Lesson 14: PRINCE2® Principles in PRINCE2 Agile®
Based on AXELOS PRINCE2 Agile® material. Reproduced under licence from AXELOS. All rights reserved.
PRINCE2® 6th edition update:
1. "Benefits Review Plan" is now called "Benefits Management Approach"
2. all "_____ Management Strategy"'s are now called "_____ Management Approach".
Bookmark table 7.1, page 50, and look it up when you’re answering questions about principles.
- The Lean Startup book
- The Lean Startup video on YouTube
- Building the Minimum Viable Product video on YouTube
- Which PRINCE2 principles is the single most important one?
- How continuous business justification is different in adaptive projects compared to predictive ones?
- What should we have in mind when we’re creating any of the management products?
- Closing a project prematurely is a sign of good project management. (true/false)
- What are the two main reasons for paying attention to the business justification continuously?
- Is it OK to combine the Business Case and Benefits Review Plan into one, in PRINCE2 Agile?
- Agile doesn’t need Business Case.
- Agile doesn’t have a Business Case.
- Is it OK to add Business Case to Scrum?
- What’s value?
- Which of the following two options is better?
- A: value=10.2, cost=€250K
- B: value=10.1, cost=€80K
- What’s the MVP?
- In which management product do we explain the MVP?
- What are the usual jargon words when it comes to learning from experience in Agile? ;)
- How is it possible to solve the conflict of having a Project Manager in PRINCE2 Agile, when PRINCE2 says we should have one, and Scrum says we shouldn’t?
- Is the defined roles and responsibilities principle applicable to Scrum?
- Does the PRINCE2 manage by stages principle make it Agile?
- Is it OK to have one release spread over two stages?
- What’s the relationship between the self-organization concept and the manage by exception principle?
- Is it OK to have a completely self-organized delivery team in PRINCE2 Agile?
- The duration of the project is fixed. How should we set its tolerance?
- Using the work-output-outcome-benefit relationship, what’s the main focus in project management and program management? What about Agile delivery systems?
- What are the purposes of using the Agilometer?
- They are all important and required.
- We use the increments and releases to see how the project is justified in the reality, instead of forecasting it based on assumptions.
- The purpose, and the way it’s going to serve our project goal, rather than creating the management product just because PRINCE2 says so.
- True. When you don’t have a strong project management system, you don’t understand that you need to stop the project.
- To see if it’s still justifiable to continue the project, and to get help from it to make high-level decisions in the project.
- I don’t see a problem. Actually, it seems like a good idea in Agile environments.
- It can be used in Agile to capture basic information about the justification of the project, such as what is considered a benefit in the project. Business Case is mandatory in PRINCE2 Agile.
- Agile is just the concept of using adaptive development lifecycles, and it doesn’t mean to say if it has a Business Case. Some Agile methods have Business Cases (e.g. DSDM), and some do not (e.g. Scrum).
- You can add anything you like to your Scrum project, as long as it doesn’t have a conflict with the framework. I don’t see a conflict in this case.
- It’s proportional to the ratio of benefits to cost.
- Their value is almost the same, and remember that cost is included in the value and you shouldn’t double count it. Selecting the best option in this case depends on the portfolio: do we need to save money by selecting B, and invest in another initiative, or is it best to spend more money by selecting A and generate more benefits this way?
- A very simple release that enables early feedback.
- Business Case, and some others.
- Kaizen, retrospective, inspection and adaptation, etc.
- I don’t know!
- Yes, Scrum has defined roles and responsibilities as well. There are only three roles there, and people usually share ownership; but still, roles have clear responsibilities.
- Not necessarily. We’re not Agile unless we have adaptation.
- Each Stage has one or more releases, and each release has one or more iteration. Each release should be done in one stage.
- Manage by exception is the PRINCE2 way of empowering people in the management and delivery layers. This empowerment is not absolute, as it usually is when we refer to it as self-organization.
- If they are completely self-organized, and make all the decisions, then the management and directing levels won’t be involved in the project, and it won’t be a PRINCE2 system anymore.
- PRINCE2 Agile says it should be set to zero, which is not right. Tolerances serve to manage by exception: who should decide how to recover from deviations. In this case, the tolerances should be decided based on the project environment and policies, and knowing the fact that the project is timeboxed is not enough.
- Project management is focused on outputs. Program management is focused on outcomes. Agile systems are focused on a combination of business value and outcomes in the “project” level, and on outputs in the iteration level.
- Find the major risks and to tailor the system properly.
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