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

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

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Über den Vortrag

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

Quiz zum Vortrag

  1. It should be tailored to suit the project's size, capability and risk
  2. It should value responding to change more than following a plan
  3. It should implement iterative feedback loops
  4. It should apply the concept of build-measure-learn
  1. To assess how possible changes will impact the baselined aspects of the project
  2. To ensure that the project delivers to the baseline specified during project initiation
  3. To assess and control the uncertainty surrounding the baselined products
  4. To establish mechanisms to prevent changes to the baselined aspects of the project
  1. To establish that nothing further is required from the project
  2. To produce the stage plan for the activities in the final stage
  3. To confirm that all the project benefits have been achieved
  4. To agree what is required for accepting and executing project work
  1. 1 and 4
  2. 1 and 2
  3. 2 and 3
  4. 3 and 4
  1. 1 and 2
  2. 2 and 3
  3. 3 and 4
  4. 1 and 4
  1. The work scope is complex and difficult to deliver
  2. A few small routine improvements are required
  3. The work will be carried out by an operational team
  4. There is a degree of certainty to the work required
  1. Scrum
  2. Lean
  3. Lean Startup
  4. Kanban
  1. How to map the common agile roles to the PRINCE2 project management team structure
  2. How to choose which agile behaviours to incorporate
  3. How to decide if the PRINCE2 method is appropriate for a specific project
  4. How to select the most appropriate agile framework to use
  1. It is suitable for use on any project, if appropriately tailored
  2. It assumes that the outputs will relate to IT systems
  3. It requires that the project is relatively small and simple
  4. It requires that the project has high levels of uncertainty
  1. 1 and 4
  2. 1 and 2
  3. 2 and 3
  4. 3 and 4
  1. By flexing what is delivered to make it easier to stay in control
  2. By using the Agilometer to assess the risks associated with delivery
  3. By using shorter stages to produce the product in an innovative way
  4. By using the inspect and adapt technique to continually receive feedback
  1. It empowers people to self-organize and stay in control
  2. It supports the 'inspect and adapt' technique
  3. It supports many short stages in situations of high uncertainty
  4. It prioritizes quality criteria at product level
  1. It helps to create mutual respect throughout the project
  2. It enables information to pass freely in a culture of commitment
  3. It seeks out feedback from stakeholders collaboratively
  4. It allows everyone to know the situation and there are no surprises
  1. It promotes the use of learning to improve the products produced by the project
  2. It uses the people closest to the work as they know best how to get the work done
  3. It encourages people to use the most effective channel to communicate
  4. It displays progress information so everyone knows the situation
  1. The team manager
  2. The project manager
  3. The project board
  4. The project team
  1. Software
  2. Manufacturing
  3. Economics
  4. Mathematics
  1. It is unlikely that detailed requirements can be mapped directly to the business case
  2. It is likely that detailed requirements can be mapped directly to the business case
  3. It is unlikely that high-level requirements can be mapped directly to the business case
  4. It is unlikely that intermediate-level requirements can be mapped directly to the business case
  1. Planning horizon
  2. Empiricism
  3. Rationalism
  4. Planning poker
  1. Inevitable
  2. Unwelcome
  3. Avoidable
  4. Desirable
  1. The alignment of common agile roles should be easy
  2. The alignment of common agile roles is less obvious
  3. The alignment of common agile roles should be avoided
  4. The alignment of common agile roles is impossible
  1. It has met the acceptance criteria
  2. It has been planned into a sprint
  3. It has been delivered to budget
  4. It has used the right number of resources
  1. Starting up a project
  2. Controlling a stage
  3. Initiating a project
  4. Managing a stage boundary
  1. Managing product delivery
  2. Starting up a project
  3. Managing a stage boundary
  4. Initiating a project
  1. To review the amount delivered
  2. To review the cost incurred
  3. To review the time spent
  4. To review the risks closed
  1. Directing a project
  2. Starting up a project
  3. Initiating a project
  4. Closing a project
  1. 2 and 3
  2. 1 and 2
  3. 3 and 4
  4. 1 and 4
  1. It allows for a more accurate final product
  2. It delivers an early realization of benefits
  3. It checks that the customer needs everything they have asked for
  4. It leads to a lower cost of ownership throughout the life of the product
  1. Time tolerance is fixed
  2. Time tolerance is flexed
  3. Time tolerance can be fixed or flexed
  4. Time tolerance can be fixed and flexed
  1. It allows the project to deliver early realization of benefits
  2. It supports the trading of requirements with others of a similar size
  3. It avoids the use of extra people to improve progress within a sprint
  4. It maintains the activities that ensure the level of quality
  1. It allows team members to change according to the needs of the project
  2. It allows for a more accurate final product
  3. It is achieved by ensuring that support teams have appropriate training
  4. It encourages the customer to raise new ideas
  1. It prioritizes the features that the customer really wants
  2. It is achieved by swapping features for others of a similar size
  3. It is achieved by setting the project baseline at the correct level
  4. It encourages the customer to raise new ideas
  1. It leads to a lower cost throughout the life of a product
  2. It helps with planning dependencies between projects
  3. It accepts that not everything that is defined must be delivered
  4. It improves your reputation with your customer
  1. Using a piece of work to understand more about a given situation
  2. Using evidence to make decisions about a given situation
  3. Improving processes by maximizing value
  4. Escalating variances from a plan
  1. To assess progress
  2. To plan the next timebox
  3. To announce team changes
  4. To summarize a sprint
  1. It represents the benefits delivered proportional to the resources used
  2. It is a measurable decline resulting from an outcome
  3. It is an objective measure used by different people to assess it
  4. It does not need to be measured or tracked as it is subjective
  1. Velocity
  2. Work-in-progress (WIP)
  3. User stories
  4. Spiking
  1. A linear and sequential development approach
  2. An iterative and incremental development approach
  3. A lightweight and flexible project approach
  4. A prototyping and visualization approach
  1. Using brainstorming to generate ideas using sticky notes
  2. Planning the logistics including room layout and equipment
  3. Identifying any required pre-reading to be issued
  4. Understanding what the workshop is looking to achieve
  1. Product owner
  2. Team manager
  3. Project manager
  4. Developers
  1. A burn-up chart
  2. A Kanban board
  3. A project product description
  4. A burn-down chart
  1. It may take the form of a simple experiment or prototype in order to promote learning
  2. It is the project product resulting from the project delivering the Must Haves and nothing more
  3. It is a tool that assesses the level of risk associated with using agile combined with PRINCE2
  4. It should go into operational use in order to deliver benefits to the customer
  1. Rationalism for estimates
  2. The Fibonacci sequence
  3. T-shirt sizing
  4. Points per user story
  1. Planning the sprint
  2. Setting the objective
  3. Identifying the attendees
  4. Adjusting the agenda
  1. They are proposed by the pastor of fun to bring out the human side of everyone in the team
  2. They are built by carefully building consensus and involving all delivery team members
  3. They are designed to improve the effectiveness of the self-organizing team by agreeing values
  4. They are typically displayed on the team information radiator, to enable them to evolve over time
  1. The fully defined solution to deliver the requirement
  2. The role that will benefit from the requirement
  3. The effort that is required to deliver the requirement
  4. The business value expected from the requirement
  1. Within the range of ten to a hundred product descriptions or epics
  2. As several hundred detailed user stories relating to product descriptions
  3. In a maximum of ten outline bullet points in the project product description
  4. As ten very detailed user stories relating to project vision objectives
  1. When the participants have established working norms
  2. When there is a large number of participants involved
  3. When there are many strong personalities attending
  4. When the workshop needs to use a variety of techniques
  1. Dates and what features are intended for delivery
  2. Information about the requirements that could be traded
  3. General acceptance criteria for user stories
  4. Product owner and project sponsor responsibilities
  1. To help tailor PRINCE2 according to the agility of the environment
  2. To tailor agile so that it can be used with PRINCE2
  3. To assess how well a project is using the agile techniques
  4. To assess which agile techniques are suitable for a project
  1. Provide information to ensure that benefits are realized in the best order
  2. Conduct tests to check that the release will be executed smoothly
  3. Identify whether a sprint retrospective is necessary
  4. Ensure the release of the agreed products by the delivery teams

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

Dion Training

Dion Training

Jason Dion (DionTraining.com) is a professor and instructor with multiple information technology professional certifications, including Certified Information Systems Security Professional (CISSP), Certified Ethical Hacker (CEH), Certified Network Defense Architect (CNDA), Digital Forensic Examiner (DFE), Digital Media Collector (DMC), CySA+, Security+, Network+, A+, PRINCE2 Practitioner, and ITIL. With decades of project management and networking experience, Jason Dion has been a network engineer, Deputy Director of a Network Operations Center, and an Information Systems Officer for large organizations around the globe.

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