1. PRINCE2 Agile® – Foundation 6th Edition including Exam (EN)

PRINCE2 Agile® Foundation: Sample Exam (1) by Dion Training

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About the Lecture

The lecture PRINCE2 Agile® Foundation: Sample Exam (1) by Dion Training is from the course PRINCE2 Agile® – Foundation 6th Edition including Exam (EN).

Included Quiz Questions

  1. Focus on products
  2. Focus on the business need
  3. Limit work in progress
  4. Start with what you do now
  1. To improve the ability of the project to succeed by controlling uncertainty
  2. To establish mechanisms to control unacceptable deviations from a plan
  3. To identify, assess and control problems that have occurred
  4. To establish mechanisms to monitor the project's continued viability
  1. To provide the project board with information to assess ongoing viability
  2. To provide a fixed point to confirm acceptance of the project product
  3. To authorize the project manager to proceed to the next management stage
  4. To control the link between the project manager and the team manager(s)
  1. 1 and 2
  2. 2 and 3
  3. 3 and 4
  4. 1 and 4
  1. 1 and 2
  2. 2 and 3
  3. 3 and 4
  4. 1 and 4
  1. It has a degree of uncertainty
  2. It utilizes an established team
  3. It has no end date for the work
  4. It mostly involves repeatable routine tasks
  1. It is a lightweight framework that helps people, teams and organizations generate value through adaptive solutions for complex problems
  2. It is a defined set of criteria that is used to determine if a piece of work or collection of work items is completed
  3. It is a version of the final product which allows the maximum amount of validated learning with the least effort
  4. It is a framework which restricts the amount of work in progress in a particular part of the system at any one time using a pull system
  1. It should be tailored to suit the needs of the project
  2. It requires there to be 'big design up front' with linear, sequential delivery
  3. It assumes that the project will exclusively deliver IT systems
  4. Its strength lies in providing techniques for the delivery of products
  1. A collection of behaviours, concepts, frameworks and techniques
  2. A family of agile methods and widely accepted frameworks
  3. A collection of behaviours, concepts, processes and practices
  4. A family of iterative techniques and best practice concepts
  1. 1 and 4
  2. 1 and 2
  3. 2 and 3
  4. 3 and 4
  1. It ensures that delivery roles are mapped to the PRINCE2 project management team roles
  2. It uses product descriptions to allow the project management team to prioritize what is being delivered
  3. It ensures that the minimum viable product is understood by the project management team
  4. It allows the project management team to continually learn throughout the project
  1. By incorporating an agile assessment tool
  2. By prioritizing and decomposing quality criteria
  3. By allowing tolerances on what has to be delivered
  4. By mapping agile roles with PRINCE2 roles
  1. Cooperation is necessary to maximize team productivity
  2. Visualization is used as it is more effective than words on their own
  3. Openness is required when working in an agile environment
  4. Frequent iteration and rapid feedback loops are needed
  1. It allows information to pass freely in a culture of commitment
  2. It empowers the team that created the plan to own the plan
  3. It enables agile roles to be mapped with PRINCE2 roles
  4. It uses learning to help improve the products
  1. The definition of 'ready'
  2. Acceptance criteria
  3. The definition of 'done'
  4. Technical debt
  1. Where there is a high level of uncertainty and the business case is developed very quickly so that assumptions can be tested rapidly
  2. Where there is a high level of uncertainty and the business case is developed very slowly so that assumptions can be carefully tested
  3. Where there is a high level of uncertainty and the business case is not developed with any level of confidence
  4. Where there is a high level of uncertainty and the business case is developed very quickly without any assumptions
  1. Features
  2. Time
  3. Cost
  4. Risk
  1. It is straightforward because PRINCE2 provides very little specific guidance at the delivery level only
  2. It is straightforward because PRINCE2 provides a lot of specific guidance at the delivery level only
  3. It is straightforward because PRINCE2 provides a lot of specific guidance at every level of the project
  4. It is straightforward because PRINCE2 provides very little specific guidance at every level of the project
  1. Delivery of products
  2. Duration of sprints
  3. Updated budgets
  4. Flexible resources
  1. It has its own risks
  2. It has more risk
  3. It involves minimal risk
  4. It removes risk
  1. When the change is at the detailed level and is within defined tolerances
  2. Only when the change is approved by the change authority
  3. Only when the change is approved by the project manager
  4. When the change is at the detailed level and is outside defined tolerances
  1. Sets of features are delivered in timeboxes
  2. A team plan is created by the delivery team
  3. Work is assigned to specific team members
  4. The work package is accepted by the team manager
  1. Initiating a project
  2. Controlling a stage
  3. Managing a stage boundary
  4. Managing product delivery
  1. The amount of work being delivered
  2. Off-specifications that have been raised
  3. Cost overruns that have been incurred
  4. Time delays that have been experienced
  1. By holding a workshop to review the final release with key stakeholders
  2. By organizing a big review of the incremental releases delivered throughout the project
  3. By demonstrating the final product as a surprise to the customer
  4. By starting to create training and technical documentation at the end of the project
  1. 1 and 2
  2. 2 and 3
  3. 3 and 4
  4. 1 and 4
  1. Benefit tolerance should be defined, taking into account the 'minimum viability'
  2. Every benefit tolerance should be defined as fixed at zero
  3. Every benefit tolerance should be defined by project assurance
  4. Benefit tolerance should be defined as flexible for the 'minimum viability'
  1. It is achieved by setting the project baseline at the correct level
  2. It ensures that the level of quality is protected
  3. It is achieved by ensuring that all features are delivered
  4. It gives confidence on the progress of the project
  1. It avoids the use of extra resources to improve progress within a sprint
  2. It handles change by trading requirements of a similar size
  3. It allows the project to deliver early realization of benefits
  4. It helps with planning dependencies between projects
  1. It reduces the likelihood of cost overruns when resources are fixed
  2. It recommends the later phase should be compressed
  3. It leads to lower cost of ownership throughout the life of the product
  4. It allows for the delivery of a more accurate final product
  1. It states that features are the safest area to compromise on
  2. It is achieved by avoiding unnecessary detail early on
  3. It requires a formal change control process
  4. It is achieved by providing incomplete documentation
  1. It helps engagement with the user community
  2. It allows change to be handled dynamically
  3. It delivers the early realization of benefits
  4. It sets the project baseline at the correct level
  1. Product backlog
  2. Baseline
  3. Product description
  4. Acceptance criteria
  1. Value
  2. Velocity
  3. Acceptance criteria
  4. Vision
  1. An agile technique
  2. An agile behavior
  3. An agile method
  4. An agile value
  1. They are in effect 'super-user stories'
  2. They are also called technical user stories
  3. They are at the top of the product backlog
  4. They are sufficiently understood requirements
  1. A primary means of displaying progress on a wall for everyone on a project
  2. A primary means of reducing uncertainty from a technical viewpoint
  3. A primary means of inspecting and adapting working practices
  4. A primary means of demonstrating a release to key stakeholders
  1. It should include specialist team members who are accountable individually for the development
  2. It should be a manageable size to ensure efficient coordination of team communication
  3. It should be empowered to create a valuable, useful increment every sprint
  4. It should be cross-functional, with all the skills necessary to create value each sprint
  1. Using a neutral facilitator who has no stake in the outcome
  2. As an unstructured event whenever the need arises
  3. Using an agenda that was prepared for a previous workshop
  4. As a workshop controlled by individuals with strong opinions
  1. A burn chart
  2. A Kanban board
  3. A sprint backlog
  4. A user story
  1. To understand the customer's needs as quickly as possible, even though they may not know what they need themselves
  2. To document the business justification for a project so that the project board can give its approval to the project
  3. To utilize defined processes, roles and guiding principles to deliver products incrementally throughout the project
  4. To 'start with what you do now' and defer commitment to work in order to reduce lead times
  1. Using relative estimates of effort points using the knowledge of the whole team
  2. Using actual estimates of historical work completed by a different team
  3. Using comparative estimates from similar work on a previous project
  4. Using estimates of the actual time that is forecast to be used in delivering a user story
  1. To make improvements by reflecting on how well a team worked together in the previous sprint
  2. To review a product that has just been released and make changes to the product backlog
  3. To agree a plan of activities for the delivery team for the next 24 hours
  4. To collaboratively agree the work to be completed during the next sprint
  1. By team members collectively developing team guidelines
  2. With the approval of the team guidelines from the project manager
  3. With the approval of the team guidelines from the team manager
  4. By adopting team guidelines used by other teams without discussion
  1. As a , I want to , so that
  2. As an opportunity that may benefit the project
  3. As a change that should be handled dynamically
  4. As a , I want to , so that
  1. More risk management of that area is needed
  2. Less control or oversight of that area is needed
  3. Less agile techniques should be applied
  4. More Agilometer sliders should be monitored
  1. Ease of communication
  2. Flexibility on what is delivered
  3. Ability to work iteratively and deliver incrementally
  4. Acceptance of agile
  1. The customer, the project board, the project manager and the delivery team
  2. The agile coach, the project board, the project manager and the delivery team
  3. The customer, the project board, the project manager and a facilitator
  4. The customer, the project manager, the delivery team and the Scrum Master
  1. To enable team members to work more effectively
  2. To replace documentation with verbal communication
  3. To use as many communication channels as possible
  4. To reduce the influence of dominant team members
  1. The requirement of the natural grouping of dependencies
  2. The skill set and experience of the delivery team
  3. The balance between functional and non-functional requirements
  4. The total number of requirements to be prioritized

Author of lecture PRINCE2 Agile® Foundation: Sample Exam (1)

Dion Training

Dion Training

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