PRINCE2 Agile Practitioner PRINCE2 Exam Dumps & Practice Test Questions

Question 1:

In the PRINCE2 Agile framework, what does the term “concept” primarily refer to?

A. Focusing on the prioritization of deliverables
B. Building a blame-free, trusting environment
C. Defining tolerances to delegate authority within the project
D. Conducting stand-ups and writing user stories

Correct Answer: A

Explanation:

PRINCE2 Agile is a hybrid project management methodology that merges the structured governance of PRINCE2 with the flexibility and responsiveness of Agile techniques. This integration is specifically designed to help organizations handle complex projects that require both control and adaptability. Within this framework, a “concept” refers to a guiding principle or foundational idea that shapes how Agile methods are applied within the structured context of PRINCE2.

One of the most vital concepts in PRINCE2 Agile is prioritization of deliverables, which directly reflects a central value of Agile thinking: always work on the most valuable tasks first. In Agile environments, where customer needs often evolve rapidly, the ability to prioritize based on business value ensures that the team consistently delivers what matters most. This not only drives efficiency but also enhances customer satisfaction and ROI.

PRINCE2 Agile incorporates this concept by encouraging teams to make value-driven decisions throughout the project. Teams are guided to regularly evaluate the product backlog, engage stakeholders in prioritization, and deliver incrementally. This continuous assessment and reordering of priorities help ensure that critical outcomes are achieved first, making the project more adaptive to change and aligned with business objectives.

Option A, which highlights "prioritizing what needs to be delivered," correctly identifies this core principle as a PRINCE2 Agile concept. It underscores a mindset focused on maximizing value, reducing waste, and aligning delivery with strategic goals.

The other options do not reflect what PRINCE2 Agile defines as a concept:

• B, "trusting and not blaming others," represents an Agile team culture trait, but it is not classified as a conceptual foundation within PRINCE2 Agile.

• C, "setting tolerances for objectives," is a traditional PRINCE2 governance mechanism used to define limits of authority and escalation but isn’t an Agile concept.

• D, "using stand-ups and user stories," describes common Agile practices (especially in Scrum), but again, these are techniques—not overarching concepts—in PRINCE2 Agile.

In summary, PRINCE2 Agile’s definition of a concept goes beyond just practices or behaviors. It identifies value-driven prioritization as a key strategic approach that ensures teams deliver the most important outcomes first—aligning with both Agile flexibility and PRINCE2 control.

Question 2:

Which of the following best describes a typical characteristic of Business as Usual (BAU) activities?

A. Regular routine changes made throughout the life of current products
B. Forming a dedicated team to solve a unique issue or goal
C. Grouping several complex tasks under one initiative
D. Completing a deliverable that contributes to a broader program

Correct Answer: A

Explanation:

Business as Usual (BAU) refers to the standard, day-to-day operational work that organizations perform to keep their systems, services, and processes running smoothly. These are ongoing tasks that don’t focus on transformation or innovation but instead support the stability and continuity of existing business functions.

BAU activities are typically repetitive, scheduled, and performed by teams that are part of the standard organizational structure. Examples include responding to customer service inquiries, applying routine software updates, conducting server maintenance, processing transactions, or monitoring system performance. These tasks ensure that the organization continues to meet customer expectations and regulatory obligations without interruption.

The correct answer is A, which emphasizes the idea of routine updates or modifications made during the lifecycle of an existing product or service. This is the essence of BAU—it involves supporting and slightly adjusting what is already in place rather than developing something entirely new.

By contrast:

• B, “a new team formed to solve a specific problem,” is characteristic of project-based work. Projects are temporary and goal-oriented, created to bring about change or deliver something new.

• C, “a collection of difficult tasks,” misrepresents BAU. While some BAU tasks can be technically challenging, their defining feature is not their complexity, but their regular and repeatable nature.

• D, “a delivery as part of a larger programme,” implies involvement in a project or program, which is again not typical of BAU. Projects and programs aim to introduce new capabilities, whereas BAU focuses on sustaining existing operations.

It’s important for organizations to clearly distinguish between BAU and project work. BAU supports stability, ensuring current products and services operate efficiently. Projects, on the other hand, are about change, innovation, and development. While both are essential, they serve different purposes and are managed differently.

In summary, Business as Usual is all about continuity. It includes routine tasks that help maintain existing services without disrupting the organization’s current state. This foundational work is critical for long-term business health and customer satisfaction.

Question 3:

Which agile-compatible characteristic best describes how PRINCE2 Agile integrates with flexible delivery methods?

A. Emphasizing workflow visibility and limiting ongoing tasks to boost system efficiency.
B. Offering guidance on customizing project principles, themes, and processes to fit agile environments.
C. Minimizing quality assurance activities to meet delivery deadlines.
D. Prioritizing structured procedures and digital tools over team collaboration.

Correct Answer: B

Explanation:

PRINCE2 Agile is a comprehensive framework that blends the governance strengths of PRINCE2 with the iterative and collaborative nature of agile delivery methods. One of its core strengths lies in its adaptability, which is encapsulated in answer B: Offering guidance on customizing project principles, themes, and processes to fit agile environments.

PRINCE2, as a traditional project management methodology, is based on clearly defined principles, themes, and processes. When applying PRINCE2 in an agile context, the challenge is to retain control and structure while embracing the flexibility and responsiveness that agile offers. PRINCE2 Agile addresses this challenge by explicitly guiding project managers and teams on how to tailor these elements to match the agile delivery style.

For example, themes such as “Progress” and “Risk” can be adapted to align with agile metrics like velocity or burndown charts. Likewise, processes such as “Managing Product Delivery” can be aligned with Scrum sprints or Kanban cycles. This ability to adapt PRINCE2 without compromising agile values is what makes PRINCE2 Agile highly effective in dynamic environments.

Let’s look at why the other options are incorrect:

• Option A describes Kanban principles, such as visualizing workflows and limiting Work In Progress (WIP). While these ideas are commonly used alongside PRINCE2 Agile, they are not defining features of the PRINCE2 Agile framework itself, which focuses more on governance and customization of PRINCE2 elements.

• Option C is contrary to both agile and PRINCE2 principles. Neither methodology advocates reducing quality checks to meet deadlines. In fact, quality assurance is central to successful project outcomes in both frameworks.

• Option D contradicts a key principle of agile—the focus on individuals and interactions over rigid tools and processes. PRINCE2 Agile respects this and integrates such values while maintaining necessary governance.

In conclusion, PRINCE2 Agile’s flexibility and strength lie in its ability to tailor established project management controls to suit agile practices, making Option B the most accurate answer.

Question 4:

Which of the following best reflects PRINCE2 Agile’s stance regarding the project manager role in relation to agile frameworks like Scrum and Kanban?

A. When using IT-centric frameworks, there’s no need for a project manager.
B. Frameworks like Scrum and Kanban do not define the project manager role.
C. Agile delivery methods eliminate the need for any project management role.
D. The presence of a project manager reflects a command-and-control leadership model.

Correct Answer: B

Explanation:

PRINCE2 Agile is designed to work harmoniously with agile delivery approaches such as Scrum, Kanban, and Lean. A key element of this integration is the understanding and interpretation of roles and responsibilities—particularly the role of the project manager.

Answer B is correct because it accurately states that agile frameworks like Scrum and Kanban do not explicitly define the role of a project manager. In Scrum, for example, roles are limited to the Scrum Master, Product Owner, and the Development Team. Similarly, Kanban emphasizes flow and team autonomy without assigning fixed roles like project manager. This absence, however, does not mean the role is unnecessary—it simply is not formally recognized within those frameworks.

PRINCE2 Agile acknowledges this and bridges the gap. While Scrum and Kanban do not prescribe a project manager, PRINCE2 Agile retains this role to ensure strategic alignment, stakeholder communication, and governance—all critical for larger and more complex projects. However, the style of project management adapts from a traditional command-and-control model to a collaborative, enabling role, aligning with agile values of empowerment and team autonomy.

Let’s review the incorrect options:

• Option A incorrectly suggests that the project manager role becomes irrelevant in IT-specific contexts. On the contrary, even IT-focused agile teams benefit from a project manager who ensures coordination with business goals and manages overall delivery risks.

• Option C falsely claims that agile practices eliminate the need for project management altogether. While agile teams are self-organizing, project oversight is still essential, especially when projects span multiple teams or departments.

• Option D implies that having a project manager automatically means enforcing a command-and-control culture. This is a misconception. PRINCE2 Agile encourages a supportive leadership style, where the project manager acts more as a facilitator than a dictator.

In summary, Option B is correct because it aligns with PRINCE2 Agile’s position: while agile frameworks like Scrum and Kanban don’t define a project manager role, PRINCE2 Agile maintains it in a way that supports agile delivery without compromising flexibility.

Question 5:

Which advantage can an organization expect when adopting PRINCE2 Agile into its project management framework?

A. Less documentation is needed due to the focus on delivering working software.
B. Fewer roles are required by merging the responsibilities of project and team managers.
C. The project’s total cost of ownership is decreased across its product lifecycle.
D. The business case is actively reviewed and maintained throughout the project.

Correct Answer: D

Explanation:

One of the standout benefits of adopting PRINCE2 Agile is the emphasis on continuous maintenance of the business case throughout the duration of a project. This approach ensures that the project remains justified and aligned with strategic business goals, even in fast-changing or uncertain environments—an essential feature of agile project delivery.

In traditional PRINCE2, the business case is already a central component. It provides a rationale for initiating the project and serves as a reference point for continued investment and project direction. However, in agile environments, where requirements evolve rapidly, maintaining this business case becomes even more critical. Agile teams must be able to adapt to change while still ensuring that each iteration or release contributes meaningfully to the organization’s objectives.

PRINCE2 Agile combines this structured project governance with agile responsiveness. It requires the business case to be actively reviewed, refined, and validated as the project progresses—especially after key events like releases, stage boundaries, or changes in scope. This ensures ongoing justification, one of the seven PRINCE2 principles, is upheld even in agile settings. Hence, Option D is the correct answer.

Let’s examine why the other options are not suitable:

• Option A suggests that documentation is minimized because the priority is working software. While agile practices do promote minimal viable documentation, PRINCE2 Agile emphasizes "tailoring, not elimination" of documentation. Documentation is maintained at an appropriate level to support transparency, governance, and auditability, especially in regulated environments.

• Option B claims that fewer roles are needed due to combining responsibilities. In fact, PRINCE2 Agile supports maintaining clear, distinct roles to avoid confusion. It recognizes agile roles such as Scrum Master and Product Owner, while still upholding traditional PRINCE2 roles like Project Manager. Merging these roles could lead to reduced effectiveness and blurred accountability, which PRINCE2 Agile aims to prevent.

• Option C implies that adopting PRINCE2 Agile automatically results in lower product ownership costs. While agile methods can lead to faster delivery and early value realization, PRINCE2 Agile does not guarantee cost reduction. Its primary focus is on value delivery and alignment with the business case, not cost-cutting.

In conclusion, the correct benefit of PRINCE2 Agile adoption is the improved ongoing maintenance of the business case, ensuring the project continues to deliver relevant value in a dynamic and responsive way.

Question 6:

In a PRINCE2 Agile environment, which principle is best supported by holding regular retrospectives at the end of each sprint?

A. Focus on products
B. Learn from experience
C. Manage by stages
D. Defined roles and responsibilities

Correct Answer: B

Explanation:

One of the seven core principles of PRINCE2 is “Learn from experience.” This principle encourages teams to reflect on previous work to improve future performance, identifying both successes and areas for improvement. In a PRINCE2 Agile context, this principle aligns perfectly with the Agile practice of holding retrospectives at the end of each sprint or timebox.

A retrospective is a meeting where the Agile team discusses what went well, what didn’t go as planned, and how processes can be improved. These sessions are structured opportunities for team members to express ideas, raise concerns, and suggest actionable improvements. By conducting retrospectives regularly, the team embraces continuous learning and adaptation, which is a fundamental concept in Agile frameworks and a direct implementation of PRINCE2’s “learn from experience” principle.

Now let’s examine the other options:

• A. Focus on products: This principle emphasizes delivering clearly defined products with quality criteria, but it is more about outcomes than processes like retrospectives.

• C. Manage by stages: This relates to the structuring of work into manageable chunks and making stage-by-stage decisions, not necessarily about reflecting and learning.

• D. Defined roles and responsibilities: While important, this principle is focused on governance and clarity of who does what, not continuous learning.

Thus, retrospectives primarily serve the “Learn from experience” principle, enhancing agility by allowing teams to evolve and improve throughout the project lifecycle.

Question 7:

In the context of PRINCE2 Agile, what is the primary purpose of the Agilometer?

A. To assign roles to Agile team members
B. To track the project's velocity and burn-down rate
C. To assess how suitable an Agile approach is for the project environment
D. To create detailed work packages for each product

Correct Answer: C

Explanation:

The Agilometer is a unique and valuable tool introduced in PRINCE2 Agile. Its primary purpose is to assess how well an Agile approach will fit within the current project environment. It provides guidance during the early stages of a project, particularly during the “Starting up a Project” and “Initiating a Project” processes.

The Agilometer consists of six areas of consideration:

1. Flexibility on what is delivered

2. Level of collaboration

3. Ease of communication

4. Ability to work iteratively and deliver incrementally

5. Advantageous environmental conditions
   
   

6. Acceptance of Agile

Each factor is rated to provide a risk-based view of how likely it is that Agile practices will succeed in the given context. The tool doesn’t prevent Agile from being used in a low-scoring environment, but it helps teams identify risks and areas that may need support or adaptation.

Let’s look at the incorrect options:

• A. Assigning roles is covered by other elements of PRINCE2 and Agile frameworks (like Scrum), but not the Agilometer.

• B. Tracking velocity and burn-down relates more to Scrum or Kanban tools, not to the Agilometer’s diagnostic function.

• D. Creating work packages is a standard PRINCE2 practice, unrelated to the Agilometer’s purpose.

Therefore, the Agilometer serves a strategic purpose, helping the project team decide how Agile should be tailored and implemented in alignment with PRINCE2 principles. This allows the organization to apply Agile where it will be most effective, minimizing risks and maximizing the chances of project success.

Question 8:

During an ongoing project using PRINCE2 Agile, the team realizes that frequent customer feedback is critical for product acceptance. 

Which agile concept should the project manager emphasize to ensure continuous customer collaboration?

A. Timeboxing
B. Servant Leadership
C. MoSCoW Prioritization
D. Workshops and Showcases

Correct Answer:  D

Explanation:

PRINCE2 Agile encourages customer collaboration and responsiveness through the integration of agile concepts into a controlled project environment. One of the most important agile practices is the use of workshops and showcases (or sprint reviews) to promote ongoing customer engagement and feedback.

Option D is correct because workshops and showcases allow teams to demonstrate progress and gather feedback frequently—often at the end of a sprint or timebox. This ensures that the customer remains involved in shaping the product and that any misunderstandings or changing needs are addressed promptly.

Option A, Timeboxing, helps with scheduling and controlling work within a fixed period but does not, by itself, ensure active customer collaboration.

Option B, Servant Leadership, relates to leadership style and team dynamics rather than customer involvement.

Option C, MoSCoW Prioritization, helps prioritize requirements but doesn’t directly ensure regular collaboration or feedback mechanisms.

In agile projects governed by PRINCE2 Agile, customer involvement is essential for maintaining the continued business justification—a key PRINCE2 principle. Regular showcases give stakeholders confidence in the project direction and enable quick course correction if needed.

Question 9:

In a PRINCE2 Agile project, how should a project manager approach tailoring PRINCE2 roles to fit within a self-organizing Scrum team structure?

A. Eliminate the Team Manager role entirely to avoid redundancy
B. Combine the Team Manager and Scrum Master roles into one
C. Keep PRINCE2 roles separate to preserve governance
D. Tailor the Team Manager role to support, not control, the delivery team

Correct Answer:  D

Explanation:

One of the cornerstones of PRINCE2 Agile is the ability to tailor PRINCE2 governance roles to work seamlessly with agile delivery frameworks like Scrum or Kanban. This includes adapting roles such as Project Manager, Team Manager, and Executive to coexist with agile roles like Scrum Master, Product Owner, and Development Team.

Option D is correct. In agile environments, particularly with self-organizing teams, the Team Manager role in PRINCE2 should be tailored to be facilitative rather than directive. The Team Manager should support the team in delivering products, removing blockers, and reporting progress, but without micromanaging or interfering with the team’s autonomy.

Option A is incorrect because removing the Team Manager may disrupt PRINCE2’s structure, particularly in larger, more complex projects where coordination and reporting are needed.

Option B is a common mistake; while roles can be aligned, combining the Team Manager and Scrum Master may lead to role confusion and conflicting priorities. The Scrum Master serves the team, while the Team Manager may still need to report upward.

Option C goes against the tailoring principle in PRINCE2, which explicitly encourages adapting roles and processes to suit the working environment, particularly in agile contexts.

Tailoring ensures that agile delivery teams can work autonomously while maintaining appropriate oversight, a balance that PRINCE2 Agile was specifically designed to support.

Question 10:

What is the primary purpose of using the Agilometer tool in a PRINCE2 Agile project?

A. To prioritize backlog items using MoSCoW
B. To evaluate how well agile methods can be applied in the project environment
C. To define the roles and responsibilities of agile team members
D. To estimate story points and velocity

Correct Answer: B

Explanation:

The Agilometer is a diagnostic tool introduced in PRINCE2 Agile to help determine the level of agility appropriate for a given project environment. This tool aids in making informed decisions about how to tailor PRINCE2 governance and controls to complement agile delivery practices effectively.

Option B is the correct answer. The Agilometer evaluates six key factors: Flexibility of what is delivered, Level of collaboration, Ease of communication, Ability to work iteratively, Advantageous environmental conditions, and Acceptance of agile. These categories help assess how agile a project can realistically be, given organizational culture, team maturity, and stakeholder expectations.

Option A, while important, refers to MoSCoW prioritization, which is used for requirement prioritization—not for assessing agility suitability.

Option C pertains to team structure and is usually addressed by aligning PRINCE2 roles with agile roles, but it's not the purpose of the Agilometer.

Option D refers to agile estimation techniques like story points, which fall under Scrum practices but are not related to the Agilometer’s function.

By using the Agilometer early in the project and revisiting it periodically, project managers can tailor controls and set realistic expectations, ensuring the project remains both agile and manageable under the PRINCE2 framework.