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

PRINCE2 Agile® Practitioner: Sample Exam (2) von Dion Training

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Über den Vortrag

Der Vortrag „PRINCE2 Agile® Practitioner: Sample Exam (2)“ von Dion Training ist Bestandteil des Kurses „PRINCE2 Agile® – Practitioner 6th Edition including Exam (EN)“.

Quiz zum Vortrag

  1. As a technique.
  2. As a behaviour.
  3. As a framework.
  4. As a concept.
  1. Teams are created as the environment is temporary.
  2. Operational teams are stable and work well together.
  3. Teams already have accurate metrics for business as usual (BAU) work.
  4. Teams remain in place after completing work.
  1. The improvement of processes to maximize value by removing wasted time and effort.
  2. A framework of principles, values, and methods to manage project delivery.
  3. The processes and tools that may be applied to a sequence of technical phases.
  4. A technique to determine favourable and unfavourable factors for a given situation.
  1. Appropriate control over the versions of products.
  2. Detailed control of a project’s management and outputs.
  3. Formal planning of all of the project’s outputs.
  4. A lifecycle approach to the technical stages of delivery.
  1. Scrum and Kanban can be used in both a project and BAU context.
  2. Scrum and Kanban can be used to manage both projects and BAU.
  3. Agile focusses on the use of the Scrum or Kanban frameworks.
  4. The use of PRINCE2 Agile relies on teams using either Scrum or Kanban.
  1. Product delivery.
  2. Project support.
  3. Project management.
  4. Project direction.
  1. Focus on products.
  2. Tailor to suit the project environment.
  3. Protect the level of quality.
  4. Transparency.
  1. This applies the principle well because it will help identify the minimum viable product for the new corporate logo.
  2. This applies the principle well because it will have a favourable impact on the prevailing agile environment.
  3. This applies the principle poorly because the minimum viable product is concerned with the viability of the project as a whole.
  4. This applies the principle poorly because the proposed new corporate logo may not be sufficiently unique and recognizable.
  1. Document how late delivery of the corporate logo will impact on the increased sales expected in the business case.
  2. Include a time and cost estimate to deliver the corporate logo to the required quality level in the business case.
  3. Record the risk cause in the Agilometer assessment when deciding on how much agile should be used.
  4. ‘Take a leap of faith’ on the assumption that the corporate logo will be delivered on time to the required quality.
  1. On a burn-up chart.
  2. On a burn-down chart.
  3. With a checkpoint report.
  4. By limiting work in progress.
  1. It applies the theme well because the team’s risks are being reported effectively to the project manager.
  2. It applies the theme well because the Brand-u-like team manager should manage risks to delivery of the work package.
  3. It applies the theme poorly because there should be a single risk register for the whole project.
  4. It applies the theme poorly because the project manager needs a single point of visibility for all project risks.
  1. It applies the theme well because a trial can be used to explore the impact on the timebox plan.
  2. It applies the theme well because the team is responsible for managing risk at delivery level.
  3. It applies the theme poorly because it should be managed as an impediment, NOT a risk.
  4. It applies the theme poorly because a trial is NOT a good method for exploring risk impacts.
  1. In the project brief as part of the project approach.
  2. In the project product description as a customer quality expectation.
  3. In the initiation stage plan as a pre-requisite.
  4. In the daily log as an informal record of the agreed frameworks to be used.
  1. Ensure that the product owner has prioritized the relevant user stories appropriately in the product backlog.
  2. Review the Brand-u-Like team plan and collaboratively define the additional work package information.
  3. Take corrective action by updating and reissuing the product description for the rebranded corporate clothing.
  4. Enter it as an issue in the issue register so that the impact can be evaluated and escalated if appropriate.
  1. It applies the process well because the project manager can access information about progress at any time.
  2. It applies the process well because burn-up charts show the ideal rate of progress which can be used to forecast forward.
  3. It applies the process poorly because the project manager should be focusing on creating guiding boundaries that empower the teams.
  4. It applies the process poorly because the project manager should be focusing on progress information at a higher level.
  1. Call the project manager at the end of the meeting to escalate the problem and raise it as an issue.
  2. Ask the project manager to attend the next daily stand-up to discuss the problem.
  3. Record the problem on the team’s information radiator so it can be ‘pulled’ by the project manager when required.
  4. Raise a new issue in the issue register and raise an exception report.
  1. Planning should focus on the immediate future and this should relate to timeboxes of two to four weeks.
  2. Releases allow the management of timeboxes across more than one management stage.
  3. Timeboxes that make up a release may not deliver something into operational use.
  4. Each of the work packages should be managed as a higher level timebox within a separate stage.
  1. It applies it poorly because the daily stand-up meetings should NOT act as a ‘reporting to’ mechanism.
  2. It applies it well because checkpoint reports could be replaced by daily stand-ups.
  3. It applies it well because collaborative behaviours are an important aspect of the agile way of working.
  4. It applies it poorly because checkpoint reports should be replaced by a burn-down chart.
  1. By delivering a one minute radio advertisement in Stage 3.
  2. By hiring a contractor to join the Marketing Team.
  3. By delivering a two minute radio advertisement in Stage 4.
  4. By de-scoping the radio advertisement from Stage 3.
  1. By identifying the relative priority of each video and planning to deliver them all.
  2. By planning to deliver at least two of the three videos during the stage.
  3. By identifying the quality criteria for each video and delivering them within quality tolerance.
  4. By recognizing that changes to the viral video will be agreed as they emerge.
  1. Benefit.
  2. Cost.
  3. Time.
  4. Risk.
  1. It applies the target well because the half-page advertisement contributes to increased sales following Stage 3.
  2. It applies the target well because a sub-standard advertisement could damage Chesterton’s image before the Cheese Festival.
  3. It applies the target poorly because the customer needs the newspaper campaign in order to generate sales.
  4. It applies the target poorly because this change to scope should be traded with another requirement.
  1. The user story should include an appropriate function and flexible acceptance criteria.
  2. The Marketing Team should define the user stories as part of a self-organizing team.
  3. User stories should NOT be used to define the level of quality to be delivered.
  4. The sales assistant should get most of the sales bonus that was wanted, on time.
  1. The Marketing Team can swap the social media advertising with TV advertising if both require similar effort.
  2. The Marketing Team should deliver the social media advertising to the appropriate level of quality.
  3. The Marketing Team needs to deliver the advertising within the time and cost tolerances for Stage 4.
  4. The CSME represents the project’s stakeholders and they must ensure that their advertising needs are met.
  1. If new team members are required to deliver the extra advertising they should be added to a later low-level timebox.
  2. The additional social media advertising should be delivered on time by flexing some of the desirable quality criteria.
  3. Teams should respond by self-organizing so they should decide whether team dynamics will be affected by an additional person.
  4. Adding this expert to the Marketing Team will not exceed the maximum number of people who can work collaboratively.
  1. The Marketing Team should deliver a minimum viable product on time to enable learning.
  2. Later timeboxes should be used to deliver the remainder of the required advertising.
  3. The Marketing Team should deliver a quality campaign to meet customer needs.
  4. PRINCE2 Agile should only be used where there is flexibility on what is being delivered.
  1. Deliver credit card payment as soon as possible in order to receive early feedback from customers.
  2. Deliver all three requirements within the work in progress limit with a time tolerance of zero.
  3. Escalate to the project manager if Web&Go can only deliver credit card payment in the timebox.
  4. Deliver the online payment system as a minimum because it should be included within this timebox.
  1. The two timeboxes are combined to form a release within Stage 4.
  2. Requirements should be divided into timeboxes and prioritized.
  3. A release represents a Minimum Viable Product that the customer can use.
  4. Retrospective should be held at stage end to enable continuous learning.
  1. Appoint a CSME because a part-time CSME should be able to provide the required customer view.
  2. Appoint a customer representative because the customer needs to advise the supplier subject matter expert.
  3. Appoint a customer representative because the customer needs to advise the supplier representative on specialist areas.
  4. Appoint a CSME because a CSME should be available full-time to work with a full time Supplier Subject Matter Expert.
  1. Create a plan using the prioritized backlog just before work is about to start on the timebox.
  2. Plan the timebox at the same time as planning the ‘Stock Control’ work package.
  3. Use the lead times from the ‘Payment’ work package completed during Stage 3 to plan the timebox.
  4. Create a team plan at the end of Stage 3 ready for delivery of the timebox in Stage 4.
  1. It tailors the theme poorly because changes to the project product description affect a baseline product.
  2. It tailors the theme well because the customer subject matter expert is using user stories to define the detailed requirements.
  3. It tailors the theme well because the team should handle changes to the detailed requirements dynamically.
  4. It tailors the theme poorly because the team should self-organize without consulting with the CSME.
  1. The quality management approach should specify the use of ‘check first’ when delivering the payment functionality.
  2. Web&Go should independently test that the delivered payment functionality is working correctly.
  3. The Web&Go developer should initially quality check the correct working of the payment functionality.
  4. The quality management approach should define the definition of ‘ready’ for the payment functionality.
  1. By updating the existing behaviours listed under the ‘team rules’ on the information radiator.
  2. By emailing the PID to the delivery teams and asking them for confirmation of compliance.
  3. By posting the possible advantages of agile behaviours discussed at the workshop on the information radiator.
  4. By requesting the executive to present the agreed behaviours to the delivery teams.
  1. By creating a spike as early as possible and inviting feedback from the stock control staff.
  2. By using lessons identified during the payment timebox in order to understand the requirements in more detail.
  3. By handing over the delivered functionality to the stock control staff at the end of the timebox.
  4. By developing a detailed product description of the low stock control processes.
  1. It tailors the process well because release reviews can demonstrate what has been delivered to a range of stakeholders.
  2. It tailors the process well because retrospectives can be used to demonstrate the value of what has been delivered.
  3. It tailors the process poorly because release reviews should demonstrate to the project management team what has been delivered.
  4. It tailors the process poorly because the purpose of the ‘managing a stage boundary’ process is to plan the next stage.
  1. Risk management approach.
  2. Lessons log.
  3. Daily log.
  4. Risk register.
  1. In the daily log.
  2. On a burn-up chart.
  3. In the product description.
  4. In the product status account.
  1. It tailors the benefits management approach poorly because increased sales should be measured during the end of Stage 3.
  2. It tailors the benefits management approach well because the International Cheese Festival takes place during Stage 4.
  3. It tailors the benefits management approach well because it defines how and when the increased sales will be measured.
  4. It tailors the benefits management approach poorly because increased sales should be measured at the end of Stage 2.
  1. Monitor customer demand in case it affects the sequence in which the lines are moved.
  2. Ensure that everyone understands the differences involved with the agile way of working.
  3. Challenge the team to identify parts of the production lines from which early delivery would be useful.
  4. No action is needed in response to the low value on this slider.
  1. Ease of communication.
  2. Flexibility on what is being delivered.
  3. Ability to work iteratively and deliver incrementally.
  4. Advantageous environmental conditions.
  1. So that response times can be improved by having stock in one location.
  2. So that stock control can be implemented effectively.
  3. So that stock control can be seamlessly integrated.
  4. So that an automatic stacker crane can be used to improve efficiency.
  1. Parking to be available for all staff at the new site.
  2. Access for delivery lorries is not to be affected by parked cars.
  3. Delays due to the narrow access road of no more than two minutes.
  4. Parking for disabled staff to be close to the new building.
  1. Discuss in frequent meetings involving the customer subject matter experts from both teams.
  2. Request that the Marketing Team members look at the Premises Team’s burn charts.
  3. Hold regular workshops involving the customer subject matter experts where decisions can be made.
  4. Circulate the Premises Team’s weekly checkpoint report to the Marketing Team.
  1. Access to a delivery bay and improved car parking for the new site.
  2. The refrigeration room for both raw produce and manufactured cheeses.
  3. The offices located in the new premises for the administration staff.
  4. An evaluation of the forecast demand resulting from the Cheese Festival.
  1. Acceptance of Agile Reason: Behaving in a traditional way is preventing a change to a new philosophy.
  2. Level of collaboration Reason: Delivery of individual production lines does not suit the use of an agile approach.
  3. Ease of communication Reason: The differing backgrounds of the facilities and operations staff will hinder making decisions.
  4. Advantageous environmental conditions Reason: Only some of the team are keen on using agile methods.
  1. Little benefit will be achieved from delivering parts of each production line into operational use.
  2. The team is familiar with validating operational changes and learning from mistakes.
  3. The staff operating the production lines are dispersed across different lines and locations.
  4. There is a difficult relationship between the facilities staff and the operations staff.
  1. The benefit could include the name of the Health and Safety regulations being complied with.
  2. The role could name an appropriate person who is actually performing this particular function.
  3. The function could contain more detailed information on what a warning label should display.
  4. All parts of this user story should remain unchanged because it documents the high-level requirement.
  1. Prioritize the new requirement in order to allow for the swapping of requirements between timeboxes.
  2. Include the additional requirement in the timebox because it is a non-functional requirement.
  3. Ignore the additional requirement for this release because it will require a change to the agreed baseline.
  4. Add the new requirement to the end of the product backlog to deliver it in the timebox, if time permits.
  1. It applies the focus area well because a multi-faceted approach to communication makes it easier and more effective.
  2. It applies the focus area well because daily stand-ups ensure that issues are uncovered and recorded quickly.
  3. It applies the focus area poorly because daily stand-ups should always be used for face-to- face communication.
  4. It applies the focus area poorly because an environment which is too complex can damage communications.
  1. Decision makers can be made aware of the significance of release planning.
  2. The different levels of plan need to be synchronized across the project.
  3. The benefits from early release can be used to fund later parts of the project.
  4. The disruption from releases to operations can be made visible to all.

Dozent des Vortrages PRINCE2 Agile® Practitioner: Sample Exam (2)

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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