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PRINCE2 PRINCE2-Agile-Practitioner Exam Syllabus Topics:

Topic
Details

Topic 1

Skills and Processes: This section measures the capabilities of PRINCE2 Project Managers in utilizing best practice guidance for project delivery. It focuses on equipping professionals with the necessary skills to manage projects effectively in fast-paced environments.

Topic 2

Project Management Solution: This domain is aimed at PRINCE2 Agile Practitioners and highlights the importance of a complete project management solution. It emphasizes the synergy between agile flexibility and the structured framework of PRINCE2.

Topic 3

Certification Validity: This section informs candidates about the certification's validity period, which is three years for PRINCE2 Agile Practitioner holders. The emphasis is on maintaining certification through either re-sitting the exam or engaging in AXELOS membership activities.

Topic 4

PRINCE2 Agile® Practitioner Overview: This section of the exam measures the skills of PRINCE2 Project Managers and covers the integration of PRINCE2 and Agile methodologies. Candidates will learn how to effectively combine these approaches to create a comprehensive project management solution that balances control with flexibility.

Topic 5

Target Audience: This domain is designed for professionals working in project environments, particularly those responsible for integrating project management with product delivery. It outlines the certification's relevance for individuals looking to enhance their project management capabilities while maintaining governance and control.

PRINCE2 Agile Practitioner Project Management Exam Sample Questions (Q10-Q15):

NEW QUESTION # 10
Project scenario - Get fit with football!
(Note: The companies and people within the scenario are fictional)
Introduction
A Local Government Authority (LGA) has decided to organize a six-a-side football tournament. The tournament will contribute towards achieving the targets set by a national initiative to improve the fitness of children under the age of 16. As part of the LGA's policy of self-funding, this has to be achieved at zero cost to the LGA (and therefore the local tax payer). The cost of the event will be covered through fees paid by teams registered to take part in the tournament, sponsorship and monies raised during the day. Any surplus would be used for the maintenance of local sports centres.
Teams can register under one of several age groups for both boys and girls. In addition, family members are asked to attend to provide support.
This sports event is designed to be a family day out. The football tournament will have an event village including a kidz'-zone, catering, car parking, mobile changing rooms and toilets. The tournament will take place on the LGA-owned football pitches near the centre of the town, although space is somewhat limited.
Scope
The initial scope of the project includes:
a marketing campaign to promote the event;
a celebrity to open the event;
a website to provide information about the event and handle applications;
an event village to support the 'family day out';
the training of LGA staff as volunteers to run and support the event;
back-office processes to handle the applications;
fundraising to cover the cost of the event.
The project has been set up with four work streams to deliver this work:
1. Marketing
2. Website
3. Event Village
4. Staff Training
Project Background
The LGA have extensive experience in using PRINCE2 and will run the event as a single project. The project manager is fully conversant with PRINCE2 Agile. One office in the LGA building in the centre of town has been given to the project for the entire duration. The office is across the corridor from the Marketing Department and the project manager has already put a sign on the door that says 'Mission Control'.
Timeline
An initial timeline has been suggested and is shown in the following diagram. The timeline may evolve due to the agile ways of working. The timeline shows how work streams are broken down into work packages and/or timeboxes.

Website - Additional information
A new website will be built for the event. There are five work packages within this product:
1. Initial homepage:
Website showing the event details, competition rules, etc.
2. Team Registration functionality:
team name, player's names and ages;
contact information;
payment;
lunch pack requirements (includes any special dietary needs);
car parking requirements.
3. Social media promoting the event and its aims.
4. Applications (apps) to promote healthy lifestyles including fitness and healthy eating apps.
5. Health Park:
An online knowledge base about healthy lifestyles that includes a discussion forum.
The Website Team have a lot of experience in IT and have been using agile for several years. They are delivering the website through five two-week timeboxes. The team uses a Scrum Master to facilitate and the Scrum process and coach people accordingly.
The Website Team are very good at Scrum. They have created a set of tasks to assess more difficult work and they refer to this as sprint zero.
Using the Project Scenario and Website Additional information, answer the following question:
The Scrum Master has been advised by the supplier subject matter expert that the five day task of building the social media website is now almost complete - there is just one more day's work to do.
How should this be shown on the burn-down chart?

A. The task should be marked as almost complete as there is less than one day's worth of effort left.
B. The task should be shown as 80% complete as there is only one day's worth of effort left.
C. The task should NOT be updated until the task has been completed.
D. The work remaining should be the difference between work completed and work left to be done.

Answer: B

Explanation:
The burn-down chart should reflect the current status of work remaining accurately. Since there is less than one day's worth of work left, marking the task as almost complete provides a clearer picture of progress and helps the team understand how much effort is needed to finish the task. This approach promotes transparency and effective tracking of progress.

NEW QUESTION # 11
Which describes a characteristic of business as usual (BAU) work?

A. A delivery which is part of a larger programme of work.
B. Lists of routine modifications, received regularly during the life of existing products. )
C. A collection of difficult tasks that are managed together.
D. A new team selected to address a specific problem or opportunity.

Answer: B

Explanation:
Routine Operations: BAU encompasses the standard activities and processes that are necessary for the daily functioning of an organization. This includes tasks that are performed regularly and consistently to maintain services, products, and overall operations.
Regular Modifications: BAU work often involves minor updates or modifications to existing products or services. These modifications are typically routine in nature, aimed at improving efficiency, fixing issues, or adapting to changes in the environment without major disruption.
Maintenance and Support: BAU includes maintenance tasks such as monitoring systems, providing customer support, and ensuring compliance with regulations. These tasks ensure that existing products and services continue to function effectively.
Predictable and Structured: Unlike projects that may have a defined start and end date, BAU work is ongoing and tends to follow established procedures. This predictability helps organizations manage their resources effectively.
Focus on Stability: The goal of BAU work is to maintain stability within the organization. While it may involve some level of change (like routine modifications), the primary focus is on ensuring that existing operations run smoothly.

NEW QUESTION # 12
Project scenario - Get fit with football!
(Note: The companies and people within the scenario are fictional)
Introduction
A Local Government Authority (LGA) has decided to organize a six-a-side football tournament. The tournament will contribute towards achieving the targets set by a national initiative to improve the fitness of children under the age of 16. As part of the LGA's policy of self-funding, this has to be achieved at zero cost to the LGA (and therefore the local tax payer). The cost of the event will be covered through fees paid by teams registered to take part in the tournament, sponsorship and monies raised during the day. Any surplus would be used for the maintenance of local sports centres.
Teams can register under one of several age groups for both boys and girls. In addition, family members are asked to attend to provide support.
This sports event is designed to be a family day out. The football tournament will have an event village including a kidz'-zone, catering, car parking, mobile changing rooms and toilets. The tournament will take place on the LGA-owned football pitches near the centre of the town, although space is somewhat limited.
Scope
The initial scope of the project includes:
a marketing campaign to promote the event;
a celebrity to open the event;
a website to provide information about the event and handle applications;
an event village to support the 'family day out';
the training of LGA staff as volunteers to run and support the event;
back-office processes to handle the applications;
fundraising to cover the cost of the event.
The project has been set up with four work streams to deliver this work:
1. Marketing
2. Website
3. Event Village
4. Staff Training
Project Background
The LGA have extensive experience in using PRINCE2 and will run the event as a single project. The project manager is fully conversant with PRINCE2 Agile. One office in the LGA building in the centre of town has been given to the project for the entire duration. The office is across the corridor from the Marketing Department and the project manager has already put a sign on the door that says 'Mission Control'.
Timeline
An initial timeline has been suggested and is shown in the following diagram. The timeline may evolve due to the agile ways of working. The timeline shows how work streams are broken down into work packages and/or timeboxes.

Website - Additional information
A new website will be built for the event. There are five work packages within this product:
1. Initial homepage:
Website showing the event details, competition rules, etc.
2. Team Registration functionality:
team name, player's names and ages;
contact information;
payment;
lunch pack requirements (includes any special dietary needs);
car parking requirements.
3. Social media promoting the event and its aims.
4. Applications (apps) to promote healthy lifestyles including fitness and healthy eating apps.
5. Health Park:
An online knowledge base about healthy lifestyles that includes a discussion forum.
The Website Team have a lot of experience in IT and have been using agile for several years. They are delivering the website through five two-week timeboxes. The team uses a Scrum Master to facilitate and the Scrum process and coach people accordingly.
The Website Team are very good at Scrum. They have created a set of tasks to assess more difficult work and they refer to this as sprint zero.
Using the Project Scenario and Website Additional information, answer the following question:
The project manager is creating the stage plan for Stage 3. The project manager is trying to incorporate the Team Registration work package into the stage plan.
How should the stage plan be produced?

A. By pulling website tasks from the backlog dynamically into the work package as soon as there is capacity.
B. Using rationalism to estimate the effort to deliver the website sprints during the stage.
C. Using the velocity from the previous stage, working together with the Scrum Master and team members.
D. By the project manager, after discussing which website user stories should be delivered.

Answer: C

Explanation:
Utilizing the velocity from the previous stage provides a data-driven basis for estimating how much work can be accomplished in the upcoming stage. Collaborating with the Scrum Master and team members ensures that the plan is realistic and aligns with the team's capabilities, facilitating effective planning and execution of the Team Registration work package.

NEW QUESTION # 13
Project scenario - Get fit with football!
(Note: The companies and people within the scenario are fictional)
Introduction
A Local Government Authority (LGA) has decided to organize a six-a-side football tournament. The tournament will contribute towards achieving the targets set by a national initiative to improve the fitness of children under the age of 16. As part of the LGA's policy of self-funding, this has to be achieved at zero cost to the LGA (and therefore the local tax payer). The cost of the event will be covered through fees paid by teams registered to take part in the tournament, sponsorship and monies raised during the day. Any surplus would be used for the maintenance of local sports centres.
Teams can register under one of several age groups for both boys and girls. In addition, family members are asked to attend to provide support.
This sports event is designed to be a family day out. The football tournament will have an event village including a kidz'-zone, catering, car parking, mobile changing rooms and toilets. The tournament will take place on the LGA-owned football pitches near the centre of the town, although space is somewhat limited.
Scope
The initial scope of the project includes:
a marketing campaign to promote the event;
a celebrity to open the event;
a website to provide information about the event and handle applications; an event village to support the 'family day out'; the training of LGA staff as volunteers to run and support the event; back-office processes to handle the applications; fundraising to cover the cost of the event.
The project has been set up with four work streams to deliver this work:
1. Marketing
2. Website
3. Event Village
4. Staff Training
Project Background
The LGA have extensive experience in using PRINCE2 and will run the event as a single project. The project manager is fully conversant with PRINCE2 Agile. One office in the LGA building in the centre of town has been given to the project for the entire duration. The office is across the corridor from the Marketing Department and the project manager has already put a sign on the door that says 'Mission Control'.
Timeline
An initial timeline has been suggested and is shown in the following diagram. The timeline may evolve due to the agile ways of working. The timeline shows how work streams are broken down into work packages and/or timeboxes.

Marketing - Additional information
The marketing campaign has two key areas to promote:
1. The event itself including the football tournament, event village and fundraising activities.
2. The LGA's long term aim to improve the fitness of children under the age of 16.
The Marketing Team has received some initial Scrum training but is unsure how it can be applied to their marketing work.
The Marketing Team is keen that the project manager provides them with a clear brief for the campaign before they spend too much time on it.
They have experience of working with a variety of marketing channels, although they are not sure which channel(s) will work most effectively to promote this type of event, and in particular to promote the LGA's longer term health aims.
The Marketing Team is not clear on the priority to assign to the two aims for the event.
The Marketing Team will publish advertisements and/or promotional material every week, with more information in each issue to keep the message up to date.
Nine releases are scheduled at the end of each of the nine week-long timeboxes.
The nine timeboxes within the marketing work stream are scheduled to include:
advertisements:
a radio interview;
production of a hand-out/flyer;
banners and signs to put up around the town and at the event;
the provision of a website and social media content;
promotional posters to be displayed by local businesses.
Using the Project Scenario and Marketing Additional information, answer the following question:
Many Marketing Team members were expressing frustration that some members of the team had worked only on specific products and had not helped in the delivery of others. Therefore, the Marketing Team produced a Glad! Sad! Mad! board during a recent retrospective.
Which statement explains why this approach to identifying issues is appropriate for the 'controlling a stage' process?

A. A retrospective should identity all areas of improvement that should be actioned by a team.
B. Glad! Sad! Mad! is a feedback technique that focuses on feelings and helps to identify improvements.
C. The retrospective empowers the delivery teams to work with a visual approach durinq a timebox.
D. Glad! Sad! Mad! is a feedback technique used in a retrospective to monitor the progress of a team.

Answer: B

Explanation:
The Glad! Sad! Mad! board allows team members to express their feelings about their experiences during the stage, helping to surface issues and areas for improvement. This emotional feedback can be crucial in identifying specific challenges within the team dynamics and product delivery, facilitating better control and adjustments for future stages.

NEW QUESTION # 14
Project scenario - Get fit with football!
(Note: The companies and people within the scenario are fictional)
Introduction
A Local Government Authority (LGA) has decided to organize a six-a-side football tournament. The tournament will contribute towards achieving the targets set by a national initiative to improve the fitness of children under the age of 16. As part of the LGA's policy of self-funding, this has to be achieved at zero cost to the LGA (and therefore the local tax payer). The cost of the event will be covered through fees paid by teams registered to take part in the tournament, sponsorship and monies raised during the day. Any surplus would be used for the maintenance of local sports centres.
Teams can register under one of several age groups for both boys and girls. In addition, family members are asked to attend to provide support.
This sports event is designed to be a family day out. The football tournament will have an event village including a kidz'-zone, catering, car parking, mobile changing rooms and toilets. The tournament will take place on the LGA-owned football pitches near the centre of the town, although space is somewhat limited.
Scope
The initial scope of the project includes:
a marketing campaign to promote the event;
a celebrity to open the event;
a website to provide information about the event and handle applications; an event village to support the 'family day out'; the training of LGA staff as volunteers to run and support the event; back-office processes to handle the applications; fundraising to cover the cost of the event.
The project has been set up with four work streams to deliver this work:
1. Marketing
2. Website
3. Event Village
4. Staff Training
Project Background
The LGA have extensive experience in using PRINCE2 and will run the event as a single project. The project manager is fully conversant with PRINCE2 Agile. One office in the LGA building in the centre of town has been given to the project for the entire duration. The office is across the corridor from the Marketing Department and the project manager has already put a sign on the door that says 'Mission Control'.
Timeline
An initial timeline has been suggested and is shown in the following diagram. The timeline may evolve due to the agile ways of working. The timeline shows how work streams are broken down into work packages and/or timeboxes.

Event Village - Additional information
The aim of the event village is to provide a range of services and activities for anyone attending the football tournament.
The event village will comprise a number of work packages:
1. Event village design
2. A 'kids-zone' which includes trampolines and swings, as well as the opportunity to try out other sporting activities
3. Stalls which will be sold to local businesses to raise funds for the event:
Refreshment stalls within a large food tent. The LGA is keen to promote the culinary diversity of the town whilst adhering to the objective of eating healthily.
There are 30 vendor stalls selling products related to the event.
The LGA has five stalls to promote their longer term aims and to demonstrate current and future initiatives.
4. A car park for 200 cars.
5. Temporary facilities including changing rooms, toilets and shower facilities.
6. Dismantling of the event village and clean up.
The Event Village Team is assembled using staff from various LGA departments who have no experience of working with agile.
Using the Project Scenario and Event Village Additional information, answer the following question:
In order to assess the prevailing agile environment, the project manager made use of the Agilometer. A summary of the results from canvassing the views of key stakeholders involved in the Event Village is provided below:
Slider
Flexibility on what is delivered:Score 5
Level of Collaboration:Score 2
Ease of Communication:Score 3
Ability to work iteratively and deliver incrementally:Score 4
Advantageous Environmental Conditions:Score 5
Acceptance of Agile:Score 3
Which observation is appropriate at this point?

A. There are likely to be too many requirements that are 'Musts Haves' to be able to use PRINCE2 Agile.
B. The average score supports adopting Agile behaviours, concepts and techniques.
C. There is a need to investigate if team members have been disappointed by working in teams before.
D. There is a need to evolve the Agilometer to better suit the needs of the project manager.

Answer: B

Explanation:
The scores indicate a mixed but generally positive view of the agile environment, with certain areas like flexibility and advantageous conditions scoring well. While collaboration and communication could improve, the overall results suggest that there is a foundation for adopting Agile behaviors, concepts, and techniques within the project. This supports the notion of continuing with agile practices while focusing on areas that need enhancement.

NEW QUESTION # 15
......

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Neil Foster Neil Foster

Biography

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