Agile and Agile Mindset PRINCE2-AGILE-FOUNDATION-V2 Practice Questions (Page 9)

Questions 41–45

1. 41application · medium

   A construction firm has always used a traditional project management approach for its building projects. It is now starting a software development project to create a customer-facing portal. The project manager insists on a detailed upfront plan with all requirements locked before any coding. The team is concerned this will fail. What is the primary limitation of the traditional approach in this context?

   • AIt cannot manage a fixed budget or schedule.
   • BIt is too expensive for any project, regardless of size.
   • CIt does not allow for any form of team collaboration.
   • DIt assumes requirements are stable and can be fully known upfront.
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2. 42foundation · easy

   Which agile approach is characterized by timeboxed iterations called sprints and defined roles such as Product Owner and Scrum Master?

   • ALean
   • BLean Startup
   • CKanban
   • DScrum
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4. 43foundation · easy

   What is a key characteristic of an agile approach to product development?

   • AA single, large delivery at the end of the project
   • BA rigid plan that is set at the start and never changed
   • CHeavy documentation and detailed upfront specifications
   • DIterative cycles that produce potentially shippable increments
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5. 44application · medium

   A project manager is building a new team. She wants to foster an environment where team members feel safe to propose new ideas, admit when they are wrong, and challenge the status quo without fear of blame. Which set of behaviors best exemplifies the agile mindset she is trying to cultivate?

   • ATeam members work in silos to maximize individual productivity and avoid distractions.
   • BTeam members follow the plan strictly and report only completed work.
   • CTeam members openly share work in progress, give honest feedback, and adapt their approach based on what they learn.
   • DTeam members wait for the manager to make all decisions and resolve conflicts.
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6. 45expert · hard

   A team has just completed a sprint. During the sprint review, the stakeholders are happy with the delivered features. However, the team is concerned that their velocity is decreasing because they are spending too much time fixing defects found in the previous sprint. The project manager wants to address this issue to improve the team's performance. What is the most appropriate action?

   • ARemove the sprint review from the next sprint to save time.
   • BAdd more time to the sprint to allow for defect fixing.
   • CAsk the stakeholders to reduce the scope of the next sprint.
   • DConduct a retrospective to identify the root cause of the defects and agree on process improvements.
   Reveal Solution Discussion Select an answer first