A.  

As an opportunity

B.  

As a vision

C.  

As an outcome

D.  

As a goal

A.  

It allows many small learnings to accumulate over time

B.  

It allows the delivery team to decide how best to get the job done

C.  

It creates a shared ownership of goals

D.  

It uses the most effective channel to communicate

A.  

Speaking the language of leadership

B.  

Ensuring that all decisions are made by leadership

C.  

Ensuring emphasis on doing agile

D.  

Empowering teams to self-manage

A.  

Flow based working partitions work into timeboxes

B.  

A project cannot be referred to as a timebox

C.  

A timebox can contain another timebox

D.  

Timeboxes should be avoided in business as usual environments

A.  

A detailed user story with high business value

B.  

The set of products handed over to the users

C.  

A high-level user story that is quite broad or vague

D.  

A prioritized list of requirements to be delivered in a sprint

A.  

Combining functional and non-functional requirements

B.  

Creating non-functional requirements with user stories

C.  

Differentiating functional from non-functional requirements

D.  

Defining non-functional requirements before functional requirements

A.  

Culture

B.  

Leadership

C.  

Co-creation

D.  

Management

A.  

The project board should attend regular project progress meetings

B.  

The project board should make decisions based on the Agilometer risks

C.  

A project board member should fulfill the product owner role within a delivery team

D.  

The project board should increase the stage-level time tolerance

A.  

The product is ready to hand over

B.  

All components are complete

C.  

Acceptance criteria are measurable

D.  

The product has passed the quality checks

A.  

When a team is created to deliver a specific product

B.  

When delivering an ongoing service to a customer

C.  

When an established team performs product maintenance

D.  

When simple requests to update a product are implemented

A.  

Project canvas

B.  

Release map

C.  

Project log

D.  

Backlog

A.  

It provide a technique to reduce the testing of a product before release

B.  

It enables the release plans to be synchronized with the PRINCE2 plans

C.  

It reduces the number of people needed to manage a release of a product

D.  

It provides quick feedback that can be responded to at the earliest opportunity

A.  

To identify, assess, and plan for risks associated with transitioning products into operations

B.  

To identify, assess, and plan for risks associated with agile adoption

C.  

To identify, assess, and plan for risks associated with project delivery

D.  

To identify, assess, and plan for risks associated with business as usual

A.  

Releases can be used to replace management stages

B.  

A ‘one-team’ culture in the project team is encouraged

C.  

Configuration management becomes less important

D.  

The delivery team becomes more experienced at product handover

A.  

An epic

B.  

Acceptance criteria

C.  

Definition of ‘ready’

D.  

Effort actually expended

A.  

Cost tolerance is flexed

B.  

Cost tolerance can be fixed or flexed

C.  

Cost tolerance can be fixed and flexed

D.  

Cost tolerance is fixed

A.  

A PRINCE2 project defines its quality management approach

B.  

A PRINCE2 project is monitored and controlled on a stage-by-stage basis

C.  

A PRINCE2 project ensures a consistent approach to risk management

D.  

A PRINCE2 project is tailored to suit the competitor’s environment

A.  

To execute and deliver the project product

B.  

To establish whether the project is complete

C.  

To report stage progress to the project board

D.  

To draft the plan for the next stage’s work

A.  

It helps reduce all sources of project complexity

B.  

It adds layers of complexity through excessive automation

C.  

It helps reduce uncertainty and ambiguity associated with change initiatives

D.  

It ensures stakeholder involvement in all decision-making

A.  

By ensuring control through lots of short stages during innovative projects

B.  

By using the Agilometer to assess risks associated with the agile way of working

C.  

By continual customer involvement to obtain feedback during the project

D.  

By prioritizing quality criteria to focus the project on the delivery of value

A.  

Team planning workshop

B.  

Release planning workshop

C.  

Team retrospective workshop

D.  

Progress review workshop

A.  

To plan the delivery of the products before committing to significant expenditure

B.  

To agree on what is required for accepting, executing and delivering project work.

C.  

To establish and deliver the project communications to the wider organization

D.  

To delegate day-to-day management of the project to the project manager

A.  

Commissioning

B.  

Directing

C.  

Managing

D.  

Delivering

A.  

Product delivery

B.  

Project management

C.  

Project direction

D.  

Product management

A.  

It re-establishes team dynamics when a new member joins the team

B.  

It trades user stories for those of a similar size

C.  

It results in the late delivery of the minimum viable product

D.  

It degrades the performance of the features that are delivered

A.  

Ensure continued business justification

B.  

Tailor to suit the project

C.  

Manage by exception

D.  

Focus on products

A.  

Feedback is obtained from real customers

B.  

The need for customer involvement is increased

C.  

The risks associated with agile ways of working are assessed

D.  

The need for configuration management is reduced

A.  

To use empiricism, based on knowledge that comes from experience

B.  

To build, measure, learn from your experiences

C.  

To create a minimum viable product to manage uncertainty

D.  

To fail fast, if you are going to fail

A.  

Align teams with project vision

B.  

Create benefits management approach

C.  

Update the project documentation

D.  

Refine the release map for the next stage

A.  

A structured, timeboxed event

B.  

A minimum viable product

C.  

A measurement of lead times

D.  

A set of criteria to determine whether work can be started

A.  

It prevents earlier phases of development being revisited

B.  

It uses an iterative and incremental approach

C.  

It focuses on responding to changing requirements

D.  

It delivers products more frequently in shorter phases

A.  

1 and 2

B.  

2 and 3

C.  

3 and 4

D.  

1 and 4

A.  

As disruptive

B.  

As something to be avoided

C.  

As a necessity

D.  

As inevitable

A.  

Preferable

B.  

Typical

C.  

Effective

A.  

Starting-up workshop

B.  

Project kickoff workshop

C.  

Project initiation workshop

D.  

Project canvas workshop

A.  

Delegation matrix

B.  

Project log

C.  

Agilometer

D.  

Agile workshops

A.  

Agilometer assessment

B.  

Product backlog

C.  

Information radiator

D.  

User story

A.  

All quality criteria tolerance must be fixed

B.  

Quality tolerances should be the same for all quality criteria

C.  

Setting quality tolerance relies on prioritising quality criteria

D.  

All quality criteria should have zero tolerance

A.  

How to adapt the PRINCE2 management products

B.  

How to select which Agile framework should be favoured

C.  

How to decide whether PRINCE2 is appropriate

D.  

How to calculate the project budget and cost tolerance