PRINCE2 Agile Practitioner flashcards
PRINCE2 Agile Practitioner · Build recall with a focused review session.
32 cards. Read the term and the definition here. The deck at the top of this page is optional.
- Agilometer
- A PRINCE2 Agile tool that scores six project characteristics to determine how much agility can be applied and how to tailor controls accordingly.
- Six Agilometer factors
- Flexibility of what is delivered, level of collaboration, ease of making releases, ability to work iteratively, tolerance for disruption, and team skill level.
- PRINCE2 Agile Hexagon
- A model showing six focus areas: agility, common language, customer collaboration, self-organisation, exploration, and frequent delivery, used to guide tailoring.
- Governance versus delivery
- In PRINCE2 Agile, PRINCE2 provides governance (direction, control, accountability) while agile provides the delivery approach (iterative, incremental, collaborative).
- Fixed versus variable
- PRINCE2 Agile fixes time, cost and quality at project level, while scope may flex within agreed tolerances at the delivery level.
- Agile behaviours
- Transparency, collaboration, rich communication, self-organisation and exploration are the behaviours PRINCE2 Agile expects from those involved.
- Seven PRINCE2 principles
- Continued business justification, learn from experience, defined roles and responsibilities, manage by stages, manage by exception, focus on products, tailor to the environment.
- Defined roles and responsibilities
- A PRINCE2 principle requiring clear accountability; in agile delivery, roles may be combined but accountability for what, why and how remains explicit.
- Transparency
- An agile behaviour where progress, plans and impediments are made visible to all via information radiators such as burn charts and task boards.
- Self-organisation
- The delivery team decides how work is performed, while governance retains accountability for what is delivered and why.
- Timeboxing
- Fixing a period of time and adjusting scope to fit within it, so that time is protected and scope is the variable.
- MoSCoW prioritisation
- Ranking requirements as Must, Should, Could or Won't; limiting Musts (often around 60% of effort) preserves contingency.
- Retrospective
- A timeboxed team reflection on what went well and what to improve, producing actions that feed continuous improvement and the Lessons Log.
- Daily stand-up
- A short, timeboxed coordination event where the team shares progress, next steps and impediments to maintain transparency and flow.
- Rich communication
- Using face-to-face discussion and visual techniques to convey information, reducing misunderstanding compared with written-only communication.
- Servant leadership
- A leadership style where the leader removes impediments and supports the team rather than directing individual tasks.
- Information radiator
- A visible display of project information, such as a task board or burn chart, that anyone can read without asking for a report.
- Tailoring principle
- PRINCE2 requires the method to be tailored to the project environment; PRINCE2 Agile tailors themes and processes to suit agile delivery.
- Business Case in agile
- Developed iteratively, using Lean Startup ideas such as a minimum viable product and pivot-or-persevere decisions, and reviewed at each stage.
- Rolling-wave planning
- Planning in detail only for the near term while keeping later plans at a high level, refining them as more is learned.
- Definition of done
- Agreed criteria that an increment must meet to be considered complete, supporting built-in quality instead of inspection at the end.
- Product backlog as change mechanism
- In PRINCE2 Agile, change is expected and managed through the prioritised backlog, with tolerances determining when escalation is needed.
- Progress via burn charts
- Progress is shown by burn charts, velocity and delivered increments rather than by percentage completion of documentation.
- Organisation tailoring
- PRINCE2 roles may be combined or shared in agile contexts, but accountability for direction, management and delivery must remain clear.
- Controlling a Stage in agile
- The process aligns with delivery cycles, using timeboxes and frequent progress information to compare actuals against the stage plan.
- Managing Product Delivery in agile
- The process where the delivery team accepts, executes and delivers work packages, typically through timeboxed iterations producing increments.
- AgileSHAPE
- A separate agile framework for non-project, ongoing work, organised into iterations; it is not the delivery method used within PRINCE2 Agile.
- Health check purpose
- A diagnostic assessment of the six focus areas that identifies improvement opportunities and informs tailoring and lessons; it is not pass/fail.
- Frequent delivery
- Delivering usable increments early and often, each meeting the agreed definition of done, so value is realised sooner.
- Customer collaboration
- Involving the customer throughout delivery so they can give feedback on increments and prioritise the backlog.
- Agility as responsiveness
- The ability to respond to change; the Agilometer score indicates how much agility to build into plans and controls.
- Common language
- A shared vocabulary, such as product, timebox and backlog, that aligns governance and delivery communication across the project.