PRINCE2-Agile-Foundation Exam Dumps - PRINCE2 Agile Questions and Answers

The assess step involves evaluating the probability and impact of identified risks to determine their severity and prioritize them for management. This step is crucial for effective risk control and helps allocate resources appropriately.

Planning relates to defining how to manage risks, identification involves discovering risks, and implementation concerns applying risk responses.

Agile Foundation guidance clearly states that the transition from merely “doing Agile” to truly “being Agile” is driven by adopting an Agile mindset, making option C the correct answer. An Agile mindset represents a set of beliefs, attitudes, and ways of thinking that prioritize flexibility, learning, collaboration, and continuous improvement over rigid plans and fixed assumptions. Without this mindset, Agile practices often become mechanical routines that fail to deliver their intended benefits.

“Doing Agile” typically involves implementing visible practices such as daily stand-ups, iterations, backlogs, or boards. While these practices are useful, Agile Foundation documents emphasize that they only create lasting value when supported by the right mindset. “Being Agile” means embracing uncertainty, welcoming change, learning from feedback, and focusing on delivering value rather than following predefined plans. The Agile mindset encourages experimentation, reflection, and adaptation at both team and organizational levels.

Option A, the Agile Onion, is a conceptual model that explains the layers of Agile but does not itself transform behavior. Option B, psychological safety, is an important enabler that allows people to speak up, learn, and collaborate, but it is not the overarching driver of Agile transformation. Option D, Agile sustainability, focuses on maintaining Agile ways of working over time rather than initiating the shift from doing to being Agile.

Agile Foundation documents highlight that an Agile mindset fosters a culture where learning is continuous and failure is treated as an opportunity to improve. Leaders support this mindset by empowering teams, encouraging autonomy, and focusing on outcomes instead of outputs. When an organization adopts an Agile mindset, practices become adaptable tools rather than rigid rules. This cultural shift is what truly transforms an organization, enabling it to respond effectively to change, innovate continuously, and remain focused on delivering value.

In Agile Foundation guidance, the team retrospective workshop is a key event focused on continuous improvement, making identifying improvement opportunities the correct answer. Retrospectives are held at regular intervals, typically at the end of an iteration or delivery cycle, to allow the team to reflect on how they worked together and how their processes, tools, and interactions can be improved.

The primary purpose of a retrospective is not to plan product features or refine requirements, but to inspect and adapt the team’s way of working. During the workshop, team members openly discuss what went well, what did not go as expected, and what could be improved. This reflection helps teams identify specific, actionable improvement opportunities that can be applied in the next iteration. Agile foundations emphasize creating a safe environment during retrospectives so that honest feedback and constructive discussion can occur.

Option A, prioritizing user stories, is typically done during backlog refinement or planning sessions and is the responsibility of the product owner with input from the team. Option B, defining acceptance criteria, usually takes place when preparing user stories before or during iteration planning, not during retrospectives. Option D, updating the project canvas, is a high-level planning or governance activity rather than a team-level continuous improvement practice.

Agile Foundation documents stress that retrospectives are essential for fostering a culture of learning and adaptability. By consistently identifying and implementing improvement opportunities, teams can enhance collaboration, improve quality, reduce waste, and increase predictability over time. Retrospectives also reinforce shared ownership of team performance, encouraging everyone to contribute to positive change. This focus on continuous improvement aligns directly with Agile principles of inspection and adaptation, making identifying improvement opportunities the central and most appropriate activity of the team retrospective workshop.

Culture refers to the collective attitudes, values, beliefs, and goals shared by a group or organization. It shapes how people behave, make decisions, and interact. In PRINCE2 Agile, understanding and adapting organizational culture is critical for successful agile adoption and delivery.

Leadership (B) influences culture but is distinct, co-creation (C) is a collaborative approach, and management (D) relates to planning and control activities.

A positive, agile-friendly culture fosters openness, trust, and continuous improvement.

The Project Closure Workshop is the formal forum used to reflect on lessons learned during the project lifecycle. It is held towards the end of the project and provides an opportunity for the project team, stakeholders, and sponsors to review successes, challenges, and areas for improvement.

Capturing lessons learned supports organizational learning, helps avoid repeating mistakes, and improves future projects and agile adoption. This reflective practice aligns with PRINCE2’s focus on continuous improvement and governance requirements.

Other workshops such as team planning (A) focus on upcoming work, agile enablement (B) on agile adoption, and project kickoff (C) on project initiation, none of which prioritize lessons learned reflection.

The project closure workshop is a vital practice to ensure knowledge retention and maturity in both traditional and agile project environments.