PRINCE2 Agile emphasizes collaboration and responding to change. The correct approach is to use the feedback in an agile manner—refining the backlog and adjusting plans for the next iteration. This aligns with the ‘Agile’ behaviors of embracing change and continuous improvement, while the Project Product Description can be updated to reflect evolving understanding, provided it’s within agreed tolerances.

PRINCE2 Agile focuses on managing by exception and understanding the cause of issues. Investigating external dependencies or environmental impediments (like waiting for third-party inputs or environment instability) is a systemic view aligned with agile principles. Blaming individual performance (option D) contradicts agile’s team-based approach, while strict adherence to ceremonies (option A) is less critical than removing impediments to flow.

PRINCE2 Agile uses a layered planning approach. The stage plan (a management plane) sets the management stage boundaries, tolerances, and high-level objectives. Within this, the team uses agile plans (sprint/iteration backlogs) to manage the detailed work. This creates a clear delegation of control: the project manager manages the stage, and the team manages the iteration, aligning PRINCE2’s control with agile self-organization.

The Agilometer is a PRINCE2 Agile tool used to assess a project’s context and determine the appropriate agile behaviors and techniques. It helps answer the question, ‘How agile can we be?’ In a scenario with fixed time and cost but flexible scope, the Agilometer would guide the team on how to use agile approaches (like rigorous backlog prioritization) to deliver maximum value within the fixed constraints.

PRINCE2 Agile integrates change control from PRINCE2 with agile’s welcoming attitude to change. The correct first step is to follow the ‘Issue’ procedure: capture it, and then assess its impact. This assessment must consider if accepting the change would breach the agreed tolerances for the current management stage or the overall project. This ensures governance is maintained while evaluating valuable changes.

While all themes are tailored, the Quality theme undergoes significant adaptation. In PRINCE2 Agile, the traditional quality planning is augmented with agile practices like: defining quality as ‘fit for purpose’ based on user feedback, continuous testing integrated into sprints, automated acceptance criteria (e.g., via Behavior-Driven Development), and using working software as the primary quality measure. This shift from upfront specification to continuous validation is central to agile delivery.

In MoSCoW, ‘Must Haves’ are critical for success, ‘Should Haves’ are important but not vital, and ‘Could Haves’ are less important. If the team is working on ‘Could Haves’ before completing ‘Should Haves,’ it suggests the plan may be overly optimistic. The velocity may be lower than forecasted, risking that the important ‘Should Haves’ won’t be delivered within the stage/project constraints. This is a potential tolerance issue the project manager must investigate and possibly escalate.

A core agile concept adopted by PRINCE2 Agile is that ‘working software is the primary measure of progress.’ Therefore, progress is tracked through tangible outputs—completed product increments in a sprint review. This contrasts with a more traditional view that might focus on document completion or task percentage complete. This shift ensures the project is genuinely moving towards a valuable outcome.

This is a fundamental PRINCE2 control point adapted for agile. The project board directs by exception. They authorize a stage plan (which for an agile stage will be based on release plans and forecasts, not detailed task lists) and set the tolerances within which the project manager can operate. This gives the project manager the authority to manage the agile delivery (e.g., run sprints, re-prioritize the backlog) as long as they stay within those agreed limits.

PRINCE2 Agile emphasizes collaboration and responding to change. The correct approach is to use the feedback in an agile manner—refining the backlog and adjusting plans for the next iteration. This aligns with the ‘Agile’ behaviors of embracing change and continuous improvement, while the Project Product Description can be updated to reflect evolving understanding, provided it’s within agreed tolerances.0