Sure Pass Exam PRINCE2-Agile-Foundation PDF

In Agile Foundation guidance, the team coach plays a key role in supporting one or more Agile teams in adopting and improving Agile ways of working. A core responsibility of the team coach is to liaise with the agile coach, making option A the correct answer. This relationship ensures alignment between team-level coaching and organization-wide Agile adoption.

The team coach focuses primarily on the day-to-day effectiveness of the team. This includes helping the team understand Agile principles, improve collaboration, enhance communication, and continuously improve their ways of working. The agile coach, on the other hand, typically operates at a broader level, supporting multiple teams, leaders, and the organization as a whole in embedding Agile culture and practices. By liaising with the agile coach, the team coach ensures that insights, challenges, and progress at the team level are shared and addressed consistently across the organization.

Option B, liaising with the project manager, is not a primary responsibility of the team coach in Agile foundations. While coordination may occur, Agile reduces dependency on traditional command-and-control roles. Option C, liaising with the chief product owner, is also not central to the team coach role, as product ownership focuses on value and prioritization rather than team dynamics and Agile maturity. Option D, liaising with project assurance, aligns more with governance and compliance functions rather than coaching responsibilities.

Agile Foundation documents emphasize that effective coaching relies on collaboration between coaching roles. The team coach provides detailed, practical feedback from the team, while the agile coach offers strategic direction, consistency, and organizational support. This collaboration strengthens Agile adoption, helps remove systemic impediments, and ensures that teams are supported both locally and at scale. By liaising with the agile coach, the team coach helps create a coherent, sustainable Agile environment focused on continuous improvement and value delivery.

Agile Foundation guidance explains that the release planning workshop is the forum where personas and evolving user needs are revisited and refined, making option C the correct answer. Release planning focuses on aligning upcoming work with user value, business priorities, and learning gained from previous deliveries. As Agile delivery is iterative and incremental, understanding users is not a one-off activity but an ongoing process that evolves as feedback is gathered.

During a release planning workshop, teams review insights from recent increments, stakeholder feedback, and real user behavior. Personas—representations of key user types—are revisited to confirm whether assumptions remain valid or need adjustment. As products evolve, new needs may emerge, priorities may shift, and earlier hypotheses about users may prove incomplete. Release planning provides the structured opportunity to incorporate this learning and refine the understanding of who the users are and what they need most next.

Option A, the team retrospective workshop, focuses on improving the team’s ways of working rather than reviewing user needs or personas. Option B, the project kickoff workshop, is typically held at the start of the initiative to establish initial vision, scope, and understanding, but it does not revisit evolving needs. Option D, the agile enablement workshop, concentrates on assessing and planning for risks associated with Agile adoption, not on refining user personas.

Agile Foundation documents emphasize that Agile success depends on continuous alignment with customer and user value. Release planning workshops support this by ensuring that upcoming work reflects the latest understanding of user needs rather than outdated assumptions. By regularly revisiting personas during release planning, teams strengthen customer focus, reduce waste, and improve the likelihood that delivered increments will meet real user expectations. This approach reinforces Agile principles of feedback, learning, and value-driven delivery.

The Risk practice is specifically aimed at controlling uncertainties that could impact the achievement of the project’s objectives. In PRINCE2 Agile, risk management involves identifying, assessing, and controlling threats and opportunities to reduce negative impacts and maximize positive outcomes.

Effective risk management is a core theme and practice in PRINCE2 Agile and is crucial for agile environments where change and uncertainty are inherent. The practice ensures that risks are continuously monitored and appropriate responses are planned and implemented. This proactive management helps keep the project viable and aligned with business justification.

While plans support managing scope and resources, issues deal with current problems rather than potential future events, and quality ensures that products meet requirements, risk management uniquely focuses on uncertainty.

The PRINCE2 Agile guidance emphasizes integrating agile techniques such as frequent reviews and retrospectives to improve risk awareness and control.