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Title: [Feb 05, 2025] Get Up-To-Date Real Exam Questions for PRINCE2-Agile-Practitioner with New Materials [Q22-Q46]

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 [Feb 05, 2025] Get Up-To-Date Real Exam Questions for PRINCE2-Agile-Practitioner with New Materials
Updated PRINCE2-Agile-Practitioner Certification Exam Sample Questions


NO.22 Project scenario – Get fit with football!(Note: The companies and people within the scenario are fictional)IntroductionA Local Government Authority (LGA) has decided to organize a six-a-side football tournament. The tournament will contribute towards achieving the targets set by a national initiative to improve the fitness of children under the age of 16. As part of the LGA’s policy of self-funding, this has to be achieved at zero cost to the LGA (and therefore the local tax payer). The cost of the event will be covered through fees paid by teams registered to take part in the tournament, sponsorship and monies raised during the day. Any surplus would be used for the maintenance of local sports centres.Teams can register under one of several age groups for both boys and girls. In addition, family members are asked to attend to provide support.This sports event is designed to be a family day out. The football tournament will have an event village including a kidz’-zone, catering, car parking, mobile changing rooms and toilets. The tournament will take place on the LGA-owned football pitches near the centre of the town, although space is somewhat limited.ScopeThe initial scope of the project includes:a marketing campaign to promote the event;a celebrity to open the event;a website to provide information about the event and handle applications; an event village to support the ‘family day out’; the training of LGA staff as volunteers to run and support the event; back-office processes to handle the applications; fundraising to cover the cost of the event.The project has been set up with four work streams to deliver this work:1. Marketing2. Website3. Event Village4. Staff TrainingProject BackgroundThe LGA have extensive experience in using PRINCE2 and will run the event as a single project. The project manager is fully conversant with PRINCE2 Agile. One office in the LGA building in the centre of town has been given to the project for the entire duration. The office is across the corridor from the Marketing Department and the project manager has already put a sign on the door that says ‘Mission Control’.TimelineAn initial timeline has been suggested and is shown in the following diagram. The timeline may evolve due to the agile ways of working. The timeline shows how work streams are broken down into work packages and/or timeboxes.Marketing – Additional informationThe marketing campaign has two key areas to promote:1. The event itself including the football tournament, event village and fundraising activities.2. The LGA’s long term aim to improve the fitness of children under the age of 16.The Marketing Team has received some initial Scrum training but is unsure how it can be applied to their marketing work.The Marketing Team is keen that the project manager provides them with a clear brief for the campaign before they spend too much time on it.They have experience of working with a variety of marketing channels, although they are not sure which channel(s) will work most effectively to promote this type of event, and in particular to promote the LGA’s longer term health aims.The Marketing Team is not clear on the priority to assign to the two aims for the event.The Marketing Team will publish advertisements and/or promotional material every week, with more information in each issue to keep the message up to date.Nine releases are scheduled at the end of each of the nine week-long timeboxes.The nine timeboxes within the marketing work stream are scheduled to include:advertisements:a radio interview;production of a hand-out/flyer;banners and signs to put up around the town and at the event;the provision of a website and social media content;promotional posters to be displayed by local businesses.Using the Project Scenario and Marketing Additional information, answer the following question:The project manager recommends that Stage 2 should be broken down further with more stage boundaries linked to the weekly publication of a newspaper advertisement.Using the Timeline, which statement BEST evaluates this proposal in relation to the ‘manage by stages’ principle?
 It applies the principle well because short stage boundaries provide more opportunity for inter-team collaboration.
 It applies the principle well because short stage boundaries will enable the project to fail-fast and learn- fast.
 It applies the principle poorly because stage boundaries should be set at the beginning of each new timebox.
 It applies the principle poorly because the stage boundaries should typically be monthly on a three- month project.
The ‘manage by stages’ principle emphasizes breaking the project into manageable stages to assess progress and adapt as necessary. By creating shorter stage boundaries linked to the weekly publication of advertisements, the project can quickly identify issues and adjust strategies, fostering a learn-fast approach.NO.23 Which describes a characteristic of business as usual (BAU) work?
 Lists of routine modifications, received regularly during the life of existing products. )
 A new team selected to address a specific problem or opportunity.
 A collection of difficult tasks that are managed together.
 A delivery which is part of a larger programme of work.
Routine Operations: BAU encompasses the standard activities and processes that are necessary for the daily functioning of an organization. This includes tasks that are performed regularly and consistently to maintain services, products, and overall operations.Regular Modifications: BAU work often involves minor updates or modifications to existing products or services. These modifications are typically routine in nature, aimed at improving efficiency, fixing issues, or adapting to changes in the environment without major disruption.Maintenance and Support: BAU includes maintenance tasks such as monitoring systems, providing customer support, and ensuring compliance with regulations. These tasks ensure that existing products and services continue to function effectively.Predictable and Structured: Unlike projects that may have a defined start and end date, BAU work is ongoing and tends to follow established procedures. This predictability helps organizations manage their resources effectively.Focus on Stability: The goal of BAU work is to maintain stability within the organization. While it may involve some level of change (like routine modifications), the primary focus is on ensuring that existing operations run smoothly.NO.24 Project scenario – Get fit with football!(Note: The companies and people within the scenario are fictional)IntroductionA Local Government Authority (LGA) has decided to organize a six-a-side football tournament. The tournament will contribute towards achieving the targets set by a national initiative to improve the fitness of children under the age of 16. As part of the LGA’s policy of self-funding, this has to be achieved at zero cost to the LGA (and therefore the local tax payer). The cost of the event will be covered through fees paid by teams registered to take part in the tournament, sponsorship and monies raised during the day. Any surplus would be used for the maintenance of local sports centres.Teams can register under one of several age groups for both boys and girls. In addition, family members are asked to attend to provide support.This sports event is designed to be a family day out. The football tournament will have an event village including a kidz’-zone, catering, car parking, mobile changing rooms and toilets. The tournament will take place on the LGA-owned football pitches near the centre of the town, although space is somewhat limited.ScopeThe initial scope of the project includes:a marketing campaign to promote the event;a celebrity to open the event;a website to provide information about the event and handle applications;an event village to support the ‘family day out’;the training of LGA staff as volunteers to run and support the event;back-office processes to handle the applications;fundraising to cover the cost of the event.The project has been set up with four work streams to deliver this work:1. Marketing2. Website3. Event Village4. Staff TrainingProject BackgroundThe LGA have extensive experience in using PRINCE2 and will run the event as a single project. The project manager is fully conversant with PRINCE2 Agile. One office in the LGA building in the centre of town has been given to the project for the entire duration. The office is across the corridor from the Marketing Department and the project manager has already put a sign on the door that says ‘Mission Control’.TimelineAn initial timeline has been suggested and is shown in the following diagram. The timeline may evolve due to the agile ways of working. The timeline shows how work streams are broken down into work packages and/or timeboxes.Website – Additional informationA new website will be built for the event. There are five work packages within this product:1. Initial homepage:Website showing the event details, competition rules, etc.2. Team Registration functionality:team name, player’s names and ages;contact information;payment;lunch pack requirements (includes any special dietary needs);car parking requirements.3. Social media promoting the event and its aims.4. Applications (apps) to promote healthy lifestyles including fitness and healthy eating apps.5. Health Park:An online knowledge base about healthy lifestyles that includes a discussion forum.The Website Team have a lot of experience in IT and have been using agile for several years. They are delivering the website through five two-week timeboxes. The team uses a Scrum Master to facilitate and the Scrum process and coach people accordingly.The Website Team are very good at Scrum. They have created a set of tasks to assess more difficult work and they refer to this as sprint zero.Using the Project Scenario and Website Additional information, answer the following question:During the ‘initiating a project’ process, the project manager has decided to use the Cynefin framework to assess the project.As a result, the following observation was made as part of the assessment:‘There is a relationship between the social media websites promoting active lifestyles and participation in sport. This in turn leads to an increase in the health and fitness of the people.It will not be possible to measure the effect of the social media websites until after the project. The results of early communications on the websites should be reviewed in order to identify what effect it may be having, and why. This will then feed into further longer term initiatives at the LGA.’ How should this relationship be assessed according to the Cynefin framework?
 Chaotic
 Obvious.
 Complex.
 Disorder
In the complex domain, cause-and-effect relationships are not immediately apparent and can only be understood in retrospect. The relationship between social media websites promoting active lifestyles and their effect on health and fitness is not straightforward, as it involves multiple interacting factors. Since it will not be possible to measure the impact until after the project, the focus should be on observing and analyzing early communications and their effects. This aligns with the Cynefin framework’s recommendation to probe, sense, and respond, allowing for adaptive management based on feedback and insights gained throughout the project.NO.25 Project scenario – Get fit with football!(Note: The companies and people within the scenario are fictional)IntroductionA Local Government Authority (LGA) has decided to organize a six-a-side football tournament. The tournament will contribute towards achieving the targets set by a national initiative to improve the fitness of children under the age of 16. As part of the LGA’s policy of self-funding, this has to be achieved at zerocost to the LGA (and therefore the local tax payer). The cost of the event will be covered through fees paid by teams registered to take part in the tournament, sponsorship and monies raised during the day. Any surplus would be used for the maintenance of local sports centres.Teams can register under one of several age groups for both boys and girls. In addition, family members are asked to attend to provide support.This sports event is designed to be a family day out. The football tournament will have an event village including a kidz’-zone, catering, car parking, mobile changing rooms and toilets. The tournament will take place on the LGA-owned football pitches near the centre of the town, although space is somewhat limited.ScopeThe initial scope of the project includes:a marketing campaign to promote the event;a celebrity to open the event;a website to provide information about the event and handle applications; an event village to support the ‘family day out’; the training of LGA staff as volunteers to run and support the event; back-office processes to handle the applications; fundraising to cover the cost of the event.The project has been set up with four work streams to deliver this work:1. Marketing2. Website3. Event Village4. Staff TrainingProject BackgroundThe LGA have extensive experience in using PRINCE2 and will run the event as a single project. The project manager is fully conversant with PRINCE2 Agile. One office in the LGA building in the centre of town has been given to the project for the entire duration. The office is across the corridor from the Marketing Department and the project manager has already put a sign on the door that says ‘Mission Control’.TimelineAn initial timeline has been suggested and is shown in the following diagram. The timeline may evolve due to the agile ways of working. The timeline shows how work streams are broken down into work packages and/or timeboxes.Event Village – Additional informationThe aim of the event village is to provide a range of services and activities for anyone attending the football tournament.The event village will comprise a number of work packages:1. Event village design2. A ‘kids-zone’ which includes trampolines and swings, as well as the opportunity to try out other sporting activities3. Stalls which will be sold to local businesses to raise funds for the event:Refreshment stalls within a large food tent. The LGA is keen to promote the culinary diversity of the town whilst adhering to the objective of eating healthily.There are 30 vendor stalls selling products related to the event.The LGA has five stalls to promote their longer term aims and to demonstrate current and future initiatives.4. A car park for 200 cars.5. Temporary facilities including changing rooms, toilets and shower facilities.6. Dismantling of the event village and clean up.The Event Village Team is assembled using staff from various LGA departments who have no experience of working with agile.Using the Project Scenario and Event Village Additional information, answer the following question:A local newspaper has reported the results of a survey. The survey indicated that local residents are concerned that costs from the event may be incurred by local tax payers.Which action would have helped to avoid this situation?
 Publishing updated costs of the event estimated using a points system.
 Publishing regularly updated advertisements fisting the organizations that are sponsoring the event.
 Sharing the delivery team’s updated burn-charts with the local newspaper before the results of the survey were published.
 Inviting a representative of the local press to participate and report upon a release review at the end of stage 4.
Regularly updating the public about the event’s funding sources, particularly the sponsors, would have helped to alleviate concerns by clearly demonstrating that the event is being funded through external means rather than local taxpayer dollars. This transparency can build trust and reassure residents about the financial aspects of the event.NO.26 Which is consistent with the eight guidance points of PRINCE2 Agile?
 A project manager is indicative of a ‘command and control’ culture.
 The project manager role is NOT required when incorporating IT-only frameworks.
 The project manager role is NOT defined byScrum or Kanban.
 Working in an agile way removes the need for a project manager.
NO.27 Project scenario – Get fit with football!(Note: The companies and people within the scenario are fictional)IntroductionA Local Government Authority (LGA) has decided to organize a six-a-side football tournament. The tournament will contribute towards achieving the targets set by a national initiative to improve the fitness of children under the age of 16. As part of the LGA’s policy of self-funding, this has to be achieved at zero cost to the LGA (and therefore the local tax payer). The cost of the event will be covered through fees paid by teams registered to take part in the tournament, sponsorship and monies raised during the day. Any surplus would be used for the maintenance of local sports centres.Teams can register under one of several age groups for both boys and girls. In addition, family members are asked to attend to provide support.This sports event is designed to be a family day out. The football tournament will have an event village including a kidz’-zone, catering, car parking, mobile changing rooms and toilets. The tournament will take place on the LGA-owned football pitches near the centre of the town, although space is somewhat limited.ScopeThe initial scope of the project includes:a marketing campaign to promote the event;a celebrity to open the event;a website to provide information about the event and handle applications; an event village to support the ‘family day out’; the training of LGA staff as volunteers to run and support the event; back-office processes to handle the applications; fundraising to cover the cost of the event.The project has been set up with four work streams to deliver this work:1. Marketing2. Website3. Event Village4. Staff TrainingProject BackgroundThe LGA have extensive experience in using PRINCE2 and will run the event as a single project. The project manager is fully conversant with PRINCE2 Agile. One office in the LGA building in the centre of town has been given to the project for the entire duration. The office is across the corridor from the Marketing Department and the project manager has already put a sign on the door that says ‘Mission Control’.TimelineAn initial timeline has been suggested and is shown in the following diagram. The timeline may evolve due to the agile ways of working. The timeline shows how work streams are broken down into work packages and/or timeboxes.Event Village – Additional informationThe aim of the event village is to provide a range of services and activities for anyone attending the football tournament.The event village will comprise a number of work packages:1. Event village design2. A ‘kids-zone’ which includes trampolines and swings, as well as the opportunity to try out other sporting activities3. Stalls which will be sold to local businesses to raise funds for the event:Refreshment stalls within a large food tent. The LGA is keen to promote the culinary diversity of the town whilst adhering to the objective of eating healthily.There are 30 vendor stalls selling products related to the event.The LGA has five stalls to promote their longer term aims and to demonstrate current and future initiatives.4. A car park for 200 cars.5. Temporary facilities including changing rooms, toilets and shower facilities.6. Dismantling of the event village and clean up.The Event Village Team is assembled using staff from various LGA departments who have no experience of working with agile.Using the Project Scenario and Event Village Additional information, answer the following question:Just before the event the team finds out that a major football match is taking place during the tournament and that many people will want to see it. One solution is to hire a large TV screen to display the game in the Event Village. However, the biggest concern is that the cheapest supplier has many mandatory requirements for access, technical elements and work conditions in their contract.If the agile environment for the project was reassessed, should the ‘Advantageous Environmental Conditions’ slider on the Agilometer be increased?
 It should be increased because high-value contracts should be designed to reduce the risk.
 It should be increased because the Event Village team is being ‘change friendly’ in organizing the TV screen.
 It should be reduced because the TV screen would increase the ‘ease of communication’ slider instead.
 It should be reduced because the TV screen hire company is NOT supportive to working in an agile way.
If the supplier has many mandatory requirements for access, technical elements, and work conditions that may hinder flexibility and responsiveness, it suggests that the conditions are not conducive to an agile environment. This lack of support for agile principles would warrant a reduction in the ‘Advantageous Environmental Conditions’ slider on the Agilometer.NO.28 Project scenario – Get fit with football!(Note: The companies and people within the scenario are fictional)IntroductionA Local Government Authority (LGA) has decided to organize a six-a-side football tournament. The tournament will contribute towards achieving the targets set by a national initiative to improve the fitness of children under the age of 16. As part of the LGA’s policy of self-funding, this has to be achieved at zero cost to the LGA (and therefore the local tax payer). The cost of the event will be covered through fees paid by teams registered to take part in the tournament, sponsorship and monies raised during the day. Any surplus would be used for the maintenance of local sports centres.Teams can register under one of several age groups for both boys and girls. In addition, family members are asked to attend to provide support.This sports event is designed to be a family day out. The football tournament will have an event village including a kidz’-zone, catering, car parking, mobile changing rooms and toilets. The tournament will take place on the LGA-owned football pitches near the centre of the town, although space is somewhat limited.ScopeThe initial scope of the project includes:a marketing campaign to promote the event;a celebrity to open the event;a website to provide information about the event and handle applications; an event village to support the ‘family day out’; the training of LGA staff as volunteers to run and support the event; back-office processes to handle the applications; fundraising to cover the cost of the event.The project has been set up with four work streams to deliver this work:1. Marketing2. Website3. Event Village4. Staff TrainingProject BackgroundThe LGA have extensive experience in using PRINCE2 and will run the event as a single project. The project manager is fully conversant with PRINCE2 Agile. One office in the LGA building in the centre of town has been given to the project for the entire duration. The office is across the corridor from the Marketing Department and the project manager has already put a sign on the door that says ‘Mission Control’.TimelineAn initial timeline has been suggested and is shown in the following diagram. The timeline may evolve due to the agile ways of working. The timeline shows how work streams are broken down into work packages and/or timeboxes.Event Village – Additional informationThe aim of the event village is to provide a range of services and activities for anyone attending the football tournament.The event village will comprise a number of work packages:1. Event village design2. A ‘kids-zone’ which includes trampolines and swings, as well as the opportunity to try out other sporting activities3. Stalls which will be sold to local businesses to raise funds for the event:Refreshment stalls within a large food tent. The LGA is keen to promote the culinary diversity of the town whilst adhering to the objective of eating healthily.There are 30 vendor stalls selling products related to the event.The LGA has five stalls to promote their longer term aims and to demonstrate current and future initiatives.4. A car park for 200 cars.5. Temporary facilities including changing rooms, toilets and shower facilities.6. Dismantling of the event village and clean up.The Event Village Team is assembled using staff from various LGA departments who have no experience of working with agile.Using the Project Scenario and Event Village Additional information, answer the following question:A requirement for the changing room facilities in the Event Village has been defined as a technical story as follows:‘Changing room facilities should have water pressure between 1.5 – 3 bar and must have a water pressure of at least between 0.1 – 0.5 bar.’ Has this requirement been recorded correctly?
 Yes, because a product’s performance range should only appear as a technical story.
 Yes, because non-functional requirements may apply to more than one user story.
 No, because non-functional requirements should always be part of the user stories.
 No, because non-functional requirements should only be documented as quality criteria.
Non-functional requirements, such as performance criteria (in this case, water pressure), should typically be included as part of the user stories to ensure they are considered in the context of the overall functionality and user experience. This integration helps maintain a holistic view of what the system should deliver, ensuring that both functional and non-functional aspects are addressed together.NO.29 Which is a benefit that can be realized by a PRINCE2 organization seeking to adopt PRINCE2 Agile?
 Comprehensive documentation is reduced as working software is a priority.
 Reduced number of roles by combining project manager with team manager.
 Lower cost of ownership throughout the life of the project’s delivered product(s).
 Improved maintenance of a business case throughout the project
This benefit reflects the Agile principle of prioritizing working software over extensive documentation, which can lead to more efficient project delivery.NO.30 Project scenario – Get fit with football!(Note: The companies and people within the scenario are fictional)IntroductionA Local Government Authority (LGA) has decided to organize a six-a-side football tournament. The tournament will contribute towards achieving the targets set by a national initiative to improve the fitness of children under the age of 16. As part of the LGA’s policy of self-funding, this has to be achieved at zero cost to the LGA (and therefore the local tax payer). The cost of the event will be covered through fees paid by teams registered to take part in the tournament, sponsorship and monies raised during the day. Any surplus would be used for the maintenance of local sports centres.Teams can register under one of several age groups for both boys and girls. In addition, family members are asked to attend to provide support.This sports event is designed to be a family day out. The football tournament will have an event village including a kidz’-zone, catering, car parking, mobile changing rooms and toilets. The tournament will take place on the LGA-owned football pitches near the centre of the town, although space is somewhat limited.ScopeThe initial scope of the project includes:a marketing campaign to promote the event;a celebrity to open the event;a website to provide information about the event and handle applications; an event village to support the ‘family day out’; the training of LGA staff as volunteers to run and support the event; back-office processes to handle the applications; fundraising to cover the cost of the event.The project has been set up with four work streams to deliver this work:1. Marketing2. Website3. Event Village4. Staff TrainingProject BackgroundThe LGA have extensive experience in using PRINCE2 and will run the event as a single project. The project manager is fully conversant with PRINCE2 Agile. One office in the LGA building in the centre of town has been given to the project for the entire duration. The office is across the corridor from the Marketing Department and the project manager has already put a sign on the door that says ‘Mission Control’.TimelineAn initial timeline has been suggested and is shown in the following diagram. The timeline may evolve due to the agile ways of working. The timeline shows how work streams are broken down into work packages and/or timeboxes.Marketing – Additional informationThe marketing campaign has two key areas to promote:1. The event itself including the football tournament, event village and fundraising activities.2. The LGA’s long term aim to improve the fitness of children under the age of 16.The Marketing Team has received some initial Scrum training but is unsure how it can be applied to their marketing work.The Marketing Team is keen that the project manager provides them with a clear brief for the campaign before they spend too much time on it.They have experience of working with a variety of marketing channels, although they are not sure which channel(s) will work most effectively to promote this type of event, and in particular to promote the LGA’s longer term health aims.The Marketing Team is not clear on the priority to assign to the two aims for the event.The Marketing Team will publish advertisements and/or promotional material every week, with more information in each issue to keep the message up to date.Nine releases are scheduled at the end of each of the nine week-long timeboxes.The nine timeboxes within the marketing work stream are scheduled to include:advertisements:a radio interview;production of a hand-out/flyer;banners and signs to put up around the town and at the event;the provision of a website and social media content;promotional posters to be displayed by local businesses.Using the Project Scenario and Marketing Additional information, answer the following question:The Marketing Team is not sure whether all the information, photos and links needed for the website pages being set up by the Website Team can be delivered within the current timebox.One of the team members has suggested that the team regularly visit the LGA’s cafeteria to show the staff in other departments some rough drawings of the website pages to get their feedback. This can then be used to help decide which parts of each page are most important to deliver within the timebox.Which BEST explains how this approach manages change?
 It is a good approach because changes at the high level for a timebox will NOT affect the baseline.
 It is a good approach because changes to the website information should be based on feedback.
 It is a poor approach because exploration is a behaviour that requires a creative environment to enable change.
 It is a poor approach because some of the website pages should be moved to the next timebox.
By seeking feedback from staff on rough drawings of the website pages, the Marketing Team can make informed decisions about what content is most valuable and should be prioritized for delivery within the current timebox. This responsive approach allows the team to adapt to feedback effectively, ensuring the final product meets stakeholder needs.NO.31 Project scenario – Get fit with football!(Note: The companies and people within the scenario are fictional)IntroductionA Local Government Authority (LGA) has decided to organize a six-a-side football tournament. The tournament will contribute towards achieving the targets set by a national initiative to improve the fitness of children under the age of 16. As part of the LGA’s policy of self-funding, this has to be achieved at zero cost to the LGA (and therefore the local tax payer). The cost of the event will be covered through fees paid by teams registered to take part in the tournament, sponsorship and monies raised during the day. Any surplus would be used for the maintenance of local sports centres.Teams can register under one of several age groups for both boys and girls. In addition, family members are asked to attend to provide support.This sports event is designed to be a family day out. The football tournament will have an event village including a kidz’-zone, catering, car parking, mobile changing rooms and toilets. The tournament will take place on the LGA-owned football pitches near the centre of the town, although space is somewhat limited.ScopeThe initial scope of the project includes:a marketing campaign to promote the event;a celebrity to open the event;a website to provide information about the event and handle applications; an event village to support the ‘family day out’; the training of LGA staff as volunteers to run and support the event; back-office processes to handle the applications; fundraising to cover the cost of the event.The project has been set up with four work streams to deliver this work:1. Marketing2. Website3. Event Village4. Staff TrainingProject BackgroundThe LGA have extensive experience in using PRINCE2 and will run the event as a single project. The project manager is fully conversant with PRINCE2 Agile. One office in the LGA building in the centre of town has been given to the project for the entire duration. The office is across the corridor from the Marketing Department and the project manager has already put a sign on the door that says ‘Mission Control’.TimelineAn initial timeline has been suggested and is shown in the following diagram. The timeline may evolve due to the agile ways of working. The timeline shows how work streams are broken down into work packages and/or timeboxes.Marketing – Additional informationThe marketing campaign has two key areas to promote:1. The event itself including the football tournament, event village and fundraising activities.2. The LGA’s long term aim to improve the fitness of children under the age of 16.The Marketing Team has received some initial Scrum training but is unsure how it can be applied to their marketing work.The Marketing Team is keen that the project manager provides them with a clear brief for the campaign before they spend too much time on it.They have experience of working with a variety of marketing channels, although they are not sure which channel(s) will work most effectively to promote this type of event, and in particular to promote the LGA’s longer term health aims.The Marketing Team is not clear on the priority to assign to the two aims for the event.The Marketing Team will publish advertisements and/or promotional material every week, with more information in each issue to keep the message up to date.Nine releases are scheduled at the end of each of the nine week-long timeboxes.The nine timeboxes within the marketing work stream are scheduled to include:advertisements:a radio interview;production of a hand-out/flyer;banners and signs to put up around the town and at the event;the provision of a website and social media content;promotional posters to be displayed by local businesses.Using the Project Scenario and Marketing Additional information, answer the following question:Which approach BEST outlines how to apply the ‘continued business justification’ principle during the initiation stage?
 Plan to publish a simple advertisement within a few days of timebox one to get feedback.
 Request that the Head of the LGA confirms that the funding is available.
 Plan a ‘Design the Best Poster’ competition in schools to encourage fitness awareness in children.
 Define a brief for the marketing campaign with costings for the use of each marketing approach.
Continued business justification ensures that the project remains viable throughout its life cycle. By confirming that funding is available, the project manager ensures that there are sufficient resources to support the project, aligning with the principle of maintaining justification for the project’s continuation.NO.32 Project scenario – Get fit with football!(Note: The companies and people within the scenario are fictional)IntroductionA Local Government Authority (LGA) has decided to organize a six-a-side football tournament. The tournament will contribute towards achieving the targets set by a national initiative to improve the fitness of children under the age of 16. As part of the LGA’s policy of self-funding, this has to be achieved at zero cost to the LGA (and therefore the local tax payer). The cost of the event will be covered through fees paid by teams registered to take part in the tournament, sponsorship and monies raised during the day. Any surplus would be used for the maintenance of local sports centres.Teams can register under one of several age groups for both boys and girls. In addition, family members are asked to attend to provide support.This sports event is designed to be a family day out. The football tournament will have an event village including a kidz’-zone, catering, car parking, mobile changing rooms and toilets. The tournament will take place on the LGA-owned football pitches near the centre of the town, although space is somewhat limited.ScopeThe initial scope of the project includes:a marketing campaign to promote the event;a celebrity to open the event;a website to provide information about the event and handle applications; an event village to support the ‘family day out’; the training of LGA staff as volunteers to run and support the event; back-office processes to handle the applications; fundraising to cover the cost of the event.The project has been set up with four work streams to deliver this work:1. Marketing2. Website3. Event Village4. Staff TrainingProject BackgroundThe LGA have extensive experience in using PRINCE2 and will run the event as a single project. The project manager is fully conversant with PRINCE2 Agile. One office in the LGA building in the centre of town has been given to the project for the entire duration. The office is across the corridor from the Marketing Department and the project manager has already put a sign on the door that says ‘Mission Control’.TimelineAn initial timeline has been suggested and is shown in the following diagram. The timeline may evolve due to the agile ways of working. The timeline shows how work streams are broken down into work packages and/or timeboxes.Marketing – Additional informationThe marketing campaign has two key areas to promote:1. The event itself including the football tournament, event village and fundraising activities.2. The LGA’s long term aim to improve the fitness of children under the age of 16.The Marketing Team has received some initial Scrum training but is unsure how it can be applied to their marketing work.The Marketing Team is keen that the project manager provides them with a clear brief for the campaign before they spend too much time on it.They have experience of working with a variety of marketing channels, although they are not sure which channel(s) will work most effectively to promote this type of event, and in particular to promote the LGA’s longer term health aims.The Marketing Team is not clear on the priority to assign to the two aims for the event.The Marketing Team will publish advertisements and/or promotional material every week, with more information in each issue to keep the message up to date.Nine releases are scheduled at the end of each of the nine week-long timeboxes.The nine timeboxes within the marketing work stream are scheduled to include:advertisements:a radio interview;production of a hand-out/flyer;banners and signs to put up around the town and at the event;the provision of a website and social media content;promotional posters to be displayed by local businesses.Using the Project Scenario and Marketing Additional information, answer the following question:The Marketing Team is concerned that if local schools hold their annual fundraiser on the same day as the football tournament, this may cause attendance to be adversely affected.The team manager has asked the business analyst to investigate this risk further and report back to the team at the next daily stand-up.Which BEST explains how this approach manages risk?
 It is a good approach because the business analyst is responsible for capturing the wider customer view.
 It is a good approach because discussions in the daily stand-up are a way to actively manage risk.
 It is a poor approach because the team manager should carry out actions related to risks that may impact delivery.
 It is a poor approach because this risk is outside the project’s control so it is NOT relevant to the Marketing Team.
The daily stand-up is an opportunity for the team to discuss ongoing issues, including risks. By having the business analyst investigate the potential conflict with the local schools’ fundraiser and report back, the team can address this risk proactively and make informed decisions on how to mitigate it, thus managing risk effectively.NO.33 Project scenario – Get fit with football!(Note: The companies and people within the scenario are fictional)IntroductionA Local Government Authority (LGA) has decided to organize a six-a-side football tournament. The tournament will contribute towards achieving the targets set by a national initiative to improve the fitness of children under the age of 16. As part of the LGA’s policy of self-funding, this has to be achieved at zero cost to the LGA (and therefore the local tax payer). The cost of the event will be covered through fees paid by teams registered to take part in the tournament, sponsorship and monies raised during the day. Any surplus would be used for the maintenance of local sports centres.Teams can register under one of several age groups for both boys and girls. In addition, family members are asked to attend to provide support.This sports event is designed to be a family day out. The football tournament will have an event village including a kidz’-zone, catering, car parking, mobile changing rooms and toilets. The tournament will take place on the LGA-owned football pitches near the centre of the town, although space is somewhat limited.ScopeThe initial scope of the project includes:a marketing campaign to promote the event;a celebrity to open the event;a website to provide information about the event and handle applications;an event village to support the ‘family day out’;the training of LGA staff as volunteers to run and support the event;back-office processes to handle the applications;fundraising to cover the cost of the event.The project has been set up with four work streams to deliver this work:1. Marketing2. Website3. Event Village4. Staff TrainingProject BackgroundThe LGA have extensive experience in using PRINCE2 and will run the event as a single project. The project manager is fully conversant with PRINCE2 Agile. One office in the LGA building in the centre of town has been given to the project for the entire duration. The office is across the corridor from the Marketing Department and the project manager has already put a sign on the door that says ‘Mission Control’.TimelineAn initial timeline has been suggested and is shown in the following diagram. The timeline may evolve due to the agile ways of working. The timeline shows how work streams are broken down into work packages and/or timeboxes.Staff Training – Additional informationThe event will be supervised primarily by LGA staff volunteers. They will need to be trained in various skills so that:
 the event is carried out safely and professionally;
 staff members are able to give advice on health and fitness.This is covered by four work packages:1. Training syllabus:* High-level design of the manual.* Content of each module.2. Course content for safety and professionalism:* Detailed design of two modules:* Health and Safety including basic first aid.* Customer relations to look after people attending the event.* Piloting the modules with a group of volunteers.3. Course content tor giving advice on health and fitness:* Detailed design of two modules:* Exercise fundamentals including how to warm up and cool down.* Healthy eating including what types of food are good for you.* Piloting the modules with a group of volunteers.4. Training delivery:* Production of the training manual;* Delivery of the training to the rest of the volunteers.The Staff Training Team is staffed by in-house training staff members that have been involved in several waterfall projects but have not had any exposure to agile.Using the Project Scenario and Staff Training Additional information, answer the following question:The Stall Training Team has developed the following user story:‘As the LGA, I want all volunteers to have received mandatory health and safety training so that we can ensure that the event takes place in a safe environment for the public.’ There is a high probability that a suitable trainer may not be available to deliver this mandatory training before the football tournament.How should this risk be managed by the Staff Training Team in accordance with the five targets?
 Set its risk tolerance to zero and agree with the project board to immediately find a suitable a trainer in order to meet the deadline.
 Flex the tolerance for this risk to enable the risk to be accepted by the project board at the current level of probability.
 Set a high risk tolerance in relation to this risk and monitor the situation in order to deliver on time and hit the deadline.
 Remove the delivery of health and safety training from the product backlog in order to deliver on time and within the budget.
Flexing the risk tolerance allows the team to acknowledge the current situation while enabling the project board to understand and accept the risk. This approach facilitates informed decision-making regarding potential actions to mitigate the risk without immediately resorting to drastic measures, such as removing the training from the backlog. It keeps the requirement for health and safety training in focus while managing expectations around its delivery.NO.34 Project scenario – Get fit with football!(Note: The companies and people within the scenario are fictional)IntroductionA Local Government Authority (LGA) has decided to organize a six-a-side football tournament. The tournament will contribute towards achieving the targets set by a national initiative to improve the fitness of children under the age of 16. As part of the LGA’s policy of self-funding, this has to be achieved at zero cost to the LGA (and therefore the local tax payer). The cost of the event will be covered through fees paid by teams registered to take part in the tournament, sponsorship and monies raised during the day. Any surplus would be used for the maintenance of local sports centres.Teams can register under one of several age groups for both boys and girls. In addition, family members are asked to attend to provide support.This sports event is designed to be a family day out. The football tournament will have an event village including a kidz’-zone, catering, car parking, mobile changing rooms and toilets. The tournament will take place on the LGA-owned football pitches near the centre of the town, although space is somewhat limited.ScopeThe initial scope of the project includes:a marketing campaign to promote the event;a celebrity to open the event;a website to provide information about the event and handle applications; an event village to support the ‘family day out’; the training of LGA staff as volunteers to run and support the event; back-office processes to handle the applications; fundraising to cover the cost of the event.The project has been set up with four work streams to deliver this work:1. Marketing2. Website3. Event Village4. Staff TrainingProject BackgroundThe LGA have extensive experience in using PRINCE2 and will run the event as a single project. The project manager is fully conversant with PRINCE2 Agile. One office in the LGA building in the centre of town has been given to the project for the entire duration. The office is across the corridor from the Marketing Department and the project manager has already put a sign on the door that says ‘Mission Control’.TimelineAn initial timeline has been suggested and is shown in the following diagram. The timeline may evolve due to the agile ways of working. The timeline shows how work streams are broken down into work packages and/or timeboxes.Website – Additional informationA new website will be built for the event. There are five work packages within this product:1. Initial homepage:Website showing the event details, competition rules, etc.2. Team Registration functionality:team name, player’s names and ages;contact information;payment;lunch pack requirements (includes any special dietary needs);car parking requirements.3. Social media promoting the event and its aims.4. Applications (apps) to promote healthy lifestyles including fitness and healthy eating apps.5. Health Park:An online knowledge base about healthy lifestyles that includes a discussion forum.The Website Team have a lot of experience in IT and have been using agile for several years. They are delivering the website through five two-week timeboxes. The team uses a Scrum Master to facilitate and the Scrum process and coach people accordingly.The Website Team are very good at Scrum. They have created a set of tasks to assess more difficult work and they refer to this as sprint zero.Using the Project Scenario and Website Additional information, answer the following question:The project manager has agreed with the Website team manager delivering the Social Media work package that the team should try using the Kanban method along with their existing Scrum approach to improve delivery.The team is now going to use a Kanban board as part of their information radiator.Which explains the additional benefit of combining these two agile approaches during the ‘managing product delivery’ process?
 A Kanban board makes the status of the Social Media work package visible to the delivery team.
 Using Kanban limits the amount of work being carried out by the team, with the aim of improving delivery during the sprint.
 Using Kanban limits the amount of scope change on the project and therefore increases velocity.
 By using Kanban, collaborative working is enabled between members of the Website Team delivering the social media.
A Kanban board provides a visual representation of the workflow, making it easy for the team to see the status of tasks within the Social Media work package. This increased visibility helps the team manage their work more effectively, identify bottlenecks, and facilitate communication, enhancing overall productivity and coordination during the delivery process.NO.35 Project scenario – Get fit with football!(Note: The companies and people within the scenario are fictional)IntroductionA Local Government Authority (LGA) has decided to organize a six-a-side football tournament. The tournament will contribute towards achieving the targets set by a national initiative to improve the fitness of children under the age of 16. As part of the LGA’s policy of self-funding, this has to be achieved at zero cost to the LGA (and therefore the local tax payer). The cost of the event will be covered through fees paid by teams registered to take part in the tournament, sponsorship and monies raised during the day. Any surplus would be used for the maintenance of local sports centres.Teams can register under one of several age groups for both boys and girls. In addition, family members are asked to attend to provide support.This sports event is designed to be a family day out. The football tournament will have an event village including a kidz’-zone, catering, car parking, mobile changing rooms and toilets. The tournament will take place on the LGA-owned football pitches near the centre of the town, although space is somewhat limited.ScopeThe initial scope of the project includes:a marketing campaign to promote the event;a celebrity to open the event;a website to provide information about the event and handle applications; an event village to support the ‘family day out’; the training of LGA staff as volunteers to run and support the event; back-office processes to handle the applications; fundraising to cover the cost of the event.The project has been set up with four work streams to deliver this work:1. Marketing2. Website3. Event Village4. Staff TrainingProject BackgroundThe LGA have extensive experience in using PRINCE2 and will run the event as a single project. The project manager is fully conversant with PRINCE2 Agile. One office in the LGA building in the centre oftown has been given to the project for the entire duration. The office is across the corridor from the Marketing Department and the project manager has already put a sign on the door that says ‘Mission Control’.TimelineAn initial timeline has been suggested and is shown in the following diagram. The timeline may evolve due to the agile ways of working. The timeline shows how work streams are broken down into work packages and/or timeboxes.Event Village – Additional informationThe aim of the event village is to provide a range of services and activities for anyone attending the football tournament.The event village will comprise a number of work packages:1. Event village design2. A ‘kids-zone’ which includes trampolines and swings, as well as the opportunity to try out other sporting activities3. Stalls which will be sold to local businesses to raise funds for the event:Refreshment stalls within a large food tent. The LGA is keen to promote the culinary diversity of the town whilst adhering to the objective of eating healthily.There are 30 vendor stalls selling products related to the event.The LGA has five stalls to promote their longer term aims and to demonstrate current and future initiatives.4. A car park for 200 cars.5. Temporary facilities including changing rooms, toilets and shower facilities.6. Dismantling of the event village and clean up.The Event Village Team is assembled using staff from various LGA departments who have no experience of working with agile.Using the Project Scenario and Event Village Additional information, answer the following question:There is limited space in the Event Village to accommodate all of the equipment, e.g. the trampolines, ‘kidz- zone’, food tent, car park and changing rooms.It is difficult to assess whether there is sufficient space from the design drawings. One of the team has suggested physically drawing out the actual space occupied by each facility at the site.Which statement BEST describes whether this approach is a good application of the frequent releases focus area?
 It is a good approach because a physical representation will deliver something of use to the project.
 It is a good approach because a design should be an interim stage of the Event Village work package.
 It is a poor approach because releases need to be put into operational use to receive any feedback.
 It is a poor approach because visiting the site of the Event Village is NOT classed as a sub-product.
Creating a physical representation of the space occupied by each facility allows the team to visualize and assess the spatial arrangement more effectively. This tangible output is beneficial for the project, providing a clear understanding of how the various components fit together within the limited space, which aligns with the principle of delivering usable outcomes frequently.NO.36 Project scenario – Get fit with football!(Note: The companies and people within the scenario are fictional)IntroductionA Local Government Authority (LGA) has decided to organize a six-a-side football tournament. The tournament will contribute towards achieving the targets set by a national initiative to improve the fitness of children under the age of 16. As part of the LGA’s policy of self-funding, this has to be achieved at zero cost to the LGA (and therefore the local tax payer). The cost of the event will be covered through fees paid by teams registered to take part in the tournament, sponsorship and monies raised during the day. Any surplus would be used for the maintenance of local sports centres.Teams can register under one of several age groups for both boys and girls. In addition, family members are asked to attend to provide support.This sports event is designed to be a family day out. The football tournament will have an event village including a kidz’-zone, catering, car parking, mobile changing rooms and toilets. The tournament will take place on the LGA-owned football pitches near the centre of the town, although space is somewhat limited.ScopeThe initial scope of the project includes:a marketing campaign to promote the event;a celebrity to open the event;a website to provide information about the event and handle applications; an event village to support the ‘family day out’; the training of LGA staff as volunteers to run and support the event;back-office processes to handle the applications;fundraising to cover the cost of the event.The project has been set up with four work streams to deliver this work:1. Marketing2. Website3. Event Village4. Staff TrainingProject BackgroundThe LGA have extensive experience in using PRINCE2 and will run the event as a single project. The project manager is fully conversant with PRINCE2 Agile. One office in the LGA building in the centre of town has been given to the project for the entire duration. The office is across the corridor from the Marketing Department and the project manager has already put a sign on the door that says ‘Mission Control’.TimelineAn initial timeline has been suggested and is shown in the following diagram. The timeline may evolve due to the agile ways of working. The timeline shows how work streams are broken down into work packages and/or timeboxes.Marketing – Additional informationThe marketing campaign has two key areas to promote:1. The event itself including the football tournament, event village and fundraising activities.2. The LGA’s long term aim to improve the fitness of children under the age of 16.The Marketing Team has received some initial Scrum training but is unsure how it can be applied to their marketing work.The Marketing Team is keen that the project manager provides them with a clear brief for the campaign before they spend too much time on it.They have experience of working with a variety of marketing channels, although they are not sure which channel(s) will work most effectively to promote this type of event, and in particular to promote the LGA’s longer term health aims.The Marketing Team is not clear on the priority to assign to the two aims for the event.The Marketing Team will publish advertisements and/or promotional material every week, with more information in each issue to keep the message up to date.Nine releases are scheduled at the end of each of the nine week-long timeboxes.The nine timeboxes within the marketing work stream are scheduled to include:advertisements:a radio interview;production of a hand-out/flyer;banners and signs to put up around the town and at the event;the provision of a website and social media content;promotional posters to be displayed by local businesses.Using the Project Scenario and Marketing Additional information, answer the following question:The senior user has specified a second charity to which any proceeds should be donated. All marketing material to be used from now onwards must promote the new charity. Banners promoting only the first charity have already been produced, delivered and approved in a previous timebox. The effort to add the new logo to the existing banners is low.How should the Marketing Team respond to this change with respect to the banners already created?
 Handle it at the detailed level using the quality criteria in the product description for the banner.
 Treat it as an item NOT meeting the specification which the banner supplier should rectify.
 Escalate it to the project board as a request to change the detail of an existing product.
 Address it when planning and prioritizing the work in the current or next timebox.
Since the effort to add the new logo is low, it is efficient to incorporate this change during the planning and prioritization of tasks for the current or next timebox. This allows the team to adapt to the new requirement without needing to escalate or disrupt the project flow significantly.NO.37 Project scenario – Get fit with football!(Note: The companies and people within the scenario are fictional)IntroductionA Local Government Authority (LGA) has decided to organize a six-a-side football tournament. The tournament will contribute towards achieving the targets set by a national initiative to improve the fitness of children under the age of 16. As part of the LGA’s policy of self-funding, this has to be achieved at zero cost to the LGA (and therefore the local tax payer). The cost of the event will be covered through fees paid by teams registered to take part in the tournament, sponsorship and monies raised during the day. Any surplus would be used for the maintenance of local sports centres.Teams can register under one of several age groups for both boys and girls. In addition, family members are asked to attend to provide support.This sports event is designed to be a family day out. The football tournament will have an event village including a kidz’-zone, catering, car parking, mobile changing rooms and toilets. The tournament will take place on the LGA-owned football pitches near the centre of the town, although space is somewhat limited.ScopeThe initial scope of the project includes:a marketing campaign to promote the event;a celebrity to open the event;a website to provide information about the event and handle applications; an event village to support the ‘family day out’; the training of LGA staff as volunteers to run and support the event; back-office processes to handle the applications; fundraising to cover the cost of the event.The project has been set up with four work streams to deliver this work:1. Marketing2. Website3. Event Village4. Staff TrainingProject BackgroundThe LGA have extensive experience in using PRINCE2 and will run the event as a single project. The project manager is fully conversant with PRINCE2 Agile. One office in the LGA building in the centre of town has been given to the project for the entire duration. The office is across the corridor from the Marketing Department and the project manager has already put a sign on the door that says ‘Mission Control’.TimelineAn initial timeline has been suggested and is shown in the following diagram. The timeline may evolve due to the agile ways of working. The timeline shows how work streams are broken down into work packages and/or timeboxes.Event Village – Additional informationThe aim of the event village is to provide a range of services and activities for anyone attending the football tournament.The event village will comprise a number of work packages:1. Event village design2. A ‘kids-zone’ which includes trampolines and swings, as well as the opportunity to try out other sporting activities3. Stalls which will be sold to local businesses to raise funds for the event:Refreshment stalls within a large food tent. The LGA is keen to promote the culinary diversity of the town whilst adhering to the objective of eating healthily.There are 30 vendor stalls selling products related to the event.The LGA has five stalls to promote their longer term aims and to demonstrate current and future initiatives.4. A car park for 200 cars.5. Temporary facilities including changing rooms, toilets and shower facilities.6. Dismantling of the event village and clean up.The Event Village Team is assembled using staff from various LGA departments who have no experience of working with agile.Using the Project Scenario and Event Village Additional information, answer the following question:It has been agreed that supervised access to the vendor stalls will only be allowed between 16:00 and 20:00 on the day before the event to allow set-up.Which is the BEST means of communicating these arrangements to all of the vendors?
 Using visualizations in the form of diagrams and pictures.
 By e-mailing everyone and asking for confirmation of receipt.
 By telephone to discuss the arrangements with each stall holder.
 Face to face in a workshop to enable discussion.
Emailing all vendors provides a clear, documented way to communicate the specific arrangements, and requesting confirmation of receipt ensures that each vendor acknowledges the information. This method is efficient for reaching multiple vendors simultaneously while allowing them to refer back to the details later.NO.38 Project scenario – Get fit with football!(Note: The companies and people within the scenario are fictional)IntroductionA Local Government Authority (LGA) has decided to organize a six-a-side football tournament. The tournament will contribute towards achieving the targets set by a national initiative to improve the fitness of children under the age of 16. As part of the LGA’s policy of self-funding, this has to be achieved at zero cost to the LGA (and therefore the local tax payer). The cost of the event will be covered through fees paid by teams registered to take part in the tournament, sponsorship and monies raised during the day. Any surplus would be used for the maintenance of local sports centres.Teams can register under one of several age groups for both boys and girls. In addition, family members are asked to attend to provide support.This sports event is designed to be a family day out. The football tournament will have an event village including a kidz’-zone, catering, car parking, mobile changing rooms and toilets. The tournament will take place on the LGA-owned football pitches near the centre of the town, although space is somewhat limited.ScopeThe initial scope of the project includes:a marketing campaign to promote the event;a celebrity to open the event;a website to provide information about the event and handle applications;an event village to support the ‘family day out’;the training of LGA staff as volunteers to run and support the event;back-office processes to handle the applications;fundraising to cover the cost of the event.The project has been set up with four work streams to deliver this work:1. Marketing2. Website3. Event Village4. Staff TrainingProject BackgroundThe LGA have extensive experience in using PRINCE2 and will run the event as a single project. The project manager is fully conversant with PRINCE2 Agile. One office in the LGA building in the centre of town has been given to the project for the entire duration. The office is across the corridor from the Marketing Department and the project manager has already put a sign on the door that says ‘Mission Control’.TimelineAn initial timeline has been suggested and is shown in the following diagram. The timeline may evolve due to the agile ways of working. The timeline shows how work streams are broken down into work packages and/or timeboxes.Website – Additional informationA new website will be built for the event. There are five work packages within this product:1. Initial homepage:Website showing the event details, competition rules, etc.2. Team Registration functionality:team name, player’s names and ages;contact information;payment;lunch pack requirements (includes any special dietary needs);car parking requirements.3. Social media promoting the event and its aims.4. Applications (apps) to promote healthy lifestyles including fitness and healthy eating apps.5. Health Park:An online knowledge base about healthy lifestyles that includes a discussion forum.The Website Team have a lot of experience in IT and have been using agile for several years. They are delivering the website through five two-week timeboxes. The team uses a Scrum Master to facilitate and the Scrum process and coach people accordingly.The Website Team are very good at Scrum. They have created a set of tasks to assess more difficult work and they refer to this as sprint zero.Using the Project Scenario and Website Additional information, answer the following question:The project manager facilitated a visioning workshop to develop the project product description.Which statement, captured during the workshop, should be recorded in the project product description under the ‘Composition’ heading?
 Team registration should capture: team name, players’ names and ages, main contact for team, registration fees, parking and lunch requirements as well providing confirmation of booking.
 The website must include the ability for teams to register for the football tournament (team registration).
 The website must comply with all relevant data protection legislation.
 As the organizer of the football tournament, I must be able to identify which teams have registered (under each age group) so that I can plan the tournament.
The ‘Composition’ section of the project product description details the specific elements and components that make up the product. This statement outlines the exact data and requirements that the team registration must capture, providing clarity on what the registration process entails.NO.39 Project scenario – Get fit with football!(Note: The companies and people within the scenario are fictional)IntroductionA Local Government Authority (LGA) has decided to organize a six-a-side football tournament. The tournament will contribute towards achieving the targets set by a national initiative to improve the fitness of children under the age of 16. As part of the LGA’s policy of self-funding, this has to be achieved at zero cost to the LGA (and therefore the local tax payer). The cost of the event will be covered through fees paid by teams registered to take part in the tournament, sponsorship and monies raised during the day. Any surplus would be used for the maintenance of local sports centres.Teams can register under one of several age groups for both boys and girls. In addition, family members are asked to attend to provide support.This sports event is designed to be a family day out. The football tournament will have an event village including a kidz’-zone, catering, car parking, mobile changing rooms and toilets. The tournament will take place on the LGA-owned football pitches near the centre of the town, although space is somewhat limited.ScopeThe initial scope of the project includes:a marketing campaign to promote the event;a celebrity to open the event;a website to provide information about the event and handle applications; an event village to support the ‘family day out’; the training of LGA staff as volunteers to run and support the event; back-office processes to handle the applications; fundraising to cover the cost of the event.The project has been set up with four work streams to deliver this work:1. Marketing2. Website3. Event Village4. Staff TrainingProject BackgroundThe LGA have extensive experience in using PRINCE2 and will run the event as a single project. The project manager is fully conversant with PRINCE2 Agile. One office in the LGA building in the centre of town has been given to the project for the entire duration. The office is across the corridor from the Marketing Department and the project manager has already put a sign on the door that says ‘Mission Control’.TimelineAn initial timeline has been suggested and is shown in the following diagram. The timeline may evolve due to the agile ways of working. The timeline shows how work streams are broken down into work packages and/or timeboxes.Website – Additional informationA new website will be built for the event. There are five work packages within this product:1. Initial homepage:Website showing the event details, competition rules, etc.2. Team Registration functionality:team name, player’s names and ages;contact information;payment;lunch pack requirements (includes any special dietary needs);car parking requirements.3. Social media promoting the event and its aims.4. Applications (apps) to promote healthy lifestyles including fitness and healthy eating apps.5. Health Park:An online knowledge base about healthy lifestyles that includes a discussion forum.The Website Team have a lot of experience in IT and have been using agile for several years. They are delivering the website through five two-week timeboxes. The team uses a Scrum Master to facilitate and the Scrum process and coach people accordingly.The Website Team are very good at Scrum. They have created a set of tasks to assess more difficult work and they refer to this as sprint zero.Using the Project Scenario and Website Additional information, answer the following question:The Apps and Social Media work package includes the following requirements:1. Fitness app – Must Have2. Healthy eating app – Should HaveThe burn-down chart is showing an ever-increasing negative gap between the ideal rate of progress and what has actually been delivered. The team manager decided not to deliver the healthy eating app. However, it is still forecast that requirement 1 cannot be completed within the current timebox.The team manager escalated the issue to the project manager who instructed the team manager to immediately remove the burn-down chart from the information radiator.What BEST explains how this approach applies the ‘manage by exception’ principle while taking into account the PRINCE2 Agile behaviours?
 It applies the principle well because the project manager will now decide how to proceed with the issue.
 It applies the principle well because the project manager’s decision helps the Website Team self- organize within the constraints of the work package.
 It applies the principle poorly because the Website Team should be empowered to deal with issues relating to the work package.
 It applies the principle poorly because everyone in the Website Team should be aware that the work package is outside of tolerance.
By removing the burn-down chart from the information radiator, the project manager limits the team’s ability to visualize and manage their progress and challenges. In PRINCE2 Agile, teams should be empowered to handle issues within their work package, and transparency through tools like the burn-down chart is essential for self-management and collaboration.NO.40 Project scenario – Get fit with football!(Note: The companies and people within the scenario are fictional)IntroductionA Local Government Authority (LGA) has decided to organize a six-a-side football tournament. The tournament will contribute towards achieving the targets set by a national initiative to improve the fitness of children under the age of 16. As part of the LGA’s policy of self-funding, this has to be achieved at zero cost to the LGA (and therefore the local tax payer). The cost of the event will be covered through fees paid by teams registered to take part in the tournament, sponsorship and monies raised during the day. Any surplus would be used for the maintenance of local sports centres.Teams can register under one of several age groups for both boys and girls. In addition, family members are asked to attend to provide support.This sports event is designed to be a family day out. The football tournament will have an event village including a kidz’-zone, catering, car parking, mobile changing rooms and toilets. The tournament will take place on the LGA-owned football pitches near the centre of the town, although space is somewhat limited.ScopeThe initial scope of the project includes:a marketing campaign to promote the event;a celebrity to open the event;a website to provide information about the event and handle applications; an event village to support the ‘family day out’; the training of LGA staff as volunteers to run and support the event; back-office processes to handle the applications; fundraising to cover the cost of the event.The project has been set up with four work streams to deliver this work:1. Marketing2. Website3. Event Village4. Staff TrainingProject BackgroundThe LGA have extensive experience in using PRINCE2 and will run the event as a single project. The project manager is fully conversant with PRINCE2 Agile. One office in the LGA building in the centre of town has been given to the project for the entire duration. The office is across the corridor from the Marketing Department and the project manager has already put a sign on the door that says ‘Mission Control’.TimelineAn initial timeline has been suggested and is shown in the following diagram. The timeline may evolve due to the agile ways of working. The timeline shows how work streams are broken down into work packages and/or timeboxes.Marketing – Additional informationThe marketing campaign has two key areas to promote:1. The event itself including the football tournament, event village and fundraising activities.2. The LGA’s long term aim to improve the fitness of children under the age of 16.The Marketing Team has received some initial Scrum training but is unsure how it can be applied to their marketing work.The Marketing Team is keen that the project manager provides them with a clear brief for the campaign before they spend too much time on it.They have experience of working with a variety of marketing channels, although they are not sure which channel(s) will work most effectively to promote this type of event, and in particular to promote the LGA’s longer term health aims.The Marketing Team is not clear on the priority to assign to the two aims for the event.The Marketing Team will publish advertisements and/or promotional material every week, with more information in each issue to keep the message up to date.Nine releases are scheduled at the end of each of the nine week-long timeboxes.The nine timeboxes within the marketing work stream are scheduled to include:advertisements:a radio interview;production of a hand-out/flyer;banners and signs to put up around the town and at the event;the provision of a website and social media content;promotional posters to be displayed by local businesses.Using the Project Scenario and Marketing Additional information, answer the following question:Many Marketing Team members were expressing frustration that some members of the team had worked only on specific products and had not helped in the delivery of others. Therefore, the Marketing Team produced a Glad! Sad! Mad! board during a recent retrospective.Which statement explains why this approach to identifying issues is appropriate for the ‘controlling a stage’ process?
 A retrospective should identity all areas of improvement that should be actioned by a team.
 Glad! Sad! Mad! is a feedback technique that focuses on feelings and helps to identify improvements.
 Glad! Sad! Mad! is a feedback technique used in a retrospective to monitor the progress of a team.
 The retrospective empowers the delivery teams to work with a visual approach durinq a timebox.
The Glad! Sad! Mad! board allows team members to express their feelings about their experiences during the stage, helping to surface issues and areas for improvement. This emotional feedback can be crucial in identifying specific challenges within the team dynamics and product delivery, facilitating better control and adjustments for future stages.NO.41 Project scenario – Get fit with football!(Note: The companies and people within the scenario are fictional)IntroductionA Local Government Authority (LGA) has decided to organize a six-a-side football tournament. The tournament will contribute towards achieving the targets set by a national initiative to improve the fitness of children under the age of 16. As part of the LGA’s policy of self-funding, this has to be achieved at zero cost to the LGA (and therefore the local tax payer). The cost of the event will be covered through fees paid by teams registered to take part in the tournament, sponsorship and monies raised during the day. Any surplus would be used for the maintenance of local sports centres.Teams can register under one of several age groups for both boys and girls. In addition, family members are asked to attend to provide support.This sports event is designed to be a family day out. The football tournament will have an event village including a kidz’-zone, catering, car parking, mobile changing rooms and toilets. The tournament will take place on the LGA-owned football pitches near the centre of the town, although space is somewhat limited.ScopeThe initial scope of the project includes:a marketing campaign to promote the event;a celebrity to open the event;a website to provide information about the event and handle applications; an event village to support the ‘family day out’; the training of LGA staff as volunteers to run and support the event; back-office processes to handle the applications; fundraising to cover the cost of the event.The project has been set up with four work streams to deliver this work:1. Marketing2. Website3. Event Village4. Staff TrainingProject BackgroundThe LGA have extensive experience in using PRINCE2 and will run the event as a single project. The project manager is fully conversant with PRINCE2 Agile. One office in the LGA building in the centre of town has been given to the project for the entire duration. The office is across the corridor from the Marketing Department and the project manager has already put a sign on the door that says ‘Mission Control’.TimelineAn initial timeline has been suggested and is shown in the following diagram. The timeline may evolve due to the agile ways of working. The timeline shows how work streams are broken down into work packages and/or timeboxes.Staff Training – Additional informationThe event will be supervised primarily by LGA staff volunteers. They will need to be trained in various skills so that:
 the event is carried out safely and professionally;
 staff members are able to give advice on health and fitness.This is covered by four work packages:1. Training syllabus:* High-level design of the manual.* Content of each module.2. Course content for safety and professionalism:* Detailed design of two modules:* Health and Safety including basic first aid.* Customer relations to look after people attending the event.* Piloting the modules with a group of volunteers.3. Course content tor giving advice on health and fitness:* Detailed design of two modules:* Exercise fundamentals including how to warm up and cool down.* Healthy eating including what types of food are good for you.* Piloting the modules with a group of volunteers.4. Training delivery:* Production of the training manual;* Delivery of the training to the rest of the volunteers.The Staff Training Team is staffed by in-house training staff members that have been involved in several waterfall projects but have not had any exposure to agile.Using the Project Scenario and Staff Training Additional information, answer the following question:The project product description for the sports event includes the following acceptance criteria (AC):* It must be possible for the training materials to be maintained in the future by the LGA training department.* The training materials must be usable for future events run by the LGA.Which reason explains why the team manager should protect the level of quality in relation to the acceptance criteria?
 The AC should be delivered as a minimum viable product.
 The AC should be made transparent for maintenance by the training department.
 The AC should be met so that the cost of ownership of the materials is acceptable.
 The AC should be tested using spikes to trial the maintenance procedures.
Ensuring that the acceptance criteria are met is crucial for maintaining the quality of the training materials.This not only affects the usability for future events but also impacts the long-term cost of ownership, as high- quality materials will require less maintenance and adaptation over time. Protecting quality helps ensure that the investment in the training materials is justified and sustainable for future use. Loading …






	
	

PRINCE2 PRINCE2-Agile-Practitioner Exam Syllabus Topics:
TopicDetailsTopic 1Skills and Processes: This section measures the capabilities of PRINCE2 Project Managers in utilizing best practice guidance for project delivery. It focuses on equipping professionals with the necessary skills to manage projects effectively in fast-paced environments.Topic 2Certification Validity: This section informs candidates about the certification's validity period, which is three years for PRINCE2 Agile Practitioner holders. The emphasis is on maintaining certification through either re-sitting the exam or engaging in AXELOS membership activities.Topic 3PRINCE2 Agile® Practitioner Overview: This section of the exam measures the skills of PRINCE2 Project Managers and covers the integration of PRINCE2 and Agile methodologies. Candidates will learn how to effectively combine these approaches to create a comprehensive project management solution that balances control with flexibility.Topic 4Project Management Solution: This domain is aimed at PRINCE2 Agile Practitioners and highlights the importance of a complete project management solution. It emphasizes the synergy between agile flexibility and the structured framework of PRINCE2.Topic 5Target Audience: This domain is designed for professionals working in project environments, particularly those responsible for integrating project management with product delivery. It outlines the certification's relevance for individuals looking to enhance their project management capabilities while maintaining governance and control.

 

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