Free and Premium PRINCE2 PRINCE2-Agile-Foundation Dumps Questions Answers

Commissioning

Directing

Managing

Delivering

What to remove and where to add guidance

Where to put the emphasis and where to add guidance

What to significantly change to create the right blend

Which areas are not enabled to work with agile

The initiation stage plan should form part of the project plan

The impact of frequent releases on quality management should be assessed

The process should take more time than usual for disruptive projects

The project solution should be documented in detail in the project product description

Monitoring what is being delivered

Tracking time and cost

Planning resources

Assessing the impact of risks

To define the specific conditions that enable a product to be usable

To determine how the means of delivering products is communicated

To evaluate whether the project continues to be achievable

To assess any potential improvements to a product

1 and 2

2 and 3

3 and 4

1 and 4

Because it explains how a small company can grow using traditional technologies

Because it is designed to manage projects, delivering products in timeboxes

Because it enables agile to be used in challenging and uncertain situations

Because running a project and setting up a new business are the same

Combining functional and non-functional requirements

Creating non-functional requirements with user stories

Differentiating functional from non-functional requirements

Defining non-functional requirements before functional requirements

A team of developers is working together in a common room and readily communicating with each other

A full Scrum team is working together on a product’s development with multiple large dashboards

A product owner is gathering requirements from customers and coaching them on how to write user stories

A customer has embraced the new iterative approach and now focuses on the requirements that add value

A Glad! Sad! Mad! board

A Kanban board

A burn chart

A Gantt chart

Customer subject matter expert and the supplier representative

The team manager and the senior supplier

The project manager and the project board

The team quality assurance and project support

It is achieved by allowing enough time for testing

It is achieved by using the same team members

It gives confidence on the progress of the project

It delivers the early realization of benefits

To create structure so that the team manager can assess individual performance

To evolve the effectiveness and behaviors of the self-organizing team by agreeing values

To make the team rules visible to the project manager for monitoring purposes

To ensure that the delivery team members comply with company policy

Plan

Assess

Identify

Implement

It is used to make system improvements using visualization and by controlling work in progress

It is an iterative timeboxed approach that helps teams generate value

It was originally focused in creating new companies and is now used to speed up product delivery

It has defined processes, products and roles used to iteratively deliver outputs using timeboxing

To plan the delivery of the products before committing to significant expenditure

To agree on what is required for accepting, executing and delivering project work.

To establish and deliver the project communications to the wider organization

To delegate day-to-day management of the project to the project manager

Project canvas

Release map

Project log

Backlog

Releases can be used to replace management stages

A ‘one-team’ culture in the project team is encouraged

Configuration management becomes less important

The delivery team becomes more experienced at product handover

It is authorized to run the project on a day-to-day basis on behalf of the project board

It is responsible for ensuring that product backlog items are clearly expressed on the product backlog

It is empowered to organize and manage its own work to create a valuable, useful increment every sprint

It is servant-leadership to help everyone change their interactions to maximize the value created by the team

Team planning workshop

Release planning workshop

Team retrospective workshop

Progress review workshop

A low-level requirement

A fine-grained user story

A detailed feature

A high-level requirement

It should always be appropriate to the needs of the project

It should always be addressed during the daily stand-ups

It should always be carried out formally

It should always be carried out informally

Team planning workshop

Agile enablement workshop

Project kickoff workshop

Project closure workshop

By flexing what is produced to stay in control and deliver value

By emphasizing tolerances on what is being delivered

By using the Agilometer to assess the project environment

By fitting releases into planned management stages

Flow based working partitions work into timeboxes

A project cannot be referred to as a timebox

A timebox can contain another timebox

Timeboxes should be avoided in business as usual environments

All quality criteria tolerance must be fixed

Quality tolerances should be the same for all quality criteria

Setting quality tolerance relies on prioritising quality criteria

All quality criteria should have zero tolerance

Requirements of a similar level of effort should be removed

More people should be added to the delivery team

The delivery milestones should be reviewed and re-planned

Formal change control should be applied

It re-establishes team dynamics when a new member joins the team

It trades user stories for those of a similar size

It results in the late delivery of the minimum viable product

It degrades the performance of the features that are delivered

By the supplier subject matter expert agreeing what should be included

By the customer representative deciding what should be included

By team members agreeing on what should be included

By the project manager deciding what should be included

Adopting agile mindset

Fostering psychological safety

Using agile techniques

Following agile processes

The product is ready to hand over

All components are complete

Acceptance criteria are measurable

The product has passed the quality checks

Trading/swapping

Objectives and key results

Refactoring

Delegation poker

The project board may pull reports from the information radiator

As a minimum, the project board should receive oral reports from the project manager

The project board should attend the delivery team’s daily stand up meeting

The project board should receive regular reports focusing on cost and time overruns

How to adapt the PRINCE2 management products

How to select which Agile framework should be favoured

How to decide whether PRINCE2 is appropriate

How to calculate the project budget and cost tolerance

To track progress against the team plan

To create the project plan using empiricism

To enable team planning to be predictive

To plan by focusing on the features required

It is based on the concept of rationalism

It is shown by the ideal line on a bum-down chart

It describes how much work is getting done

It tracks the time and cost of a timebox

To provide a forecast for the project's viability

To identify and assess opportunities and threats

To identify the user needs and requirements

To establish accountability for the project

To make daily progress visible to the delivery team and key stakeholders

To encourage collaboration and create the defined outputs from the event

To communicate decisions to the wider stakeholder community

To make day-to-day decisions on behalf of the delivery team within a sprint

When a team is created to deliver a specific product

When delivering an ongoing service to a customer

When an established team performs product maintenance

When simple requests to update a product are implemented