Free Practice Questions for PRINCE2 PRINCE2-Agile-Foundation Exam

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.

Agile Foundation guidance clearly states that the project retrospective workshop is the workshop designed to extract actionable insights for future iterations, making option C the correct answer. Retrospectives are a core Agile practice focused on learning, reflection, and continuous improvement. Their primary purpose is to help teams and stakeholders understand what has happened, why it happened, and how future ways of working can be improved.

During a project retrospective workshop, participants reflect on recent iterations or delivery stages, examining aspects such as collaboration, communication, processes, tools, quality, and decision-making. The emphasis is not on assigning blame, but on identifying patterns, root causes, and opportunities for improvement. From this reflection, the team agrees on concrete, actionable actions that can be implemented in upcoming iterations to enhance effectiveness and outcomes.

Option A, the progress review workshop, focuses on assessing current status, deliverables, and performance against plans or objectives. While it may highlight issues, it does not primarily aim to generate improvement actions. Option B, the project initiation workshop, occurs at the start of the project and establishes vision, scope, and approach, rather than extracting learning from experience. Option D, the team planning workshop, concentrates on selecting and organizing upcoming work, not on analyzing past performance or improving ways of working.

Agile Foundation documents emphasize that retrospectives are essential for embedding a culture of learning and adaptability. By regularly extracting actionable insights, teams can continuously refine their processes, strengthen collaboration, and improve quality and delivery speed. Retrospectives also support psychological safety by creating a structured space for honest discussion and shared ownership of improvement. This focus on turning reflection into action ensures that learning is applied, not just observed, making the project retrospective workshop the primary mechanism for driving improvement across future iterations.

The Delivering level is responsible for the day-to-day management and decision-making within the constraints set by the project manager. Delivering teams carry out the actual work to create the project products and manage their activities under the project’s governance framework. The Project Manager manages the overall project, while directing sets the strategic direction and commissioning authorizes initiation.

This separation ensures clear responsibilities and empowers the delivery teams to self-manage within defined boundaries.

Agile Foundation guidance often explains Agile concepts using the “Agile Onion” model, which shows how different layers of Agile build upon one another. Within this model, principles provide the core guidelines that help teams understand the purpose behind Agile practices, making option D the correct answer. Principles act as a bridge between high-level values and practical methods, explaining why certain ways of working are encouraged.

The Agile Onion typically places mindset at the center, followed by values, then principles, and finally practices, techniques, and processes on the outer layers. While practices describe what teams do and processes describe how work flows, principles explain the intent that guides those actions. They help teams make informed decisions when situations change or when standard practices do not fit the context. By understanding principles, teams can adapt their practices while still remaining aligned with Agile thinking.

Option A, processes, focus on structured sequences of activities and are concerned with execution rather than purpose. Option B, mindset, represents underlying beliefs and attitudes, which shape behavior but do not explicitly provide guidance on how or why specific practices are used. Option C, values, define what is important, such as collaboration or customer focus, but they do not give enough direction on how to translate those values into action.

Agile Foundation documents emphasize that principles are essential for sustainable Agile adoption. They enable teams to move beyond mechanical “doing Agile” and toward thoughtful “being Agile.” When teams understand the principles behind practices, they are better equipped to tailor their approach, respond to change, and apply Agile effectively in different environments. Principles ensure consistency of intent while allowing flexibility in execution, which is fundamental to Agile success.

Delegation poker is a collaborative game used to define and clarify decision-making authority within teams. It helps teams agree on who has the power to make decisions for specific areas, from the team level to senior management. Using cards representing different levels of delegation, team members discuss and align expectations, ensuring clarity and reducing conflicts.

This technique fosters transparency, shared ownership, and empowerment, which are critical for agile teams operating under PRINCE2 governance. It also helps balance autonomy and control, supporting the principle of manage by exception.

Other options: a team skills matrix documents competencies, personas represent user archetypes for design, and magic estimation is a sizing technique — none focus on decision authority.

Delegation poker aligns well with PRINCE2 Agile’s emphasis on defined roles and empowered teams.