AGILE-FOUNDATION Practice Questions

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‘Being agile’ refers to embracing the mindset and principles of agility, not just following agile

practices mechanically. Option D illustrates ‘being agile’ because the customer has embraced the

iterative approach and focuses on requirements that add real value, which reflects true agile values

such as customer collaboration, responding to change, and delivering value early and continuously.

Options A, B, and C describe activities related to agile practices but don’t necessarily reflect the

deeper agile mindset or cultural shift fundamental to ‘being agile’.

Reference: PRINCE2 Agile Foundation Version 2, Section 2.2 "The Agile Mindset," and PRINCE2 Agile

Study Guide, Chapter 2, "Agile Fundamentals."

The Progress practice in PRINCE2 Agile is focused on providing a forecast of the project's viability by

monitoring actual progress against plans and predicting future performance. It ensures that decisions

can be made based on current status and trends, enabling timely interventions if necessary.

This practice involves collecting progress data, reviewing milestones, updating forecasts, and

communicating status to stakeholders. Forecasting viability includes assessing whether the project

remains aligned with business justification and expected benefits.

While opportunities and threats are part of risk management (B), user needs belong to requirements

management (C), and accountability is a broader governance concern (D), progress specifically deals

with tracking and forecasting delivery status.

The practice combines traditional PRINCE2 stage controls with agile iterative reviews, providing an

integrated view of progress.

Reference: PRINCE2 Agile Foundation Version 2, Section 7.1 "Progress Practice," and PRINCE2 Agile

Study Guide, Chapter 7.

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When blending PRINCE2 with agile, adopting an agile mindset is the most important factor for

success. The mindset involves embracing agile values such as flexibility, collaboration, delivering

value incrementally, and being responsive to change. Without this cultural and attitudinal shift, the

use of agile techniques or processes becomes superficial and fails to deliver the benefits of agility.

PRINCE2 is a highly structured project management method with defined roles, processes, and

controls. Integrating agile methods requires more than just overlaying practices like Scrum or

Kanban; it demands a fundamental shift in thinking about leadership, governance, team dynamics,

and customer involvement.

Fostering psychological safety (B) is indeed important because it allows teams to express ideas, take

risks, and innovate without fear of negative consequences. However, this psychological safety is a

component of the broader agile mindset.

Using agile techniques (C) and following processes (D) are enablers but do not guarantee agile

success. Teams may mechanically perform ceremonies without understanding the principles behind

them.

The PRINCE2 Agile guidance emphasizes that the mindset must permeate all levels of the project and

organization. Leaders and teams should adopt agility as a philosophy, not just a set of practices.

Reference: PRINCE2 Agile Foundation Version 2, Section 2.2 "The Agile Mindset," and PRINCE2 Agile

Study Guide, Chapters 2 and 4.

Reference: https://www.axelos.com/news/blogs/september-2019/assessing-agile-factor-prince2agiles-agileometer

Stakeholders are best described as those who can affect or be affected by the project. This definition

is aligned with PRINCE2’s view and recognized globally in project management standards.

Stakeholders include anyone with an interest or influence in the project outcomes, including project

team members, users, suppliers, and external entities. Understanding and managing stakeholder

engagement is crucial for project success, as stakeholders’ expectations and needs impact decisions

and project delivery.

Options A, B, and D describe subsets or partial perspectives of stakeholders but do not capture the

full inclusive scope.

Reference: PRINCE2 Agile Foundation Version 2, Section 4.3 "Stakeholder Engagement," and

PRINCE2 Agile Study Guide, Chapter 3, "Principles and Themes."

User inputs are initially gathered as user stories in the product backlog in PRINCE2 Agile. User stories

represent small, customer-focused requirements that capture the "who," "what," and "why" of a

feature. These stories form the foundation of requirements and quality criteria for the product and

ensure that development is driven by user needs and value delivery.

The Definition of Done is developed later as part of the quality management approach to specify

when work is complete. Epic user stories are larger features that can be broken down into smaller

user stories. The quality register tracks quality-related activities but is not the first step for gathering

user inputs.

Reference: PRINCE2 Agile Foundation Version 2, Section 7.2 "Quality Practice," and PRINCE2 Agile

Study Guide, Chapter 6, "Quality."

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