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- Learn about topics, such as:
- Agile;
- Gantt charts;
- Information Radiator;
- Kanban;
- Lean Startup;
- PRINCE2 Agile;
- Releases;
- Scrum;
- Timeboxes;
- Waterfall;
- Much More!
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- 75 unique questions.
v1.0.0: July 3, 2024.
- Launch of the course.
v1.0.0: July 26, 2024.
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- 0️⃣ Prior knowledge is required;
- ✅ You can pass the PRINCE2 Agile Foundation Exam solely based on our Practice Tests Exams.
Whose interests are specifically represented by the senior supplier? 1. Those ensuring the project is value for money. 2. Those who will use the project's products. 3. Those who will be developing the project's products. 4. Those responsible for the project's technical integrity.
- 1 and 2.
- 2 and 3.
- 3 and 4.
- 1 and 4.
- To make daily progress visible to the delivery team and key stakeholders.
- To encourage collaboration and create the defined outputs from the event.
- To communicate decisions to the wider stakeholder community.
- To make day-to-day decisions on behalf of the delivery team within a sprint.
- It states that deadlines should not be moved.
- It has distinct goals for each stage of development.
- It is a behavior that involves making things transparent.
- It promotes the use of experiments carried out in a scientific way.
- To track progress against the team plan.
- To create the project plan using empiricism.
- To enable team planning to be predictive.
- To plan by focusing on the features required.
- The project board should attend regular project progress meetings.
- The project board should make decisions based on the Agilometer risks.
- A project board member should fulfill the product owner role within a delivery team.
- The project board should increase the stage-level time tolerance.
- To describe the MoSCoW priority of user stories.
- To summarize the status of a work package.
- To summarize the stage status.
- To report any potential issues and risks.
To help with prioritization, what is MOST important when understanding the difference between scope and quality?
- Combining functional and non-functional requirements.
- Creating non-functional requirements with user stories.
- Differentiating functional from non-functional requirements.
- Defining non-functional requirements before functional requirements.
- Because it explains how a small company can grow using traditional technologies.
- Because it is designed to manage projects, delivering products in timeboxes.
- Because it enables agile to be used in challenging and uncertain situations.
- Because running a project and setting up a new business are the same.
- Controlling a stage.
- Managing product delivery.
- Managing a stage boundary.
- Directing a project.
- An 'agile sponsor'.
- An 'executive sponsor'.
- A 'coach'.
- A 'super product owner'.
What term is used to describe boards that display what work needs to be completed for people working on a project?
- Work in progress limit.
- Information Radiator.
- Highlight report.
- Glad! Sad! Mad!.
Which two statements about tailoring the business case in an agile environment are CORRECT? 1. It should be unnecessary because products of the highest value will be delivered first. 2. It should identify the minimum viable product and when it will be delivered. 3. It should take into account that the scope may be reduced during the course of the project. 4. It should show the features, the order in which they will be delivered and any dependencies.
- 1 and 2.
- 2 and 3.
- 3 and 4.
- 1 and 4.
- When the MVP will be defined.
- That the MVP must go into operational use.
- What the MVP is.
- That the MVP is the same as project viability.
- As disruptive.
- As something to be avoided.
- As a necessity.
- As inevitable.
- It applies primarily to the long term, such as a project or a program.
- It is the primary reason why the tolerance for cost is set to zero.
- It prevents compromising the overall quality level of the product.
- It results in the early delivery of a minimum viable product.
- Requirements of a similar level of effort should be removed.
- More people should be added to the delivery team.
- The delivery milestones should be reviewed and re-planned.
- Formal change control should be applied.
- It gives confidence on the progress of the project.
- It can result in the early delivery of a minimum viable product.
- It allows misunderstandings to be dealt with appropriately.
- It is achieved by managing the culture of the team carefully.
- It is based on the concept of rationalism.
- It is shown by the ideal line on a burn-down chart.
- It describes how much work is getting done.
- It tracks the time and cost of a Timebox.
- To execute and deliver the project product.
- To establish whether the project is complete.
- To report stage progress to the project board.
- To draft the plan for the next stage's work.
- It requires a specific dedicated project manager.
- It is executed by program management.
- It is delivered by a temporary team.
- It is delivered by an established team.
- It provide a technique to reduce the testing of a product before Release.
- It enables the Release plans to be synchronized with the PRINCE2 plans.
- It reduces the number of people needed to manage a Release of a product.
- It provides quick feedback that can be responded to at the earliest opportunity.
- A tool to write a requirement in the form of who, what and why.
- A regular event that looks at how processes can be improved.
- A description of the rate of progress a team is making.
- A period where work is carried out to achieve a goal.
- It empowers the project management team at the delivery level.
- It uses the most effective channel to communicate information.
- It displays the progress rate to everyone using burn-down charts.
- It seeks out feedback collaboratively from project stakeholders.
According to PRINCE2 Agile, which form of communication shows that a team is vibrant and interactive?
- Using visualization to display information.
- Using meeting minutes to share decisions.
- Using social media to reach more people.
- Using email to document discussions.
- By flexing what is produced to stay in control and deliver value.
- By emphasizing tolerances on what is being delivered.
- By using the Agilometer to assess the project environment.
- By fitting Releases into planned management stages.
- A Glad! Sad! Mad! board.
- A Kanban board.
- A burn chart.
- A Gantt chart.
- Initiating a project.
- Managing a stage boundary.
- Managing product delivery.
- Controlling a stage.
- It focuses on the prioritization and decomposition of requirements.
- It integrates Releases within management stages.
- It is supported by the inspect and adapt concept.
- It provides guidance on mapping PRINCE2 roles to an agile environment.
- It enables the faster delivery of changes.
- It supports regulatory compliance checking.
- It enables a phased Waterfall approach.
- It supports management by exception.
Which PRINCE2 principle should be followed in order to engage the business, user and supplier stakeholder interests?
- Defined roles and responsibilities.
- Continued business justification.
- Learn from experience.
- Tailor to suit the project.
When tracking progress, which term describes using agile techniques at the delivery level, and traditional techniques at the direction and management levels?
- Preferable.
- Typical.
- Effective.
- To create structure so that the team manager can assess individual performance.
- To evolve the effectiveness and behaviors of the self-organizing team by agreeing values.
- To make the team rules visible to the project manager for monitoring purposes.
- To ensure that the delivery team members comply with company policy.
- What to remove and where to add guidance.
- Where to put the emphasis and where to add guidance.
- What to significantly change to create the right blend.
- Which areas are not enabled to work with agile.
Which two statements are key responsibilities of supplier representative? 1. They highlight areas that the project may impact from a technical perspective. 2. They are partially assigned to the delivery team. 3. They create the project's specialist products. 4. They prioritize requirements.
- 1 and 2.
- 2 and 3.
- 3 and 4.
- 1 and 4.
- It minimizes the time needed to train a new team member.
- It reduces the planning of dependencies between projects.
- It reduces testing in order to meet deadlines.
- It encourages the customer to raise new ideas.
- It reduces testing in order to meet deadlines.
- It sets the project baseline at the correct level.
- It enables team dynamics to remain the same.
- It improves the supplier's reputation with the customer.
- It is achieved by allowing enough time for testing.
- It is achieved by using the same team members.
- It gives confidence on the progress of the project.
- It delivers the early realization of benefits.
- It is used to make system improvements using visualization and by controlling work in progress.
- It is an iterative timeboxed approach that helps teams generate value.
- It was originally focused in creating new companies and is now used to speed up product delivery.
- It has defined processes, products and roles used to iteratively deliver outputs using timeboxing.
- Effort remaining.
- Definition of ready.
- Actual amount of work done.
- Amount of time elapsed.
- Product delivery.
- Project management.
- Project direction.
- Product management.
- Project board.
- Project manager.
- Team manager.
- Customer subject matter expert.
- A detailed user story with high business value.
- The set of products handed over to the users.
- A high-level user story that is quite broad or vague.
- A prioritized list of requirements to be delivered in a sprint.
- To use empiricism, based on knowledge that comes from experience.
- To build, measure, learn from your experiences.
- To create a minimum viable product to manage uncertainty.
- To fail fast, if you are going to fail.
- Cost tolerance is flexed.
- Cost tolerance can be fixed or flexed.
- Cost tolerance can be fixed and flexed.
- Cost tolerance is fixed.
- Daily scrum.
- Sprint review.
- Sprint planning.
- Increment.
- To define the specific conditions that enable a product to be usable.
- To determine how the means of delivering products is communicated.
- To evaluate whether the project continues to be achievable.
- To assess any potential improvements to a product.
- A low-level requirement.
- A fine-grained user story.
- A detailed feature.
- A high-level requirement.
- It ensures that there are no surprises.
- It allows people to provide cover for one another.
- It uses experimentation to expand requirements.
- It uses learning to help improve products.
- Rationalism.
- Trading.
- Visioning.
- T-shirt sizing.
When tailoring the plans theme in an agile environment, what is recommended about using a Gantt chart?
- It should be used when planning at the delivery level.
- It should be used when planning at the project level.
- It should be used when controlling the quality of the products delivered.
- It should be used when monitoring the amount of products delivered.
- It is achieved by testing only a few features to deliver on time.
- It is achieved by ensuring that the operational product has complete documentation.
- It is based on the concept that people generally use a limited number of product features.
- It enables a more accurate final product to be produced.
- How to adapt the PRINCE2 management products.
- How to select which Agile framework should be favoured.
- How to decide whether PRINCE2 is appropriate.
- How to calculate the project budget and cost tolerance.
- Work packages completed by the team.
- The rate of progress the team is making.
- The number of timeboxes completed.
- The speed that a minimum viable product is created.
Which TWO statements about the typical tailoring of a checkpoint report in an agile environment are CORRECT? 1. It should be replaced by the project manager attending a daily stand-up. 2. It should be displayed in the form of an Information Radiator in a team room. 3. It should be produced when the amount to be delivered will result in tolerance being exceeded. 4. It should be produced in a product backlog in the form of prioritized user stories.
- 1 and 2.
- 2 and 3.
- 3 and 4.
- 1 and 4.
When creating the project product description, how should the purpose of the project product be defined?
- As an opportunity.
- As a vision.
- As an outcome.
- As a goal.
- To identify any deviations from the project's objectives.
- To control any approved changes to the baseline.
- To monitor actual achievements against those planned.
- To communicate the approach for delivering products.
- To identify many process improvements and implement them.
- To identify key process improvements to implement in the next sprint.
- To encourage the team to bond by allowing social activities to take place.
- To focus on objective learning rather than subjective feelings and emotions.
- Agilometer assessment.
- Product backlog.
- Information Radiator.
- User story.
- By ensuring control through lots of short stages during innovative projects.
- By using the Agilometer to assess risks associated with the agile way of working.
- By continual customer involvement to obtain feedback during the project.
- By prioritizing quality criteria to focus the project on the delivery of value.
- Monitoring what is being delivered.
- Tracking time and cost.
- Planning resources.
- Assessing the impact of risks.
- When a team is created to deliver a specific product.
- When delivering an ongoing service to a customer.
- When an established team performs product maintenance.
- When simple requests to update a product are implemented.
- It is achieved by ensuring that all features are delivered.
- It is unlikely to be achieved if incomplete user documentation is provided.
- It allows change at the detailed level to be handled dynamically.
- It avoids the use of extra people to improve progress during a Timebox.
- Feedback is obtained from real customers.
- The need for customer involvement is increased.
- The risks associated with agile ways of working are assessed.
- The need for configuration management is reduced.
- Releases can be used to replace management stages.
- A 'one-team' culture in the project team is encouraged.
- Configuration management becomes less important.
- The delivery team becomes more experienced at product handover.
Which TWO statements describe a purpose of the business case? 1. To define the acceptance criteria for what the project must deliver. 2. To transfer responsibility for the work to the appropriate delivery team. 3. To document how significant risks will affect the expected project benefits. 4. To outline how and when the anticipated benefits can be measured.
- 1 and 2.
- 2 and 3.
- 3 and 4.
- 1 and 4.
- To plan the delivery of the products before committing to significant expenditure.
- To agree on what is required for accepting, executing and delivering project work.
- To establish and deliver the project communications to the wider organization.
- To delegate day-to-day management of the project to the project manager.
- Scrum is an IT method.
- Scrum is agile and agile is Scrum.
- Scrum is the most well-known agile framework.
- Scrum is a project management framework.
- The project board may pull reports from the Information Radiator.
- As a minimum, the project board should receive oral reports from the project manager.
- The project board should attend the delivery team's daily stand up meeting.
- The project board should receive regular reports focusing on cost and time overruns.
- It allows many small learnings to accumulate over time.
- It allows the delivery team to decide how best to get the job done.
- It creates a shared ownership of goals.
- It uses the most effective channel to communicate.
- It is authorized to run the project on a day-to-day basis on behalf of the project board.
- It is responsible for ensuring that product backlog items are clearly expressed on the product backlog.
- It is empowered to organize and manage its own work to create a valuable, useful increment every sprint.
- It is servant-leadership to help everyone change their interactions to maximize the value created by the team.
- It re-establishes team dynamics when a new member joins the team.
- It trades user stories for those of a similar size.
- It results in the late delivery of the minimum viable product.
- It degrades the performance of the features that are delivered.
- A PRINCE2 project defines its quality management approach.
- A PRINCE2 project is monitored and controlled on a stage-by-stage basis.
- A PRINCE2 project ensures a consistent approach to risk management.
- A PRINCE2 project is tailored to suit the competitor's environment.
- Receiving emailed diagrams to encourage discussion.
- Conducting online surveys to obtain a range of opinions.
- Meeting face-to-face to encourage an exchange of views.
- Discussing over the telephone to gather feedback quickly from stakeholders.
- All quality criteria tolerance must be fixed.
- Quality tolerances should be the same for all quality criteria.
- Setting quality tolerance relies on prioritising quality criteria.
- All quality criteria should have zero tolerance.
How does agile address the risk associated with the project not being fully understood at the beginning?
- By allowing a lot of detail at the start.
- By avoiding too much detail at the start.
- By requiring details at the start.
- By preventing the analysis of details at the start.
