PRINCE2 Practitioner Exam Free Practice Questions 26

The correct example of the qualitative benefits of PRINCE2 Agile methods:
(a) More satisfied customers
(b) Greater retention of employees

The correct example of the quantitative benefits of PRINCE2 Agile methods:
(a) Increased profits
(b) Reduction of overhead costs

High business-value outcomes are one of the strongest parallels between the Agile method and PRINCE.

Business-value generation in Agile methods the primary driver for the determination of capabilities that are at the top of the product backlog. It is the product owner’s responsibility to decide what capabilities will result in great business value. They will also confirm whether or not the expected business value is achieved. The involvement of senior management is left to the discretion of the project manager when it comes to the decision-making process.

Product owners and CSMEs identify the detailed requirements. They also identify the corresponding acceptance criteria and priorities. They are responsible for reviewing the outputs of each iteration and confirm if requirements are met. Statement 1 refers to the Executive. Statement 2 refers to Senior users. Statement 4 refers to business ambassadors.

The business analyst and requirements are optional staff that is able to prove support to the project delivery team. They may help in research, eliciting, and communicating requirements. They can also create the required documentation. Statement 4 refers to Senior users.

These are the correct perspectives of PRINCE2 Agile projects:
Fixed values:
(a) Time
(b) Cost

Flexible values
(a) Scope
(b) Quality

Possible Flexible
(a) Benefits
(b) Risks

Possibly flexible values are at the discretion of the Project Board and the project manager. This is adjusted throughout the entire project process. It is sometimes called Might Flex.

Fixed values are identified upfront. They establish a tolerance for reporting exceptions. This is the work of the project is substantially over or under these allocations. The expected work is done by a known team and the work will be delivered in an agreed timeframe. PRINCE2 Agile focuses more on the management of the output’s values that are produced by the delivery team.

The acceptable criterion is a combination of essential and desirable in terms of the criteria that are established for the expected capabilities of the solution. Quality metrics and tolerances are both identified by the senior users and product owners. The scope allows minor changes to be accommodated in the project delivery. This is the reason why the scope is considered a flexible value.

The expectations for benefits are very strict. Benefits are identified in the project brief. A significant amount of flexibility may be found here. Every potential risk must be reported as an exception and reviewed. The amount of risk will vary due to the organizational culture or due to the nature of the project.

Communication is available through information radiators. These information radiators are maintained by the project delivery team. They are either visible from the team’s work area where stakeholders are colocated or through the electronic delivery channels where stakeholders are remote.

These are the keys to PRINCE2 Agile success
(a) The right organization
(b) The right motivation
(c) The right project
(d) The right people
(e) The right approach

PRINCE2 Agile guide provides an Agilometer which is a six-point sliding scale to help organizations in determining which Agile methods can be used for their projects.

Projects with the following criteria are likely to be well suited to Agile delivery:
(a) Business stakeholders are available to work throughout the entire project with the project delivery team.
(b) Technology platform that supports incremental delivery
(c) Development team with four to eight people
(d) Larger development teams

These are the correct steps:
Step 1 – Identifying the right project team
Step 2 – Establishing a shared vision
Step 3 – Defining the outcomes and outputs
Step 4 – Defining the release plan
Step 5 – Choosing your tools
Step 6 – Identifying management strategies and project controls
Step 7 – Getting the approval for the baseline PID
Step 8 – Starting the project work
Step 9 – Monitoring the project work
Step 10 – Closing the project

These are the correct key project information:
(a) Vision of the project
(b) Project roadmap
(c) Expected benefits from the product
(d) Timeline of the overall project
(e) Issues and risks
(f) Identified project roles
(g) Preferred Agile method
(h) Methods for communication, status reporting, issue and risk management
(i) Methods for configuration management

These are the correct potential options
(a) Assign a dedicated team manager to manage the work packages
(b) Have the project manager be the team manager
(c) Update the project manager on the team’s progress
(d) Have a Scrummaster serve as the team manager if the team is using Scrum or Scrumban as its Agile method.

Outcomes are the measurable business value the project has to generate while outputs are the specific project deliverables that the team has produced. The specific project deliverables are used to achieve said outcomes.

These are the correct additional information:
(a) Identify what is considered an MVP for the release
(b) Distinguish the difference between mandatory and the “nice-to-have” features
(c) Identify the range of tolerances in the acceptance criteria

These would generally be done to the output:
(a) It will be defined as epics, user stories, and technical stories. This comes with the acceptance criteria for each.
(b) It will be put into top-down priority order in a product backlog.
(c) It will be reviewed by the project delivery team in interactive sessions.
(d) It will be populated for product delivery into the appropriate Agile tools.

Examples of the said Agile tools are the sprint backlog and Kanban board.

PRINCE2 Agile provides a balanced view between giving executive management timeframes and giving project teams the flexibility. The timeframes given to executive management are needed for forward planning. The flexibility given to the team is needed to continue their work. It also addresses project adaptability that is needed. This can happen by allowing the work that is done to use the Agile model.

These are the correct tools:
(a) Information radiators
(b) Executive dashboards
(c) Iteration review sessions
(d) Daily stand-up meetings

These tools are used to address requirements such as substantial additional overheads or needing to shift focus from their primary work. These tools can do this without requiring a significant amount of additional work from the project delivery team.

Information radiators show vision statements, daily progress, planned work, potential issues, and burndowns. These are displayed in work areas or online. Statement 3 describes Executive dashboards. With the right Agile method, these executive dashboards can automatically update when a team member updates the backlogs.

Daily stand-up meetings include the review of potential hurdles or issues that the team managers or project managers have recorded. Statement 2 refers to Iteration review sessions. Statement 3 refers to Executive dashboards. Statement 4 refers to Information radiators.

These are the formal strategies that will be used to manage critical project areas:
(a) Communication management strategy
(b) Configuration management strategy
(c) Quality management strategy
(d) Risk management strategy

Communication and reporting tools provide the foundation for the team to manage the project work. These formal strategies need to be established to ensure the governance of the project work is effective and in accordance with PRINCE2 requirements.

These are identified by the Project Board:
(a) Whether additional tools are required
(b) Acceptable tolerances
(c) To what extent can the existing tools satisfy the requirements

The additional tools that may be required can provide highlight reporting, checkpoint reporting, exception reporting, and end-stage reporting.

These are needed before creating a baseline:
(a) Identified project team
(b) Shared vision
(c) Intended timelines for delivery
(d) Understanding of the tools available
(e) Agreed project controls

The understanding of the tools available helps when it comes to monitoring and managing the ongoing project. There must also be an understanding of tools that need to be developed as well.

The project manager oversees the project progress and manages project tolerances. They are also responsible for maintaining project records and facilitating project work. The project manager creates highlight reports for the Project Board. Risk information is made available to both the project manager and the Project Board. Product owners confirm whether the outputs meet their expectations.

At each REVIEW POINT, the project team must include retrospectives that are used. The project team must also include reviews of bot the effectiveness of the Agile method and the PRINCE2 Agile governance structure.
At each STAGE REVIEW, the senior users assess the level of the business value of all the releases.
At each REVIEW, product owners confirm whether the outputs meet their expectations.

These should be included in the review sessions:
(a) Comparisons of baseline vs actual measurements
(b) Reviews of the achieved benefits
(c) Issues that have been encountered
(d) Lessons learned
(e) Conducting a PRINCE2 Agile Health Check
(f) Using the Spotlight Reporting tool

These are the correct reasons why the project will close:
(a) All outcomes have been achieved.
(b) Project isn’t delivering the expected level of business value.
(c) The project ends due to changes in the organization, budget, market conditions, etc.
(d) Project’s remaining work doesn’t deliver sufficient business value.

Step 0 is to take a pulse point. This is the step where people of the organization should know what Agile methods and practices have been used by the project delivery team members and how successful these approaches have been. This will help people fully understand how to integrate the existing PRINCE2 agile methods into a cohesive PRINCE2 Agile framework.

Delivery team members can make arrangements with one or more business users of their preference. Business users work with the team as the “unofficial” customer service representative. This to clarify and refine their ongoing work. This is a positive sign that the project delivery team appreciates the business user’s input and deems it as important enough to seek it out.