PRINCE2 – Agile Foundation Exam – Quiz 04

These are the correct steps:
Step 1: Creating a Project Mandate
Step 2: Appoint an Executive
Step 3: Appoint a Project Manager
Step 4: Create the project brief and recruit the project management team
Step 5: Authorize Initiation
Step 6: Create Project initiation documentation
Step 7: Create a plan for the first delivery stage
Step 8: Authorize project and first step delivery
Step 9: Manage delivery stage
Step 10: Create Stage Specialist Products
Step 11: Plan next stage
Step 12: Authorize another delivery
Step 13: Manage the final stage
Step 14: Create specialist products for the final stage
Step 15: Prepare the end of the project

These are actions done by the project manager:
(a) Preparing the end of the project
(b) Managing the final delivery stage
(c) Planning the next stage
(d) Managing the delivery stage
(e) Creating a plan for the first delivery stage
(f) Creating the project initiation project

These are the basic responsibilities of the Executive:
(a) Appointing the Project Manager
(b) Being the key-decision maker of the project
(c) Creating the project brief

These are the correct activities done during this process:
(a) Accepting the project manager’s work
(b) Creating specialist products
(c) Delivering the specialist products to the project manager

These activities are carried out by the team managers and their teams. Teams regularly report the progress of their work via creating checkpoint reports.

Authorizing another delivery stage is done by the project board. For this stage, they are responsible for reviewing the next stage plan, updating the business case, and updating the project plan. The project manager will send the end-stage report once all the products are delivered, not before.

These are done by the project manager at this step:
(a) Ensuring that the ultimate clients accept the project’s products
(b) Creating the end project report and lessons report
(c) Updating the benefits management approach
(d) Archiving the project documentation

These are the correct seven principles of PRINCE2:
(a) Continued business justification
(b) Learning from experience
(c) Defining roles and responsibilities
(d) Managing by stages
(e) Managing by exception
(f) Focusing on products
(g) Tailoring to suit the project environment

These are the correct activities under this process:
(a) Planning the initiation stage
(b) Appointing the executive
(c) Appointing the project manager
(d) Preparing the outline business case
(e) Capturing previous lessons
(f) Design the project management team
(g) Appointing the project management team
(h) Selecting the project approach and the project brief
(i) Planning the initiation stage

Project brief includes creating role descriptions for project manager as well as the executive. Appointing these roles are steps prior to creating the daily log. All of these actions are under the creating the project mandate.

A daily log is referred to as the project manager’s diary. It is created by the project manager. It is used to track personal action points and informal issues. These issues are issues that are not tracked by other registers and logs. Daily logs have used a repository until registers are created. Registers are created during the initiating of a project process.

The Project Board is responsible for managing the project and ensuring that it delivers the intended business value. The three key participants are the Executive, the Senior Users, and the Senior Suppliers. Quality Assurance and Customer Support are included in this. These two serve as the representative for their respective key function.

The Executive represents the interest of senior management. They also have the responsibility of making the ultimate decisions for the project. Statement 2 refers to Senior Users. Statement 3 and Statement 4 refers to Senior suppliers. Senior suppliers represent either the internal team or the external team.

A Project Manager must do the following:
(a) Allocate work
(b) Provide updates
(c) Manage issues and risks
(d) Monitoring time
(e) Monitoring budget and scope
(f) Monitoring benefit and quality tolerances
(g) Raise exceptions

These are the correct objectives of all Agile methods:
(a) Using incremental planning instead of upfront planning
(b) Addressing risks as early in the process as possible
(c) Empowering the staff
(d) Providing continuous business value to the organization
(e) Providing a low-overhead structure to minimize the impact of changing requirements
(f) Relentlessly confirm the solution’s integrity
(g) Encourage ongoing communication

Executive dashboards, Daily Stand-up Meetings, and Iterative Review sessions are used in communication. Communication also includes information Radiators which included work that is completed, work remaining, issues, and risks.

Iterative strategies are used to manage software development projects. Scrum, Dynamic Systems Development Method, Driven Development, Agile Unified Process, and Rational Unified Process are under this agile method. Scrumban and Kanban are used for managing software development and maintenance and support activities.

These agile methods are used to support large enterprise-wide teams and shared corporate objectives. They have shared corporate objectives. This includes the Scaled Agile Framework, Scrums of Scrums, Nexus, and Large-Scale Scrum Framework. Lean development is used to optimize software development work.

Kanban is used to manage software development and maintenance and support activities. Nexus and Scrums of scrums are used to support large enterprise-wide teams. EXtreme Programming is used to optimize software development.

PRINCE2 Agile is an adaptive governance method for project delivery and it is the first extension module to the PRINCE2 method. It combines PRINCE2 and Agile methods. By doing this is delivers the efficiencies of Agile methods and at the same time maintains PRINCE2’s integrity in terms of its principles, themes, processes, roles, and project artifacts.

PRINCE2 Agile framework can increase both the rates of on-time and on-budget project delivery. With this, they have project outcomes that continually confirmed to meet the requirements of the business. There is more cohesion between the senior management and project delivery teams. There is transparency for all stakeholders as well as communication. There is the flexibility to adapt to project work to meet changing requirements.

The Project Board and project manager will continually get information on the project status. They no longer have to wait for highlight reports or checkpoint reports. The project delivery teams are always focused on delivering business-value capabilities at the highest level. This is done all throughout the project. The project delivery teams do work without significant delays and do work without significant reporting overheads.

These are a part of the PRINCE2 project governance structure:
(a) Project work driven by the project brief
(b) A structured project delivery approach or the PID
(c) Project oversight
(d) Ongoing management
(e) Ongoing communication of project activities

These are the correct key touchpoints in the PRINCE2 Agile framework:
(a) Requirements as outcomes and Acceptance Criteria
(b) Controls and Tolerances
(c) Outputs
(d) Issues and Risks
(e) Communication

Variables such as Time and cost will be fixed in PRINCE2 Agile. Scope and quality will have expected levels of flexibility while benefits and risks will either be fixed or flexible. This depends on the nature of the project.

Control and tolerances is used to manage the project variables. There are six project variables which are benefits, scope, time, cost, quality, and risk. These must be managed in accordance with the acceptable levels identified by the Project board. Statement 4 refers to Requirements as outcomes and acceptance criteria.

Outputs are the most important measures of the project process in PRINCE2 Agile. Ongoing business values are potentially releasable capabilities. This is produced by the project delivery team in each management stage. The Project Board determines the ongoing viability of the project and they also approve the subsequent stages.

The entire delivery team is responsible for identifying issues and risks that can jeopardize the expected outcomes of the projects. It is just not the responsibility of the project manager. High communication is a critical factor in the PRINCE2 Agile project’s success.

The project manager and the team manager sit between Project Governance and Project delivery.
They act as the bridge between the Project Board and the project delivery team. They identify the required work and facilitate good communication between the two. They also escalate issues and ensure compliance with the requirements of the PRINCE2 Agile governance.

These are the correct Key Principles:
(a) Transparency
(b) Collaboration
(c) Communication
(d) Exploration
(e) Self-organization
(f) Accountability

PRINCE2 Agile fosters and relies upon an environment of the Key Principles said above.

Exploration empowers the teams to investigate potential solution options but the Project board must understand that not all options that are explored are viable. They must also understand that trialing may require a substantial amount of rework. Some results of this may need the original product requirements to be revisited. Exploration is also used to mitigate risks as early as possible.

Self-organization empowers the allocation of the project delivery team’s work. They do this to make sure that they utilize the skills and strengths of each member of the team. Statement 2 refers to Collaboration. Statement 3 refers to Communication. Statement 4 refers to Transparency.