile is far from enough, and a lot remains for the
practitioners.
What is the difficulty with PRINCE2's "Business Case" THEME in Agile
environments?
The difficulty with the Business Case in Agile environments is that it's based on the
benefits derived from a "product", while the product is not certain in Agile projects.
Because the product is DEVELOPED (and probably DELIVERED) INCREMENTALLY in
Agile projects, the justification can be CHECKED IN THE REALITY, instead of being
forecasted using a Business Case.
When the iterations are as short as a few weeks, risks of continuing an unjustifiable
project is very low.
How is the "Organisation" THEME interpreted in an Agile environment?
Because Agile teams are self-organized they should find their own way instead of
following orders.
A complete self-organization is possible only with a flat organization such as Scrum.
However, we should still give more authority to the teams in PRINCE2 Agile.
The "Manage by Exception Principle" is about delegating power to the lower levels of
the project organization; however, the level of authority is up to the management team,
and can be very low if they decide so. Even though it limits the project. In PRINCE2
Agile, the level of authority delegated should be higher.
The empowerment should be supported by the whole system, and for example, the
Baselines should be high-level enough to allow the team to decide on more changes.
How is the "Quality" THEME interpreted in an Agile environment?
The Agile delivery method helps the team deliver higher quality since fine tuning is not
left until the end as in a Waterfall approach, where external pressures may not allow the
developers to do so. As a result, quality is somewhat compromised with the Waterfall
approach.
Because Agile requires smaller pieces of product to be delivered incrementally, this
provides the chance to spend more time on all quality activities. So, quality is not
compromised in Agile, and this should be reflected in a PRINCE2 Agile product as well.
How is the "Plans" THEME interpreted in an Agile environment?
, Predictive projects are planned upfront, and the goal is to follow the plan. Upfront plans
are not used in Agile projects the same as predictive ones. Agile projects are still
planned but don't use limiting up-front plans.
Why might an Agile project sometimes need upfront plans?
Because many suppliers cannot afford to lose customers who insist on having a fixed-
price contract. It's therefore common to see Agile projects that do have upfront plans. In
this case, the customer and the supplier will have a swapping / trading system to enable
changes in the project.
What does PRINCE2 Agile recommend in terms of the planning approach for a
PRINCE2 Agile project?
1) Having product-based plans, rather than process-based ones.
This means planning the features and functions, rather than steps such as specification
and design.
2) Involving the team in planning.
The plans are more realistic, and greater team buy-in.
3) Planning as late as possible.
Product-related plans should be done as late as possible, so as not to block adaptation,
and the need the product to evolve during the project, based on the feedbacks. The
value-based and strategic plans are better done as soon as possible.
What are the PRINCE2 levels of planning?
1) Project Plan
The Project Plan should be formal, based on values and strategies, and since it's about
very high-level items, some dependencies can be expected among them.
2) Stage Plan
The Stage Plan is likely to be formal, in a less or more traditional way.
3) Release Plan
Specific to PRINCE2 Agile, and located between the Stage Plans and Team Plans.
Each release is a set of iterations, when their output is supposed to be put into
operation.
Release Plans will likely be in a backlog format rather than classical diagrams.
If required, each Stage can be tailored into a Release. In this case, the Stage Plan and
Release Plan would be the same.
4) Team Plan / Iteration Plan
Team Plans are optional in PRINCE2, but cannot be considered optional in PRINCE2
Agile; while they would be really simplified. They are usually in a backlog format. In
case of using Scrum, the Sprint Backlog is the Team Plan.
What are the four Agile "Values"?
1) Individuals and Interactions over Processes and Tools
2) Working Software over Comprehensive documentation
