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

PRINCE2 Agile® Practitioner: Sample Exam (1) von Dion Training

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Über den Vortrag

Der Vortrag „PRINCE2 Agile® Practitioner: Sample Exam (1)“ von Dion Training ist Bestandteil des Kurses „PRINCE2 Agile® – Practitioner 6th Edition including Exam (EN)“.

Quiz zum Vortrag

  1. An approach to delivering new products quickly, initially based on setting up new companies.
  2. An approach to system improvement which controls how much work is underway at any one time.
  3. An approach that creates IT services through enhanced collaboration between development and operations.
  4. An approach to applying agile across an entire organization for large scale and complex work.
  1. Developing a new service which is not yet understood or fully defined.
  2. Prioritizing ideas in order to enhance or continuously improve a product.
  3. Responding to simple requests for change received from sales staff.
  4. Resolving a long list of minor upgrades that is regularly added to.
  1. Limiting the amount of work under way and using visualization to show progress.
  2. Comprising a sequence of phases such as design, build and test.
  3. Prioritizing and delivering frequent requests to improve existing operational products.
  4. Representing the intended long-term product functionality in a diagram and making it visible to the project team.
  1. It recommends a flexible, delegated approach to project management.
  2. It follows the traditional need for detailed design before development starts.
  3. It requires completion of work in a linear, sequential manner phase-by-phase.
  4. It works effectively with agile approaches when some areas of guidance are removed.
  1. It benefits from the advantages of integrating agile into their existing PRINCE2 practices.
  2. It benefits from understanding what agile is and how it works.
  3. It benefits from adopting an industry standard approach to project management.
  4. It benefits from understanding PRINCE2 Agile and how to add it to their existing ways of working.
  1. By self-organizing within authority limits set by the project manager.
  2. By using rich communication more effectively on team projects.
  3. By prioritizing requirements using MoSCoW.
  4. By using stages in place of timeboxes in order to manage projects.
  1. Learn from experience.
  2. Focus on products.
  3. Continued business justification.
  4. Manage by stages.
  1. Prioritized requirements enable Brand-u-Like to plan their delivery within the limits agreed with the project manager.
  2. Setting zero time tolerance empowers Brand-u-Like to deliver by the end of Week 5.
  3. Combining the corporate image/logo and the collateral into one stage forms a single release.
  4. After Week 5 the value delivered by the ‘Collateral’ work package can be assessed.
  1. The senior user has reported that they may have limited availability over the next three months.
  2. Targeting the Netherlands could increase awareness, resulting in a favourable outcome at the International Cheese Festival.
  3. The chosen logo may not be sufficiently unique and recognizable, having a negative impact at the International Cheese Festival.
  4. The Chesterton Blue marketing campaign will require an increase in the marketing budget.
  1. Raise an issue to inform the project manager.
  2. Adopt a dynamic approach to this branding change.
  3. Redesign corporate brand standards, implement them, and seek feedback.
  4. Produce an exception report to inform the project board.
  1. It applies it poorly because the change needs to be managed at the appropriate level.
  2. It applies it well because empowered self-organizing teams should be free to handle change dynamically.
  3. It applies it well because work should be prioritized in a product backlog on an ongoing manner, based on value.
  4. It applies it poorly because a burn-up chart should be used where the amount of work changes.
  1. It applies it poorly because a safe-to-fail experiment is NOT designed for determining risk probabilities.
  2. It applies it well because a safe-to-fail experiment can be used to assess the impact of major changes to scope.
  3. It applies it well because the person who is managing the team is responsible for managing risk at the delivery level.
  4. It applies it poorly because it should be managed as an impediment, rather than as a risk.
  1. Ensure that the dependencies are specified as development interfaces in the work packages.
  2. Record each of the dependencies as a risk ‘cause’ in the project risk register.
  3. Document the purpose of each of the products in the appropriate product description.
  4. Prioritize the work that needs to be undertaken using Brand-u-Like’s product backlog.
  1. It is a good approach because decision-making may be informed by information pulled from the project.
  2. It is a good approach because the executive will be able to provide direction to the project manager and the teams.
  3. It is a poor approach because the project manager should be reviewing the burn charts and escalating any exceptions.
  4. It is a poor approach because the project board should only review information at the end of a stage.
  1. Release and sprint backlogs can be used effectively to plan the work required in a work package.
  2. All the rebranding work is contained within one stage so sprint planning is not necessary.
  3. Within an agile project a team plan should always be in the same format as a stage plan.
  4. The work package definition should include the preferred size of the timeboxes.
  1. End project report.
  2. Checkpoint report.
  3. Exception report.
  4. Product status account.
  1. It is unsuitable because change should be allowed for at the product delivery level by trading requirements.
  2. It is suitable because the rebranding brief will require a formal configuration item record.
  3. It is suitable because the development of the change control approach should be collaborative and include the views of stakeholders.
  4. It is unsuitable because a change control approach is redundant if Brand-u-Like wishes to become more agile.
  1. Brand-u-Like need to ensure that the agile ways of working documented in the quality management approach will achieve the appropriate level of quality.
  2. This objective corresponds to the reputation Brand-u-Like has for producing work to a high level of quality.
  3. All of Chesterton’s requirements are driven by the high standards needed by food production regulations.
  4. When working in basic agile environments a lot of emphasis should be placed on quality planning during the initiation stage.
  1. Zero tolerance on the need for the video to be on YouTube® with a tolerance range of 1-5 photos on Instagram®.
  2. A tolerance range set for the video and/or photos to be available on as many social media platforms as possible.
  3. Zero tolerance on the need for Twitter® to be able to share with all social media applications.
  4. Zero tolerance on the need for the video to be available on YouTube®, Facebook® and Instagram®.
  1. Deliver the ‘must have’ advertisements as required and as many ‘should have’ advertisements as possible.
  2. Deliver as many advertisements as possible on both ‘must and should have’ advertisements equally.
  3. Deliver only the ‘must have’ advertisements and remove all of the ‘should have’ advertisements from project scope.
  4. Deliver one ‘must have’ and one ‘should have’ advertisement in the first timebox and the remainder in the second.
  1. Ensure the magazine promotion achieves a 10% sales increase and reduce the television advertisement benefits.
  2. Make the long-term benefits gained from television advertisements a higher priority than the magazine promotion benefits.
  3. Fix the benefits from both campaign approaches and escalate to the project board the need to provide more funding.
  4. Adjust the benefits from both campaign approaches and adjust the risk that the sales forecasts may be inaccurate.
  1. Generating increased cheese sales will give the project board early confidence in the ongoing business case viability.
  2. Publishing of the social media and newspaper advertisements allows rich communication with potential customers.
  3. Delivering all three campaigns would have reduced testing and increased the risk of errors in the advertisements.
  4. Focusing on the critical requirements allows the Marketing Team to collaborate more effectively during the timebox.
  1. There will be confusion from customers at the International Cheese Festival if the campaign does not advertise the cheeses accurately.
  2. The impact of each marketing campaign needs to be established early in the project to generate enquiries.
  3. The marketing campaign must be delivered before the International Cheese Festival to generate enquiries.
  4. The acceptance criterion represents the Minimum Viable Product to be delivered by the Golden Clog project.
  1. Making changes according to feedback should result in a more successful product.
  2. The team made the decision to change and take action collaboratively.
  3. The cost of ownership of the marketing campaign will be reduced.
  4. Revision to the advertisement removes features that the customer did not want.
  1. It should be possible for other people in the team to do this work in order to maintain effective working relationships.
  2. The additional cost of employing temporary staff for two weeks should be avoided by the team.
  3. Team members should remain unchanged throughout all stages of a PRINCE2 Agile project.
  4. Brand-u-Like will benefit from the trainee being able to learn about Chesterton’s business and the agile way of working.
  1. It applies the target poorly because requirements should be broken down and prioritized in order to deliver on time to quality.
  2. It applies the target well because the CSME has confirmed that the customer needs all three campaigns to be delivered.
  3. It applies the target well because the level of quality should be reduced to deliver the campaigns before the International Cheese Festival.
  4. It applies the target poorly because the decision to deliver all three campaigns should have been taken collaboratively with the team.
  1. Ensure that a prototype is delivered in the first timebox, integrating the new branding with zero time tolerance.
  2. Ensure that an initial forecast to exceed the time tolerance in this timebox is escalated to the project manager.
  3. Ensure that if Web&Go can only deliver the rebranding in the timebox then this is escalated to the project manager.
  4. Ensure that this timebox only includes the rebranding with the other requirements included in later timeboxes.
  1. Work within stage 3 should be broken down to enable prioritization and the amount of work in progress to be controlled.
  2. Work within stage 3 should be divided into timeboxes with requirements prioritized as must/should/could have.
  3. The internal IT Team is not using Kanban; therefore Web&Go should adopt the same agile approaches.
  4. Retrospectives should be held after each product is delivered to focus the learning on the products.
  1. By ensuring that the Web&Go team works closely with the project manager of the Golden Clog project.
  2. No change is required to the roles defined in PRINCE2.
  3. By appointing the Scrum Master of the Web&Go Team to act as team manager for the ordering work package.
  4. By showing the Golden Clog Project organization chart on the Web&Go team’s Kanban board.
  1. Use the previous lead times from similar work items for other customers to estimate the three requirements.
  2. Use rationalism to estimate how long the ‘must haves’ and ‘should haves’ will take to deliver.
  3. Use empiricism to estimate the effort to deliver the three requirements based on what happened in stage 2.
  4. Estimate the effort needed to design each of the three requirements in the first timebox.
  1. It tailors the theme poorly because a high level requirement to create a customer account/login should have been used.
  2. It tailors the theme well because a best-case and worst-case scenario business case should be produced.
  3. It tailors the theme well because the best-case scenario includes the delivery of all of the specified requirements.
  4. It tailors the theme poorly because the project board should focus on the expected-case most likely to be delivered.
  1. The IT team velocity is too slow to deliver all products at the current rate of progress.
  2. The burn-down chart is displayed so that progress is visible to the IT Team members.
  3. The burn-down chart shows how much work is left to be done during this timebox.
  4. The burn-down chart assumes that the amount of work stays the same during this timebox.
  1. By discussing it along with the risks, costs and benefits of each idea displayed in the board room with the project board.
  2. By issuing it to the project board along with the backlog showing the risks, benefits and costs of each idea.
  3. By issuing it to the project board with an invitation to call the project manager if information on risks, costs and benefits is needed.
  4. By discussing it with the executive, enabling the executive to present the findings to the project board.
  1. By checking that lessons from website retrospectives, have been actioned in later timeboxes.
  2. By completing a full review of each release of the website to obtain user acceptance.
  3. By handing over the website to operations staff in a formal handover ceremony.
  4. By writing the handover documentation for the operations staff who maintain the website.
  1. It tailors the process well because the retrospective should focus on understanding how team behaviors can be improved.
  2. It tailors the process well because the retrospective workshop should be planned using an independent facilitator.
  3. It tailors the process poorly because the retrospective should involve internal staff rather than external suppliers.
  4. It tailors the process poorly because the retrospective should focus on the quality of the delivered website.
  1. By pulling requirements 1 and 2 onto the Kanban board first, ready to start work on them.
  2. By identifying at the beginning of the timebox that requirement 3 is unlikely to be delivered.
  3. By measuring the number of customer requests for secure payments that are successful.
  4. By starting work on all three requirements at the same time to ensure that at least 2 are delivered within the timebox.
  1. The project manager should agree the content of the work package with the IT Team at a timebox planning meeting.
  2. The team manager should estimate the lead times for each requirement in order to limit the amount of work in the timebox.
  3. The team manager should produce three separate work packages for the requirements, issuing them to the project manager for authorization.
  4. The project manager should specify the order in which each requirement included in the work package should be delivered.
  1. It tailors the risk register well because it records the results of the agile risk assessment.
  2. It tailors the risk register well because it assesses the estimated impact that the risk might have on the project.
  3. It tailors the risk register poorly because the risk register should be maintained in a more formal manner.
  4. It tailors the risk register poorly because risks are avoided due to the use of agile approaches in a project.
  1. To use web-cams on calls to the team and landlord to enable face-to-face communication.
  2. To have a work stream launch party to build a ‘one-team’ culture with the staff to be relocated.
  3. To create an email distribution list to ensure the team is kept up-to-date on decisions and progress.
  4. To ensure that the updated backlog is distributed weekly to the team and the landlord.
  1. Level of collaboration.
  2. Ease of communication.
  3. Ability to work iteratively and deliver incrementally.
  4. Advantageous environmental conditions.
  1. As an epic.
  2. As the project product description.
  3. As a product description.
  4. As a user story.
  1. Decompose the requirement to identify separate ranges for each cheese type.
  2. Escalate to the project board so the requirement is formally reassessed.
  3. Change the expected range of the temperature to identify cheaper units.
  4. Use project cost tolerance to pay for a more expensive cooling unit.
  1. Discuss in a meeting of the CSMEs from the premises and Marketing Teams.
  2. Document the options and impact in the impact analysis section in an issue report.
  3. Record the options and choices in a visual decision tree and distribute this to all of the teams involved.
  4. Discuss at a workshop attended by the project board members where decisions can be made.
  1. The delivery lorries were unable to gain access to the site.
  2. The project board was pleased with the visible progress.
  3. The staff really liked the atmosphere of the new premises.
  4. Dispatching cheese was more complicated across both old and new sites.
  1. Ability to work iteratively and deliver incrementally’ because moving each production line individually will enable learnings to be applied to other lines.
  2. Flexibility on what is delivered’ because there are many requirements that need to be met when moving premises allowing flexibility in what is delivered first.
  3. Flexibility on what is delivered’ because each production line will be tested to make sure it meets the requirements as soon as it has been moved.
  4. Ability to work iteratively and deliver incrementally’ because the team is being cautious in its approach by signing off the technical design first.
  1. The operations staff monitors their performance and level of production achieved through a visible dashboard.
  2. The operations manager walks around the production plant to manage the staff while the production lines are running.
  3. The premises team has been trained in PRINCE2 Agile and is willing to be guided by others who have more experience.
  4. When the production lines are running, the operations staff happily helps each other out and step-in for others when needed.
  1. All parts are appropriate because a user story should be the starting point for discussions.
  2. The ‘who’ is not appropriate because the role should be a manager rather than a staff member.
  3. The ‘what’ is not appropriate because it should contain quality criteria to assess the output against.
  4. The ‘why’ is not appropriate because the target should be defined in measurable terms.
  1. Delivery stages because the requirements have been decomposed with additional details.
  2. Pre-project stage because there are less than nine areas in the dispatch process.
  3. Initiation stage because there are between 10 and 100 requirements in the dispatch process.
  4. No specific stage because the whole scope of the work package needs to be addressed.
  1. Demonstrations use visualization to convey more than facts.
  2. Benefits can be realized from this interim product.
  3. This representation documents the high-level requirement.
  4. This is a good example of a test-driven development.
  1. It applies the focus area well because it will highlight early learnings with the moving of the production lines.
  2. It applies the focus area well because it will assist in defining the requirements of the interim products.
  3. It applies the focus area poorly because there will not be an opportunity to rework each production line.
  4. It applies the focus area poorly because it creates issues and extra costs when receiving goods and dispatching.

Dozent des Vortrages PRINCE2 Agile® Practitioner: Sample Exam (1)

Dion Training

Dion Training

Jason Dion (DionTraining.com) is a professor and instructor with multiple information technology professional certifications, including Certified Information Systems Security Professional (CISSP), Certified Ethical Hacker (CEH), Certified Network Defense Architect (CNDA), Digital Forensic Examiner (DFE), Digital Media Collector (DMC), CySA+, Security+, Network+, A+, PRINCE2 Practitioner, and ITIL. With decades of project management and networking experience, Jason Dion has been a network engineer, Deputy Director of a Network Operations Center, and an Information Systems Officer for large organizations around the globe.

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