📘 Free AGILE-PRACTITIONER Sample Questions
What does PRINCE2 Agile identify as a 'concept'?
A
Prioritizing what needs to be delivered.
B
Trusting and not blaming others.
C
Setting tolerances for each project objective to establish limits of authority.
D
Using daily stand-up meetings and user stories.
Correct Answer:
A. Prioritizing what needs to be delivered.
Explanation:
The correct answer is A. Prioritizing what needs to be delivered.
PRINCE2 Agile emphasizes delivering value early and often. Prioritization is a core concept because Agile
methodologies rely on iterative development, where features are built and delivered in short cycles (sprints).
This requires a constant assessment of which features offer the most business value and should be tackled
first. MoSCoW prioritization (Must have, Should have, Could have, Won't have) is a typical technique used
within PRINCE2 Agile to ensure the team focuses on the most important deliverables. Prioritizing provides
direction, ensuring that the project delivers tangible benefits throughout its lifecycle rather than solely at the
very end. This approach mitigates risks and allows for faster feedback loops, leading to better alignment with
stakeholder expectations. It allows for flexibility, accommodating changing requirements by adjusting
priorities based on new information. This contrasts sharply with fixed-scope approaches where the project
delivers everything or nothing. Furthermore, it helps manage dependencies by ensuring essential elements
are completed before supporting features.
The other options are incorrect because:
B. Trusting and not blaming others: While trust is important in Agile teams, it's more directly related to Agile
principles and team dynamics than being a defining concept of PRINCE2 Agile itself. Trust helps enable self-
organization and collaboration but prioritization is explicitly described within the PRINCE2 Agile guidance.
C. Setting tolerances for each project objective to establish limits of authority: Tolerances are a key
component of PRINCE2 in general (not specifically PRINCE2 Agile), defining acceptable deviations from
project objectives (time, cost, scope, quality, benefits, risk). They are not specifically and uniquely a 'concept'
defined within PRINCE2 Agile. PRINCE2 Agile integrates tolerances, but it doesn't define the concept itself.
D. Using daily stand-up meetings and user stories: These are specific techniques used within Agile. PRINCE2
Agile uses these techniques, but they're not standalone concepts; they support the broader concept of
iterative delivery and responding to change, facilitated through prioritization.
In summary, PRINCE2 Agile prioritizes the delivery of value, and prioritization is therefore a key concept that
drives the framework's implementation.
Relevant links for further research:
AXELOS PRINCE2 Agile Guidance: (Requires purchase, but provides the definitive information).
PRINCE2 Official Website: https://www.axelos.com/ - Provides general information about PRINCE2 and
PRINCE2 Agile.
Which describes a characteristic of business as usual (BAU) work?
A
Lists of routine modifications, received regularly during the life of existing products.
B
A new team selected to address a specific problem or opportunity.
C
A collection of difficult tasks that are managed together.
D
A delivery which is part of a larger programme of work.
Correct Answer:
A. Lists of routine modifications, received regularly during the life of existing products.
Explanation:
A is correct because business-as-usual (BAU) work denotes ongoing, steady-state operational activity that
routinely receives and implements incremental modifications to existing products or services.
Reasoning: BAU is defined in best-practice governance frameworks as continuous operational activity rather
than a temporary endeavour; therefore routine, low-risk modifications that sustain or incrementally improve
existing products align with BAU’s scope, resources and governance (continuous support, change control
inside operations). In contrast, a project (per PRINCE2/PM practice) is a temporary organisation created to
deliver a unique, time-boxed change with a defined business case and controlled tolerances — characteristics
not present for routine modification streams. From an exam perspective, the distinguishing criteria are
temporality (ongoing vs temporary), uniqueness of deliverable (routine change vs specific deliverable), and
governance (operational change control vs project initiation and stage control), all of which locate routine
modification lists squarely within BAU.
Critical evaluation of other options:
B. Incorrect — a new team selected to address a specific problem or opportunity describes the formation of a
temporary project team or an ad hoc change effort, not the steady, continuous nature of BAU.
C. Incorrect — a collection of difficult tasks managed together implies a project or programme addressing
complexity and interdependence; BAU tasks are routine and governed by operational processes rather than
project stage plans.
D. Incorrect — a delivery that is part of a larger programme denotes programme/project architecture
(temporary, coordinated projects with strategic objectives), whereas BAU is outside that temporary
programme structure and concerns ongoing operational delivery.
Referenceshttps://www.axelos.com/best-practice-solutions/prince2/prince2-
agilehttps://www.pmi.org/learning/library/projects-operations-difference-7943https://www.gov.uk/service-
manual/continuous-delivery/operations
Which BEST describes an agile method or approach that can be integrated with PRINCE2 Agile?
A
Encouraging system improvement through visualization and controlling work in progress.
B
Providing guidance on tailoring any applicable principles, themes and processes.
C
Reducing quality testing in order to deliver within agreed deadlines.
D
Favouring processes and tools over individuals and interactions.
Correct Answer:
A. Encouraging system improvement through visualization and controlling work in progress.
Explanation:
A is correct because it describes Kanban-style practices-visualization of work and control of work-in-
progress-that integrate cleanly with PRINCE2 Agile to drive systemic improvement. Kanban explicitly uses
visual boards, WIP limits and flow metrics to surface bottlenecks and enable continuous improvement, which
aligns with agile delivery objectives while preserving formal governance. PRINCE2 Agile endorses combining
PRINCE2 governance with complementary agile techniques; Kanban's low-invasive, metrics-driven approach
preserves PRINCE2 decision points and reporting requirements. Visualization increases transparency for
management by exception and progress themes; WIP limits reduce multitasking and variability, improving
predictability-outcomes that map directly to PRINCE2 risk, quality and progress controls. In practice,
Kanban's pull systems, explicit policies and cycle-time/throughput measures provide the actionable
management information required by PRINCE2 without replacing its control framework. Because these
practices are tailorable and non-disruptive, they are an exemplar of an agile approach that can be integrated
into PRINCE2 Agile.
Why the other options are incorrect (structured format):
B: Incorrect-this describes PRINCE2 Agile's tailoring guidance (how to adapt PRINCE2), not an external
agile method or approach to be integrated.
C: Incorrect- reducing quality testing to meet deadlines is a counterproductive tactic that violates both
PRINCE2 quality and agile delivery principles; it is not a recognized agile method.
D: Incorrect - favouring processes and tools over individuals contradicts the Agile Manifesto and therefore
does not characterize a legitimate agile approach suitable for PRINCE2 Agile integration.
https://www.axelos.com/best-practice-solutions/prince2/prince2-agilehttps://kanbanize.com/kanban-
resources/getting-started/what-is-kanbanhttps://agilemanifesto.org
Which is consistent with the eight guidance points of PRINCE2 Agile?
A
The project manager role is NOT required when incorporating IT-only frameworks.
B
The project manager role is NOT defined by Scrum or Kanban.
C
Working in an agile way removes the need for a project manager.
D
A project manager is indicative of a 'command and control' culture.
Correct Answer:
B. The project manager role is NOT defined by Scrum or Kanban.
Explanation:
Because Scrum and Kanban specify team-level roles and practices rather than a project-management
function, they do not define a "project manager" role (hence B is correct).
PRINCE2 Agile treats agile frameworks as delivery-layer tools that can be integrated under PRINCE2
governance: Scrum and Kanban prescribe who does the work (e.g., Product Owner, Scrum Master, developers
or Kanban practitioners) and how flow and iteration are managed, but they intentionally leave portfolio and
project governance, stakeholder accountability, risk escalation and formal reporting to complementary
governance roles rather than redefining a project manager position. From a governance-design perspective,
this separation enables clear accountability for project controls while allowing teams autonomy in delivery -
a core PRINCE2 Agile guidance point that supports role mapping rather than role elimination. Practically,
integrating Scrum/Kanban with PRINCE2 requires translating delivery roles into governance responsibilities
(e.g., mapping Product Owner inputs into PRINCE2's product-based planning and the Project Manager's
information flow), which validates the statement that those agile frameworks do not themselves define a
project manager.
Critical evaluation of the other options:
A - Incorrect: asserting the PM role is "not required when incorporating IT-only frameworks" confuses
delivery technique with governance need; PRINCE2 Agile requires tailored governance and accountability
irrespective of whether IT frameworks are used, so the PM (or an equivalent accountable role) remains
necessary.
C - Incorrect: adopting agile practices does not obviate project-level accountability or the need to integrate
with organizational controls; agile delivery reduces some command-and-control behaviors but does not
remove the need for a role responsible for project assurance, reporting and stakeholder integration.
D- Incorrect: labeling a project manager as inherently "command and control" is a categorical error;
PRINCE2 Agile explicitly advocates collaborative, facilitative leadership and role adaptation so a Project
Manager can act as an enabler of agile teams rather than a top-down controller.
Referenceshttps://www.axelos.com/best-practice-solutions/prince2/prince2-
agilehttps://scrumguides.org/scrum-guide.htmlhttps://www.atlassian.com/agile/kanban
Which is a benefit that can be realized by a PRINCE2 organization seeking to adopt PRINCE2 Agile?
A
Comprehensive documentation is reduced as working software is a priority.
B
Reduced number of roles by combining project manager with team manager.
C
Lower cost of ownership throughout the life of the project's delivered product(s).
D
Improved maintenance of a business case throughout the project.
Correct Answer:
A. Comprehensive documentation is reduced as working software is a priority.
Explanation:
The correct answer is A, "Comprehensive documentation is reduced as working software is a priority,"
because PRINCE2 Agile specifically prioritizes delivering working, valuable increments of the product early
and often. This focus necessarily involves a shift in emphasis away from extensive upfront documentation.
Agile methodologies, integrated within PRINCE2 Agile, value "working software over comprehensive
documentation," a key principle from the Agile Manifesto. This means that instead of spending excessive time
documenting every detail before implementation, the team prioritizes building and testing software.
Documentation still exists, but it's more streamlined and just-in-time, focusing on what's truly needed to
understand and use the software effectively.
Option B is incorrect because PRINCE2 Agile doesn't inherently advocate combining roles. While roles might
be adjusted based on team skills and project context, there's no explicit requirement to merge the Project
Manager and Team Manager roles. PRINCE2 emphasizes defined roles and responsibilities for accountability.
Option C isn't necessarily a direct benefit of PRINCE2 Agile adoption. While Agile principles can lead to cost
savings through early feedback and reduced rework, PRINCE2 Agile itself doesn't guarantee lower total cost
of ownership. The cost of ownership depends on many factors, including the complexity of the product, the
chosen technology, and maintenance strategies.
Option D is partially correct, but not the primary benefit in this context. PRINCE2 emphasizes maintaining a
business case throughout the project lifecycle. PRINCE2 Agile inherits this principle and utilizes techniques to
ensure business value remains aligned, such as MoSCoW prioritization and early delivery of valuable features.
However, the reduction in documentation is a more distinctive and direct benefit highlighting the shift to Agile
values when adopting PRINCE2 Agile. Therefore, A is the more accurate answer.
In summary, PRINCE2 Agile retains the structure and governance of PRINCE2 while embracing the iterative and
adaptive nature of Agile. A key outcome of this adoption is a shift towards prioritizing working software and
reducing the burden of exhaustive documentation, making option A the most appropriate answer.
Authoritative Links for Further Research:
AXELOS - PRINCE2 Agile: https://www.axelos.com/ (Official PRINCE2 website)
Agile Manifesto: http://agilemanifesto.org/
Which is a reason for 'blending and weaving' PRINCE2 with agile at all levels within a project?
A
To adjust a 'command and control' culture for product delivery.
B
Projects should be established with the intention of NOT delivering everything.
C
. To allow teams to self-organize whilst staying in control.
D
PRINCE2 Agile is NOT a substitute for PRINCE2.
Correct Answer:
A. To adjust a 'command and control' culture for product delivery.
Explanation:
Here's a detailed justification for why option A is the most accurate answer:
Blending and weaving PRINCE2 with agile at all levels within a project is primarily driven by the need to adapt
a traditional, hierarchical project management approach to one that embraces flexibility and responsiveness.
A rigid "command and control" culture, often associated with traditional PRINCE2, can stifle innovation, slow
down product delivery, and hinder team motivation in environments where requirements are evolving and
change is frequent – characteristics often found in agile projects.
Option A directly addresses this tension. By integrating agile principles throughout the PRINCE2 framework,
the project organization can move away from strict top-down direction and towards a more collaborative and
adaptive approach for delivering the product. This shift allows for faster iterations, better feedback loops, and
ultimately, a product that better meets the user's needs. While PRINCE2 provides the governance and
structure for the project, agile methodologies provide the iterative development and responsiveness needed
for success in dynamic environments. The blending of these two frameworks allows the project to maintain
overall control and direction (provided by PRINCE2) while allowing for the product development to benefit
from the agility of agile methods. This creates a robust and resilient project management environment that is
well-suited to managing complex projects.
Let's consider why the other options are less suitable:
B. Projects should be established with the intention of NOT delivering everything. While scope management
is crucial in any project, the primary intention isn't to deliberately not deliver. It's about prioritizing and
delivering the most valuable aspects within constraints.
C. To allow teams to self-organize whilst staying in control. Self-organization is definitely a benefit of agile,
and blending with PRINCE2 helps maintain control. However, the primary reason for blending is more about
cultural adaptation and improving product delivery speed and quality, rather than solely about team self-
organization. Self-organisation is a consequence rather than the primary driver.
D. PRINCE2 Agile is NOT a substitute for PRINCE2. This statement is correct, but it doesn't explain why
blending and weaving are necessary. It only states a fact about PRINCE2 Agile.
Therefore, option A provides the most compelling explanation for blending PRINCE2 and agile: to address the
limitations of a 'command and control' culture in a dynamic product development environment and foster a
more responsive and adaptable approach to product delivery.
Authoritative Links:
AXELOS PRINCE2 Agile Official Manual
Project scenario - Get fit with football!
(Note: The companies and people within the scenario are fictional)
Introduction -
A Local Government Authority (LGA) has decided to organize a six-a-side football tournament. The tournament will
contribute towards achieving the targets set by a national initiative to improve the fitness of children under the
age of 16. As part of the LGA's policy of self-funding, this has to be achieved at zero cost to the LGA (and therefore
the local tax payer). The cost of the event will be covered through fees paid by teams registered to take part in the
tournament, sponsorship and monies raised during the day. Any surplus would be used for the maintenance of
local sports centres.
Teams can register under one of several age groups for both boys and girls. In addition, family members are asked
to attend to provide support.
This sports event is designed to be a family day out. The football tournament will have an event village including a
kidz'-zone, catering, car parking, mobile changing rooms and toilets. The tournament will take place on the LGA-
owned football pitches near the centre of the town, although space is somewhat limited.
Scope -
The initial scope of the project includes:
a marketing campaign to promote the event;
a celebrity to open the event;
a website to provide information about the event and handle applications; an event village to support the 'family
day out'; the training of LGA staff as volunteers to run and support the event; back-office processes to handle the
applications; fundraising to cover the cost of the event.
The project has been set up with four work streams to deliver this work:
1. Marketing
2. Website
3. Event Village
4. Staff Training
the project manager has already put a sign on the door that says 'Mission Control'.
timeboxes.
Project Background -
The LGA have extensive experience in using PRINCE2 and will run the event as a single project. The project
manager is fully conversant with PRINCE2 Agile. One office in the LGA building in the centre of town has been
given to the project for the entire duration. The office is across the corridor from the Marketing Department and
Timeline -
An initial timeline has been suggested and is shown in the following diagram. The timeline may evolve due to the
agile ways of working. The timeline shows how work streams are broken down into work packages and/or
A
Plan to publish a simple advertisement within a few days of timebox one to get feedback.
B
. Request that the Head of the LGA confirms that the funding is available.
C
Plan a 'Design the Best Poster' competition in schools to encourage fitness awareness in children.
D
Define a brief for the marketing campaign with costings for the use of each marketing approach.
Correct Answer:
B. . Request that the Head of the LGA confirms that the funding is available.
Project scenario - Get fit with football!
(Note: The companies and people within the scenario are fictional)
Introduction -
A Local Government Authority (LGA) has decided to organize a six-a-side football tournament. The tournament will
contribute towards achieving the targets set by a national initiative to improve the fitness of children under the
age of 16. As part of the LGA's policy of self-funding, this has to be achieved at zero cost to the LGA (and therefore
the local tax payer). The cost of the event will be covered through fees paid by teams registered to take part in the
tournament, sponsorship and monies raised during the day. Any surplus would be used for the maintenance of
local sports centres.
Teams can register under one of several age groups for both boys and girls. In addition, family members are asked
to attend to provide support.
This sports event is designed to be a family day out. The football tournament will have an event village including a
kidz'-zone, catering, car parking, mobile changing rooms and toilets. The tournament will take place on the LGA-
owned football pitches near the centre of the town, although space is somewhat limited.
Scope -
The initial scope of the project includes:
a marketing campaign to promote the event;
applications; fundraising to cover the cost of the event.
a celebrity to open the event;
a website to provide information about the event and handle applications; an event village to support the 'family
day out'; the training of LGA staff as volunteers to run and support the event; back-office processes to handle the
The project has been set up with four work streams to deliver this work:
1. Marketing
2. Website
3. Event Village
4. Staff Training
Project Background -
The LGA have extensive experience in using PRINCE2 and will run the event as a single project. The project
manager is fully conversant with PRINCE2 Agile. One office in the LGA building in the centre of town has been
given to the project for the entire duration. The office is across the corridor from the Marketing Department and
the project manager has already put a sign on the door that says 'Mission Control'.
Timeline -
An initial timeline has been suggested and is shown in the following diagram. The timeline may evolve due to the
agile ways of working. The timeline shows how work streams are broken down into work packages and/or
timeboxes.
A
It applies the principle well because short stage boundaries provide more opportunity for inter-team collaboration.
B
It applies the principle well because short stage boundaries will enable the project to fail-fast and learn-fast.
C
It applies the principle poorly because stage boundaries should be set at the beginning of each new timebox.
D
It applies the principle poorly because the stage boundaries should typically be monthly on a three-month project.
Correct Answer:
B. It applies the principle well because short stage boundaries will enable the project to fail-fast and learn-fast.
Project scenario - Get fit with football!
Introduction -
A Local Government Authority (LGA) has decided to organize a six-a-side football tournament. The tournament will
contribute towards achieving the targets set by a national initiative to improve the fitness of children under the
age of 16. As part of the LGA's policy of self-funding, this has to be achieved at zero cost to the LGA (and therefore
the local tax payer). The cost of the event will be covered through fees paid by teams registered to take part in the
tournament, sponsorship and monies raised during the day. Any surplus would be used for the maintenance of
local sports centres.
Teams can register under one of several age groups for both boys and girls. In addition, family members are asked
to attend to provide support.
This sports event is designed to be a family day out. The football tournament will have an event village including a
kidz'-zone, catering, car parking, mobile changing rooms and toilets. The tournament will take place on the LGA-
owned football pitches near the centre of the town, although space is somewhat limited.
Scope -
The initial scope of the project includes:
a marketing campaign to promote the event;
a celebrity to open the event;
a website to provide information about the event and handle applications; an event village to support the 'family
day out'; the training of LGA staff as volunteers to run and support the event; back-office processes to handle the
applications; fundraising to cover the cost of the event.
The project has been set up with four work streams to deliver this work:
1. Marketing
2. Website
3. Event Village
4. Staff Training
Project Background -
The LGA have extensive experience in using PRINCE2 and will run the event as a single project. The project
manager is fully conversant with PRINCE2 Agile. One office in the LGA building in the centre of town has been
given to the project for the entire duration. The office is across the corridor from the Marketing Department and
the project manager has already put a sign on the door that says 'Mission Control'.
Timeline -
An initial timeline has been suggested and is shown in the following diagram. The timeline may evolve due to the
agile ways of working. The timeline shows how work streams are broken down into work packages and/or
timeboxes.
A
Handle it at the detailed level using the quality criteria in the product description for the banner.
B
Treat it as an item NOT meeting the specification which the banner supplier should rectify.
C
Escalate it to the project board as a request to change the detail of an existing product.
D
Address it when planning and prioritizing the work in the current or next timebox.
Correct Answer:
D. Address it when planning and prioritizing the work in the current or next timebox.
Project scenario - Get fit with football!
(Note: The companies and people within the scenario are fictional)
Introduction -
A Local Government Authority (LGA) has decided to organize a six-a-side football tournament. The tournament will
contribute towards achieving the targets set by a national initiative to improve the fitness of children under the
age of 16. As part of the LGA's policy of self-funding, this has to be achieved at zero cost to the LGA (and therefore
the local tax payer). The cost of the event will be covered through fees paid by teams registered to take part in the
tournament, sponsorship and monies raised during the day. Any surplus would be used for the maintenance of
local sports centres.
Teams can register under one of several age groups for both boys and girls. In addition, family members are asked
to attend to provide support.
This sports event is designed to be a family day out. The football tournament will have an event village including a
kidz'-zone, catering, car parking, mobile changing rooms and toilets. The tournament will take place on the LGA-
owned football pitches near the centre of the town, although space is somewhat limited.
Scope -
The initial scope of the project includes:
a marketing campaign to promote the event;
applications; fundraising to cover the cost of the event.
The project has been set up with four work streams to deliver this work:
1. Marketing
2. Website
3. Event Village
4. Staff Training
a celebrity to open the event;
a website to provide information about the event and handle applications; an event village to support the 'family
day out'; the training of LGA staff as volunteers to run and support the event; back-office processes to handle the
Project Background -
The LGA have extensive experience in using PRINCE2 and will run the event as a single project. The project
manager is fully conversant with PRINCE2 Agile. One office in the LGA building in the centre of town has been
given to the project for the entire duration. The office is across the corridor from the Marketing Department and
the project manager has already put a sign on the door that says 'Mission Control'.
Timeline -
An initial timeline has been suggested and is shown in the following diagram. The timeline may evolve due to the
agile ways of working. The timeline shows how work streams are broken down into work packages and/or
timeboxes.
A
The newspaper advertisements.
B
The banners for the Event Village.
C
The text and links for the website.
D
The radio interview.
Correct Answer:
C. The text and links for the website.
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