PRINCE2 Agile Exam 2022 with complete solution

How is the "Continued Business Justification" PRINCIPLE interpreted in an Agile environment? 1) FORECASTING the justification is HARDER because an Agile product is not fully specified upfront BUT 2) TRACKING the justification is EASIER, because of the Frequent Releases Why is tracking the business justification of an Agile project EASIER than with a predictive project? In Agile, the product is not fully specified upfront so everyone has to shift focus to the business value at the end of each iteration. How is the "Learn from Experience" PRINCIPLE interpreted in an Agile environment? There's no real difference in learning from experience in Agile projects and predictive ones. The only point worth mentioning is that Agile teams are usually more serious about this principle, and take more advantages from it. How is the "Defined Roles and Responsibilities" PRINCIPLE interpreted in an Agile environment? Roles and responsibilities in Agile tend to use a completely flat organization. However, they still have defined roles and responsibilities. Projects using PRINCE2 Agile should be careful to ensure there are no conflicting responsibilities. How is the "Manage by Stages" PRINCIPLE interpreted in an Agile environment? Most Agile methods use iterations, during which development processes are repeated for a subset of features, and a new version of working output (increment) is created. PRINCE2 uses stages for MANAGEMENT purposes to make it easier to plan and control the project. PRINCE2 Agile uses the following combination by default- Stage -Release --Iteration --Iteration --Iteration --Iteration The Releases and the Iterations / Sprints are below the Stage level. This means that there are more levels of detail involved in the project, and this also helps with the Manage by Exception Principle. It's possible to simplify this system by merging the Releases and Stages together, or even merge the Iterations, Releases, and Stages. How is the "Manage by Exception" PRINCIPLE interpreted in an Agile environment? Agile teams should be empowered. Manage by Exception is PRINCE2's way of empowering different layers of project. In PRINCE2 Agile, enough authority should be given to the development team to ensure that it doesn't block Agility. This is done by setting proper tolerances. How is the "Focus on Products" PRINCIPLE interpreted in an Agile environment? In Agile environments the product is not clear, and usually focuses on the OUTCOMES and VALUES. The main concern in the original PRINCE2 principle is to avoid focusing on "work", which is a very common problem. Any project is done for its BENFITS and the BUSINESS VALUE it creates. These can be translated into the OUTCOME (expected results). In predictive environments, it's also possible to translate the outcomes into the product, and that's why focusing on the product is good advice. However, this translation is not possible or effective in Agile. How is the "Tailor to Suit the Project Environment" PRINCIPLE interpreted in an Agile environment? PRINCE2 Agile needs tailoring, just like PRINCE2. PRINCE2 Agile is a tailored form of PRINCE2 that is more compatible with Agile delivery methods. However, the level of tailoring presented in PRINCE2 Agile is far from enough, and a lot remains for the practitioners. What is the difficulty with PRINCE2's "Business Case" THEME in Agile environments? The difficulty with the Business Case in Agile environments is that it's based on the benefits derived from a "product", while the product is not certain in Agile projects. Because the product is DEVELOPED (and probably DELIVERED) INCREMENTALLY in Agile projects, the justification can be CHECKED IN THE REALITY, instead of being forecasted using a Business Case. When the iterations are as short as a few weeks, risks of continuing an unjustifiable project is very low. How is the "Organisation" THEME interpreted in an Agile environment? Because Agile teams are self-organized they should find their own way instead of following orders. A complete self-organization is possible only with a flat organization such as Scrum. However, we should still give more authority to the teams in PRINCE2 Agile. The "Manage by Exception Principle" is about delegating power to the lower levels of the project organization; however, the level of authority is up to the management team, and can be very low if they decide so. Even though it limits the project. In PRINCE2 Agile, the level of authority delegated should be higher. The empowerment should be supported by the whole system, and for example, the Baselines should be high-level enough to allow the team to decide on more changes. How is the "Quality" THEME interpreted in an Agile environment? The Agile delivery method helps the team deliver higher quality since fine tuning is not left until the end as in a Waterfall approach, where external pressures may not allow the developers to do so. As a result, quality is somewhat compromised with the Waterfall approach. Because Agile requires smaller pieces of product to be delivered incrementally, this provides the chance to spend more time on all quality activities. So, quality is not compromised in Agile, and this should be reflected in a PRINCE2 Agile product as well. How is the "Plans" THEME interpreted in an Agile environment