PRINCE2-Agile-Foundation PRINCE2 Agile Foundation (Version 2) Exam Free Practice Exam Questions (2025 Updated)

A key criterion for the Definition of Ready is that acceptance criteria are measurable. This ensures that work items are clearly understood, well-defined, and have objective criteria to confirm when they are complete. Measurable acceptance criteria reduce ambiguity and support efficient development and quality assurance.

Other options describe completion or handover stages, which are more relevant to the Definition of Done, not Ready.

Kanban uses a flow-based approach to visualize and control work in progress (WIP). It emphasizes limiting WIP to improve flow and reduce bottlenecks, with continuous monitoring via Kanban boards. This approach supports flexibility, transparency, and efficiency in managing tasks.

The Agilometer (A) measures agility, Lean (B) is a broad philosophy focusing on waste reduction, and Scrum (D) is an iterative framework but uses time-boxed sprints rather than flow-based control.

The product owner is responsible for preparing and maintaining the product backlog, ensuring it accurately reflects user requirements, priorities, and acceptance criteria. This role acts as the voice of the customer, maximizing product value by managing backlog items, ordering them to reflect business priorities, and clarifying requirements for development teams.

Monitoring stage progress (A) and managing project-level risks (B) are typically roles of the project manager or risk owner within PRINCE2 governance. The project backlog (C) contains higher-level requirements for the entire project and is not the product owner's direct responsibility.

The product owner bridges business and delivery, ensuring the team works on the most valuable features while maintaining clarity and quality of backlog items.

A key benefit of being and doing agile is increasing user satisfaction by delivering value early and continuously, adapting to feedback, and ensuring the product meets real user needs. Agile approaches emphasize collaboration with customers and iterative delivery, which enhances satisfaction compared to traditional, rigid methods.

While following processes (A) and using agile techniques (B) are means to an end, they do not directly guarantee benefits. Focusing solely on tasks (D) risks losing sight of value delivery.

User satisfaction is a central measure of agile success and reflects the effective application of agile principles.

A primary benefit of an organization being and doing agile is faster time-to-market. Agile methods emphasize iterative delivery, frequent releases, and continuous feedback, enabling organizations to deliver value sooner and adapt quickly to changes. This benefit directly supports business agility and competitive advantage.

Using agile techniques alone (B) is a means, not a benefit. Focusing solely on tasks (C) ignores value and flow, and setting tolerances to zero (D) is neither practical nor encouraged.

Delegation poker is a collaborative game used to define and clarify decision-making authority within teams. It helps teams agree on who has the power to make decisions for specific areas, from the team level to senior management. Using cards representing different levels of delegation, team members discuss and align expectations, ensuring clarity and reducing conflicts.

This technique fosters transparency, shared ownership, and empowerment, which are critical for agile teams operating under PRINCE2 governance. It also helps balance autonomy and control, supporting the principle of manage by exception.

Other options: a team skills matrix documents competencies, personas represent user archetypes for design, and magic estimation is a sizing technique — none focus on decision authority.

Delegation poker aligns well with PRINCE2 Agile’s emphasis on defined roles and empowered teams.

Personas in PRINCE2 Agile serve as fictional, archetypal users representing the needs, behaviors, and goals of real users. In the business case practice, personas are used to identify and articulate specific user benefits. This ensures the project focuses on delivering value that meets the actual needs of different user groups.

By understanding personas, teams can tailor product features and prioritize requirements that provide meaningful benefits, thereby strengthening the business case and increasing stakeholder buy-in. Personas help clarify who will use the product, what problems they face, and how the solution delivers value.

Personas go beyond demographic grouping (A); they are detailed profiles including motivations and pain points. They do not relate directly to timelines (B) or product version differentiation (D).

Using personas aligns with agile principles of customer focus and continuous stakeholder engagement embedded in PRINCE2 Agile.

The assess step involves evaluating the probability and impact of identified risks to determine their severity and prioritize them for management. This step is crucial for effective risk control and helps allocate resources appropriately.

Planning relates to defining how to manage risks, identification involves discovering risks, and implementation concerns applying risk responses.

Trading/swapping is a technique used within the issues practice to manage and resolve conflicts or competing priorities by negotiating trade-offs. For example, scope items, resources, or deadlines may be traded or swapped between stakeholders to reach agreements that keep the project on track.

This collaborative negotiation supports flexible, pragmatic issue resolution, aligning with agile values of collaboration and customer focus. It enables project teams to balance competing demands while maintaining progress and business justification.

Objectives and key results (B) are goal-setting tools, refactoring (C) is a technical practice for code improvement, and delegation poker (D) is about decision-making authority — none specifically target issue resolution.

Trading/swapping aligns with PRINCE2’s controlled management of issues and agile’s collaborative problem-solving approach.

The Team Retrospective Workshop is explicitly designed to facilitate team growth and continuous improvement in working practices. It is a fundamental agile practice where the team reflects on the recently completed work or sprint to identify what went well, what didn’t, and what could be improved. The goal is to foster an environment of trust and openness, enabling teams to discuss challenges and successes honestly.

Retrospectives promote inspect and adapt principles by encouraging teams to continuously evaluate their processes, collaboration, and tools. They help uncover systemic issues, process bottlenecks, or interpersonal challenges that may be impeding productivity or quality. Teams use this feedback to implement actionable improvements, which can range from adjusting communication methods to refining definitions of done or ready.

This workshop supports a key agile mindset—continuous learning and improvement—which directly contributes to team maturity, performance, and morale. Importantly, retrospectives are not about assigning blame but rather about fostering a growth mindset that accepts change as an opportunity to evolve.

While Project Kickoff Workshops (A) initiate project alignment and Progress Review Workshops (C) monitor project status, they do not primarily focus on team process improvements. The Team Planning Workshop (D) is concerned with planning upcoming work, not retrospection.

In PRINCE2 Agile, retrospectives are a critical tool to blend traditional project management with agile principles by promoting regular reflection and incremental enhancements.

The Agile Enablement Workshop is specifically designed to support the transition of teams and organizations into agile ways of working. Its primary purpose is to identify, assess, and plan for risks related to agile adoption. This includes challenges like cultural resistance, skills gaps, tooling needs, and process adaptations. The workshop ensures that these risks are proactively managed to smooth the agile transformation and increase the chances of successful agile delivery.

By focusing on agile adoption risks rather than project delivery or business as usual, the workshop addresses the foundational changes required for agility at team and organizational levels. Effective enablement workshops facilitate buy-in, identify training needs, and help tailor agile frameworks to the organization's context.

When transitioning from project delivery into business as usual (BAU), establishing regular feedback loops is crucial to ensure continual improvement. Feedback loops enable ongoing monitoring, learning, and adaptation of both products and processes post-transition. They provide mechanisms for capturing user experiences, operational issues, and evolving requirements that inform future iterations and enhancements.

Feedback loops can take many forms, such as user surveys, retrospectives, operational reviews, or service desk reports. Their regularity and structure ensure that BAU teams remain aligned with customer needs and organizational goals while adapting to changes effectively. This approach fosters a culture of continuous learning and agility even after the formal project has closed.

Providing access to Kanban or team boards (A) supports transparency and workflow management but is more tactical and internal to teams rather than a strategic approach to continuous improvement across BAU. Agreeing on SLAs (C) and KPIs (D) define performance and service targets but do not inherently drive feedback or improvement cycles without mechanisms for learning and response.

PRINCE2 Agile highlights the importance of feedback loops as part of the ‘progress’ and ‘quality’ practices extended into BAU to sustain value delivery.

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.