Course to Syllabus to Assessment Cross Reference
The exam questions target 20 Assessment Critria linked to the 5 Learning Outcomes that the official manual supports. The Training materials contain the 63 Courseware Elements that deliver the Learning Outomes.
axelos only give item by item references within a training slide or an exam question. Here is the full set for LogicalModel Ltd’s PRINCE2 Agile® training materials from LML p2a Training
Exam Question Analysis follows the cross-reference
| LO Syll Id Ass’ment Criteria | Course Slides - Slide Title | Manual Ref | Syllabus Description |
|---|---|---|---|
| LO:1 Sid:1 AC:1.2 | Lesson:§2 s12 - Project or BAU – 1/10 | Ch:1.2 | Explain the differences between projects and Business as usual |
| LO:1 Sid:1 AC:1.2 | Lesson:§2 s13 - The difference between project work and BAU work – 2/10 | Figure 1.1 | Explain the differences between projects and Business as usual |
| LO:1 Sid:2 AC:1.1 | Lesson:§2 s15 - An overview of agile – 3/10 | Ch:2.1 | Describe agile and its common approaches, how and why agile approaches have developed and where they are used |
| LO:1 Sid:2 AC:1.1 | Lesson:§2 s18 - Agile basics – 6/10 | Figure 2.3 | Describe agile and its common approaches, how and why agile approaches have developed and where they are used |
| LO:1 Sid:3 AC:1.1 | Lesson:§2 s16 - The Agile Manifesto – 4/10 | Figure 2.1 | Describe the history of agile, it’s contrast to the waterfall way of working and how the agile manifesto fits in |
| LO:1 Sid:3 AC:2.1 | Lesson:§2 s17 - Waterfall or Iterative & Incremental – 5/10 | Figure 2.2 | Describe the history of agile, it’s contrast to the waterfall way of working and how the agile manifesto fits in |
| LO:1 Sid:4 AC:1.3 | Lesson:§2 s20 - Agile Frameworks – 8/10 | Table 2.1 | Describe the different levels of agile maturity and well-known agile frameworks |
| LO:1 Sid:4 AC:1.3 | Lesson:§2 s20 - Agile Frameworks – 8/10 | Ch:2.2.1 | Describe the different levels of agile maturity and well-known agile frameworks |
| LO:1 Sid:4 AC:1.3 | Lesson:§2 s23 - The PRINCE2 Agile view – 10/10 | Ch:2.2.1 | Describe the different levels of agile maturity and well-known agile frameworks |
| LO:1 Sid:5 AC:1.3 | Lesson:§2 s22 - Agile behaviours concepts & techniques – 9/10 | Table 2.2 | Describe behaviours, concepts and techniques that characterise agile |
| LO:1 Sid:5 AC:1.3 | Lesson:§2 s22 - Agile behaviours concepts & techniques – 9/10 | Ch:2.2.2 | Describe behaviours, concepts and techniques that characterise agile |
| LO:1 Sid:6 AC:1.2 | Lesson:§2 s19 - Beyond a basic view – 7/10 | Ch:2.2 | Define the PRINCE2 Agile view of ‘agile’ |
| LO:1 Sid:7 AC:1.1 and 1.3 | Lesson:§19 s146 - Kanban and the Kanban Method 1/8 | Ch:20.4.1 | Describe Kanban, the Kanban method and its six general practices, including the use of Cumulative Flow Diagrams |
| LO:1 Sid:7 AC:1.1 and 1.3 | Lesson:§19 s147 - The 6 general practices of the Kanban Method 2/8 | Figure 20.2 | Describe Kanban, the Kanban method and its six general practices, including the use of Cumulative Flow Diagrams |
| LO:1 Sid:7 AC:1.1 and 1.3 | Lesson:§19 s147 - The 6 general practices of the Kanban Method 2/8 | Ch:20.4.1.2 | Describe Kanban, the Kanban method and its six general practices, including the use of Cumulative Flow Diagrams |
| LO:1 Sid:7 AC:1.1 and 1.3 | Lesson:§19 s148 - The 6 general practices of the Kanban Method 3/8 | Figure 20.2 | Describe Kanban, the Kanban method and its six general practices, including the use of Cumulative Flow Diagrams |
| LO:1 Sid:7 AC:1.1 and 1.3 | Lesson:§19 s148 - The 6 general practices of the Kanban Method 3/8 | Ch:20.4.1.2 | Describe Kanban, the Kanban method and its six general practices, including the use of Cumulative Flow Diagrams |
| LO:1 Sid:7 AC:1.1 and 1.3 | Lesson:§19 s149 - The 6 general practices of the Kanban Method 4/8 | Figure 20.2 | Describe Kanban, the Kanban method and its six general practices, including the use of Cumulative Flow Diagrams |
| LO:1 Sid:7 AC:1.1 and 1.3 | Lesson:§19 s149 - The 6 general practices of the Kanban Method 4/8 | Ch:20.4.1.2 | Describe Kanban, the Kanban method and its six general practices, including the use of Cumulative Flow Diagrams |
| LO:1 Sid:7 AC:1.1 and 1.3 | Lesson:§19 s150 - The 6 general practices of the Kanban Method 5/8 | Figure 20.2 | Describe Kanban, the Kanban method and its six general practices, including the use of Cumulative Flow Diagrams |
| LO:1 Sid:7 AC:1.1 and 1.3 | Lesson:§19 s150 - The 6 general practices of the Kanban Method 5/8 | Ch:20.4.1.2 | Describe Kanban, the Kanban method and its six general practices, including the use of Cumulative Flow Diagrams |
| LO:1 Sid:7 AC:1.1 and 1.3 | Lesson:§19 s151 - Kanban – further guidance 6/8 | Figure 20.2 | Describe Kanban, the Kanban method and its six general practices, including the use of Cumulative Flow Diagrams |
| LO:1 Sid:7 AC:1.1 and 1.3 | Lesson:§19 s151 - Kanban – further guidance 6/8 | Ch:20.4.1.3 | Describe Kanban, the Kanban method and its six general practices, including the use of Cumulative Flow Diagrams |
| LO:1 Sid:7 AC:1.1 and 1.3 | Lesson:§19 s152 - Cumulative Flow Diagrams (CFDs) 7/8 | Figure 20.4 | Describe Kanban, the Kanban method and its six general practices, including the use of Cumulative Flow Diagrams |
| LO:1 Sid:7 AC:1.1 and 1.3 | Lesson:§19 s152 - Cumulative Flow Diagrams (CFDs) 7/8 | Ch:20.4.1.3 | Describe Kanban, the Kanban method and its six general practices, including the use of Cumulative Flow Diagrams |
| LO:1 Sid:7 AC:1.1 and 1.3 | Lesson:§19 s153 - Cumulative Flow Diagrams (CFDs) 7/8 | Figure 20.4 | Describe Kanban, the Kanban method and its six general practices, including the use of Cumulative Flow Diagrams |
| LO:1 Sid:7 AC:1.1 and 1.3 | Lesson:§19 s153 - Cumulative Flow Diagrams (CFDs) 7/8 | Ch:20.4.1.3 | Describe Kanban, the Kanban method and its six general practices, including the use of Cumulative Flow Diagrams |
| LO:1 Sid:7 AC:1.1 and 1.3 | Lesson:§19 s154 - Kanban hints 8/8 | Ch:20.4.1.3 | Describe Kanban, the Kanban method and its six general practices, including the use of Cumulative Flow Diagrams |
| LO:1 Sid:8 AC:1.1 and 1.3 | Lesson:§12 s90 - Lean Start-up 2/3 | Ch:20.4.2 | Describe the core concepts of Lean Start-up |
| LO:1 Sid:8 AC:1.1 and 1.3 | Lesson:§12 s91 - Lean Start-up 3/3 | Ch:20.4.2 | Describe the core concepts of Lean Start-up |
| LO:1 Sid:9 AC:1.1 and 1.3 | Lesson:§29 s209 - Workshops 3/3 | Ch:26.4.1 | Describe the use of workshops |
| LO:1 Sid:10 AC:0 | Lesson:§31 s216 - Transitioning to Agile 1/2 | Appendix F | Describe how to transition to agile |
| LO:1 Sid:11 AC:1.1 | Lesson:§18 s136 - Scrum – what is it? 1/6 | Appendix H | Define Scrum theory and explain the nature of the Scrum team, Scrum events, Scrum artefacts and Sprints |
| LO:1 Sid:11 AC:1.1 | Lesson:§18 s137 - Scrum theory 2/6 | Appendix H | Define Scrum theory and explain the nature of the Scrum team, Scrum events, Scrum artefacts and Sprints |
| LO:1 Sid:11 AC:1.1 | Lesson:§18 s138 - The Scrum team 3/6 | Appendix H | Define Scrum theory and explain the nature of the Scrum team, Scrum events, Scrum artefacts and Sprints |
| LO:1 Sid:11 AC:1.1 | Lesson:§18 s139 - Scrum events 4/6 | Appendix H | Define Scrum theory and explain the nature of the Scrum team, Scrum events, Scrum artefacts and Sprints |
| LO:1 Sid:11 AC: | Lesson:§18 s140 - Revision Aid: 60 Things in fours | Appendix H | Define Scrum theory and explain the nature of the Scrum team, Scrum events, Scrum artefacts and Sprints |
| LO:1 Sid:11 AC:1.1 | Lesson:§18 s141 - The 5 Scrum events 5/6 | Appendix H | Define Scrum theory and explain the nature of the Scrum team, Scrum events, Scrum artefacts and Sprints |
| LO:1 Sid:11 AC:1.1 | Lesson:§18 s142 - Scrum artifacts 6/6 | Appendix H | Define Scrum theory and explain the nature of the Scrum team, Scrum events, Scrum artefacts and Sprints |
| LO:2 Sid:1 AC:2.3 | Lesson:§3 s26 - PRINCE2 Agile blending PRINCE2 & agile together – 1/7 | Ch:3.1 | Describe the complementary strengths of PRINCE2 and the agile way of working |
| LO:2 Sid:1 AC:2.3 | Lesson:§3 s26 - PRINCE2 Agile blending PRINCE2 & agile together – 1/7 | Figure 3.1 | Describe the complementary strengths of PRINCE2 and the agile way of working |
| LO:2 Sid:2 AC:2.3 | Lesson:§3 s26 - PRINCE2 Agile blending PRINCE2 & agile together – 1/8 | Ch:3.2 | Define who can benefit from using PRINCE2 Agile and in what contexts/situations |
| LO:2 Sid:2 AC:2.3 | Lesson:§3 s26 - PRINCE2 Agile blending PRINCE2 & agile together – 1/9 | Ch:3.3 | Define who can benefit from using PRINCE2 Agile and in what contexts/situations |
| LO:2 Sid:3 AC:1.3 | Lesson:§3 s27 - What does PRINCE2 Agile comprise of? – 2/7 | Figure 3.2 | Define the make-up of PRINCE2 Agile -frameworks, behaviours, concepts, techniques, focus areas |
| LO:2 Sid:3 AC:1.3 | Lesson:§3 s27 - What does PRINCE2 Agile comprise of? – 2/7 | Ch:3.5 | Define the make-up of PRINCE2 Agile -frameworks, behaviours, concepts, techniques, focus areas |
| LO:2 Sid:4 AC:2.4 | Lesson:§3 s28 - 8 Guidance Points – 3/7 | Ch:3.6 | Explain the eight ‘guidance points’ |
| LO:2 Sid:5 AC:2.5 | Lesson:§3 s29 - Beware of prejudice! – 4/7 | Ch:3.7 | Explain how PRINCE2 controls and governance can enable agile to be used in many environments |
| LO:2 Sid:6 AC:2.3 | Lesson:§3 s30 - The PRINCE2 journey with agile – 5/7 | Ch:4.1 | Describe what a typical PRINCE2 ‘project journey’ looks like in an agile context |
| LO:2 Sid:6 AC:2.3 | Lesson:§3 s30 - The PRINCE2 journey with agile – 5/7 | Figure 4.1 | Describe what a typical PRINCE2 ‘project journey’ looks like in an agile context |
| LO:3 Sid:1 AC:3.1 and 3.2 | Lesson:§9 s75 - The Agilometer – a focus area 1/2 | Ch:24.1 | Explain the purpose and use of the Agilometer throughout a project |
| LO:3 Sid:1 AC:3.1 and 3.2 | Lesson:§9 s75 - The Agilometer – a focus area 1/2 | Ch:24.2 | Explain the purpose and use of the Agilometer throughout a project |
| LO:3 Sid:1 AC:3.1 and 3.2 | Lesson:§9 s75 - The Agilometer – a focus area 1/2 | Ch:24.3 | Explain the purpose and use of the Agilometer throughout a project |
| LO:3 Sid:2 AC:3.1 and 3.2 | Lesson:§9 s76 - The Agilometer 2/2 | Figure 24.1 | Describe the six sliders used on the Agilometer, explain their significance and how to improve them |
| LO:3 Sid:2 AC:3.1 and 3.2 | Lesson:§9 s76 - The Agilometer 2/2 | Ch:24.4 | Describe the six sliders used on the Agilometer, explain their significance and how to improve them |
| LO:3 Sid:3 AC:3.1 | Lesson:§13 s98 - Requirements Prioritisation 4/6 | Table 25.3 | Describe in detail requirements terminology, decomposition and prioritization, including MoSCoW and Ordering |
| LO:3 Sid:3 AC:3.1 | Lesson:§13 s98 - Requirements Prioritisation 4/6 | Ch:25.5 | Describe in detail requirements terminology, decomposition and prioritization, including MoSCoW and Ordering |
| LO:3 Sid:3 AC:3.1 | Lesson:§13 s99 - MoSCoW and ordering 5/6 | Figure 25.2 | Describe in detail requirements terminology, decomposition and prioritization, including MoSCoW and Ordering |
| LO:3 Sid:3 AC:3.1 | Lesson:§13 s99 - MoSCoW and ordering 5/6 | Ch:25.5.6 | Describe in detail requirements terminology, decomposition and prioritization, including MoSCoW and Ordering |
| LO:3 Sid:3 AC:3.1 | Lesson:§13 s100 - Using prioritisation 6/6 | Ch:25.5.7 | Describe in detail requirements terminology, decomposition and prioritization, including MoSCoW and Ordering |
| LO:3 Sid:5 AC:3.1 and 3.2 | Lesson:§29 s207 - Rich communication – focus area 1/3 | Ch:26.1 | Explain the rich communication focus area, its importance and its key techniques |
| LO:3 Sid:5 AC:3.1 and 3.2 | Lesson:§29 s207 - Rich communication – focus area 1/3 | Ch:26.2 | Explain the rich communication focus area, its importance and its key techniques |
| LO:3 Sid:5 AC:3.1 and 3.2 | Lesson:§29 s208 - Rich communication 2/3 | Ch:26.3 | Explain the rich communication focus area, its importance and its key techniques |
| LO:3 Sid:6 AC:3.2 | Lesson:§17 s130 - Frequent Releases – focus area 1/2 | Ch:27.1 | Explain how to manage frequent releases and the benefits of ‘failing fast’ |
| LO:3 Sid:6 AC:3.2 | Lesson:§17 s131 - Frequent releases 2/2 | Ch:27.2 | Explain how to manage frequent releases and the benefits of ‘failing fast’ |
| LO:4 Sid:1 AC:4.1 | Lesson:§4 s35 - The Hexagon - 1/8 | Ch:6.1 | Describe how to use the ‘hexagon’ to in relation to the six aspects of project performance |
| LO:4 Sid:1 AC:4.1 | Lesson:§4 s35 - The Hexagon - 1/8 | Figure 6.1 | Describe how to use the ‘hexagon’ to in relation to the six aspects of project performance |
| LO:4 Sid:2 AC:4.1 | Lesson:§4 s35 - The Hexagon - 1/8 | Table 6.1 | Explain the use of tolerances in terms of what to ‘fix’ and what to ‘flex’ in relation to the six aspects of project performance |
| LO:4 Sid:3 AC:4.2 | Lesson:§4 s39 - The 5 targets – 2/8 | Table 6.2 | Describe in detail each of the five targets that underpin the use of the hexagon |
| LO:4 Sid:3 AC:4.2 | Lesson:§4 s39 - The 5 targets – 2/8 | Ch:6.4 | Describe in detail each of the five targets that underpin the use of the hexagon |
| LO:4 Sid:3 AC:4.2 | Lesson:§4 s40 - Be on time and hit deadlines – 3/8 | Ch:6.4.1 | Describe in detail each of the five targets that underpin the use of the hexagon |
| LO:4 Sid:3 AC:4.2 | Lesson:§4 s41 - Protect the level of Quality – 4/8 | Ch:6.4.2 | Describe in detail each of the five targets that underpin the use of the hexagon |
| LO:4 Sid:3 AC:4.2 | Lesson:§4 s42 - Embrace change – 5/8 | Ch:6.4.3 | Describe in detail each of the five targets that underpin the use of the hexagon |
| LO:4 Sid:3 AC:4.2 | Lesson:§4 s43 - Keep teams stable – 6/8 | Ch:6.4.4 | Describe in detail each of the five targets that underpin the use of the hexagon |
| LO:4 Sid:3 AC:4.2 | Lesson:§4 s44 - Accept that the customer doesn’t need everything – 7/8 | Ch:6.4.5 | Describe in detail each of the five targets that underpin the use of the hexagon |
| LO:4 Sid:3 AC:4.2 | Lesson:§4 s46 - The appropriate balance – 8/8 | Figure 6.2 | Describe in detail each of the five targets that underpin the use of the hexagon |
| LO:4 Sid:3 AC:4.2 | Lesson:§4 s46 - The appropriate balance – 8/8 | Ch:6.5 | Describe in detail each of the five targets that underpin the use of the hexagon |
| LO:5 Sid:1 AC:5.3 | Lesson:§6 s58 - PRINCE2 Agile Behaviours 3/4 | Figure 7.1 | Describe in detail the 5 PRINCE2 Agile behaviours Transparency, Collaboration, Rich Communication, Self-Organization, Exploration |
| LO:5 Sid:1 AC:5.3 | Lesson:§6 s58 - PRINCE2 Agile Behaviours 3/4 | Ch:7.4 | Describe in detail the 5 PRINCE2 Agile behaviours Transparency, Collaboration, Rich Communication, Self-Organization, Exploration |
| LO:5 Sid:2 AC:5.7 | Lesson:§5 s51 - Agile and the PRINCE2 Processes | Ch:16.2 | Explain that agile needs to be incorporated in all seven PRINCE2 processes and all seven themes but that the amount appropriate to each will vary depending on the project context |
| LO:5 Sid:2 AC:5.7 | Lesson:§5 s51 - Agile and the PRINCE2 Processes | Figure 16.2 | Explain that agile needs to be incorporated in all seven PRINCE2 processes and all seven themes but that the amount appropriate to each will vary depending on the project context |
| LO:5 Sid:2 AC:5.7 | Lesson:§5 s51 - Agile and the PRINCE2 Processes | Figure 16.3 | Explain that agile needs to be incorporated in all seven PRINCE2 processes and all seven themes but that the amount appropriate to each will vary depending on the project context |
| LO:5 Sid:2 AC:5.7 | Lesson:§5 s52 - Relating agile processes to PRINCE2 processes | Ch:16.2 | Explain that agile needs to be incorporated in all seven PRINCE2 processes and all seven themes but that the amount appropriate to each will vary depending on the project context |
| LO:5 Sid:2 AC:5.7 | Lesson:§5 s52 - Relating agile processes to PRINCE2 processes | Figure 16.4 | Explain that agile needs to be incorporated in all seven PRINCE2 processes and all seven themes but that the amount appropriate to each will vary depending on the project context |
| LO:5 Sid:2 AC:5.7 | Lesson:§5 s53 - Relating agile processes to PRINCE2 processes | Ch:16.2 | Explain that agile needs to be incorporated in all seven PRINCE2 processes and all seven themes but that the amount appropriate to each will vary depending on the project context |
| LO:5 Sid:2 AC:5.7 | Lesson:§5 s53 - Relating agile processes to PRINCE2 processes | Figure 16.4 | Explain that agile needs to be incorporated in all seven PRINCE2 processes and all seven themes but that the amount appropriate to each will vary depending on the project context |
| LO:5 Sid:2 AC:5.7 | Lesson:§5 s54 - Relating agile processes to PRINCE2 processes | Ch:16.2 | Explain that agile needs to be incorporated in all seven PRINCE2 processes and all seven themes but that the amount appropriate to each will vary depending on the project context |
| LO:5 Sid:2 AC:5.7 | Lesson:§5 s54 - Relating agile processes to PRINCE2 processes | Figure 16.4 | Explain that agile needs to be incorporated in all seven PRINCE2 processes and all seven themes but that the amount appropriate to each will vary depending on the project context |
| LO:5 Sid:2 AC:5.5 | Lesson:§6 s60 - Agile and the PRINCE2 Themes 4/4 | Ch:8.1 | Explain that agile needs to be incorporated in all seven PRINCE2 processes and all seven themes but that the amount appropriate to each will vary depending on the project context |
| LO:5 Sid:2 AC:5.5 | Lesson:§6 s60 - Agile and the PRINCE2 Themes 4/4 | Ch:8.2 | Explain that agile needs to be incorporated in all seven PRINCE2 processes and all seven themes but that the amount appropriate to each will vary depending on the project context |
| LO:5 Sid:3 AC:5.5 | Lesson:§15 s110 - Organisation – general view of agile 1/9 | Ch:10.2 | Describe the two common Organization roles of Scrum master and Product owner |
| LO:5 Sid:4 AC:5.5 | Lesson:§15 s110 - Organisation – general view of agile 1/9 | Figure 10.4 | Explain how to adjust roles, including the use of specialist roles, and the options for team organization in a project |
| LO:5 Sid:4 AC:5.5 | Lesson:§15 s110 - Organisation – general view of agile 1/9 | Figure 10.5 | Explain how to adjust roles, including the use of specialist roles, and the options for team organization in a project |
| LO:5 Sid:4 AC:5.5 | Lesson:§15 s111 - Organisation – guidance 2/9 | Table 10.1 | Explain how to adjust roles, including the use of specialist roles, and the options for team organization in a project |
| LO:5 Sid:4 AC:5.5 | Lesson:§15 s111 - Organisation – guidance 2/9 | Ch:10.3 | Explain how to adjust roles, including the use of specialist roles, and the options for team organization in a project |
| LO:5 Sid:4 AC:5.5 | Lesson:§15 s112 - Organisation – adjustments 3/9 | Table 10.2 | Explain how to adjust roles, including the use of specialist roles, and the options for team organization in a project |
| LO:5 Sid:4 AC:5.5 | Lesson:§15 s112 - Organisation – adjustments 3/9 | Ch:10.4 | Explain how to adjust roles, including the use of specialist roles, and the options for team organization in a project |
| LO:5 Sid:4 AC:5.5 | Lesson:§15 s115 - Organisation – project structures 6/9 | Figure 10.4 | Explain how to adjust roles, including the use of specialist roles, and the options for team organization in a project |
| LO:5 Sid:4 AC:5.5 | Lesson:§15 s115 - Organisation – project structures 6/9 | Figure 10.5 | Explain how to adjust roles, including the use of specialist roles, and the options for team organization in a project |
| LO:5 Sid:4 AC:5.5 | Lesson:§15 s117 - Incorporating a Wider Customer View 8/9 | Ch:10.5.2 | Explain how to adjust roles, including the use of specialist roles, and the options for team organization in a project |
| LO:5 Sid:5 AC:5.5 | Lesson:§15 s113 - Organisation 4/9 | Ch:10.4.2 | Define the make-up of a typical delivery team |
| LO:5 Sid:5 AC:5.5 | Lesson:§15 s114 - Organisation – the delivery team 5/9 | Ch:10.4.3 | Define the make-up of a typical delivery team |
| LO:5 Sid:6 AC:5.5 /5.6 | Lesson:§15 s116 - Servant Leadership 7/9 | Ch:10.5.1 | Describe servant leadership, its use and importance |
| LO:5 Sid:7 AC:5.5 | Lesson:§15 s118 - Working Agreements 9/9 | Ch:10.5.3 | Describe how to define Working Agreements |
| LO:5 Sid:8 AC:5.4 and 5.5 | Lesson:§22 s172 - Quality – general view of agile 1/3 | Ch:11.2 | Describe quality setting techniques including ‘definition of done’ and the use of acceptance criteria |
| LO:5 Sid:9 AC:5.5 /5.6 | Lesson:§16 s124 - Managing Product Delivery 2/3 | Ch:20.3 | Describe quality testing, quality checking and management techniques |
| LO:5 Sid:9 AC:5.5 and 5.6 | Lesson:§16 s125 - Managing Product Delivery 3/3 | Ch:20.3 | Describe quality testing, quality checking and management techniques |
| LO:5 Sid:9 AC:#N/A | Lesson:§16 s126 - Revision Aid: MP Event/ Activity Artefact/Information sets | Ch:20.3 | Describe quality testing, quality checking and management techniques |
| LO:5 Sid:9 AC:5.4 and 5.5 | Lesson:§22 s173 - Quality – guidance 2/3 | Ch:11.3 | Describe quality testing, quality checking and management techniques |
| LO:5 Sid:9 AC:5.4 and 5.5 | Lesson:§22 s174 - Quality – how to test 3/3 | Ch:11.3 | Describe quality testing, quality checking and management techniques |
| LO:5 Sid:10 AC:5.4 and 5.5 | Lesson:§20 s158 - Plans – general view 1/3 | Ch:12.2 | Describe approaches to planning and typical planning techniques |
| LO:5 Sid:10 AC:5.4 and 5.5 | Lesson:§20 s159 - Plans – guidance 2/3 | Ch:12.3 | Describe approaches to planning and typical planning techniques |
| LO:5 Sid:11 AC:5.4 and 5.5 | Lesson:§11 s86 - Risk 1/1 | Ch:13.1 | Describe approaches to risk and how agile concepts mitigate many typical risks |
| LO:5 Sid:11 AC:5.4 and 5.5 | Lesson:§11 s86 - Risk 1/1 | Ch:13.2 | Describe approaches to risk and how agile concepts mitigate many typical risks |
| LO:5 Sid:11 AC:5.4 and 5.5 | Lesson:§20 s160 - Estimation 3/3 | Ch:12.4.1 | Describe approaches to planning and typical planning techniques (Estimating) |
| LO:5 Sid:12 AC:5.5 | Lesson:§14 s105 - Change – general view of agile 1/3 | Ch:14.2 | Describe how blending PRINCE2 with agile approaches controls, responds to, and minimizes the impact of change, including risk management and configuration management |
| LO:5 Sid:12 AC:5.5 | Lesson:§14 s106 - Change – guidance 2/3 | Ch:14.3 | Describe how blending PRINCE2 with agile approaches controls, responds to, and minimizes the impact of change, including risk management and configuration management |
| LO:5 Sid:12 AC:5.5 | Lesson:§14 s107 - Change – guidance 3/3 | Ch:14.3 | Describe how blending PRINCE2 with agile approaches controls, responds to, and minimizes the impact of change, including risk management and configuration management |
| LO:5 Sid:15 AC:5.5 | Lesson:§12 s89 - The Feedback Loop 1/3 | Ch:14.4.1 | Describe common feedback loops and their importance |
| LO:5 Sid:16 AC:5.4 and 5.5 | Lesson:§21 s164 - Progress – general view 1/4 | Ch:15.2 | Describe progress monitoring techniques including use of Work in Progress boards, burn charts, information radiators |
| LO:5 Sid:16 AC:5.4 and 5.5 | Lesson:§21 s165 - Progress – guidance 2/4 | Ch:15.3 | Describe progress monitoring techniques including use of Work in Progress boards, burn charts, information radiators |
| LO:5 Sid:16 AC:5.4 and 5.5 | Lesson:§21 s166 - Burn charts 3/4 | Ch:15.4.1 | Describe progress monitoring techniques including use of Work in Progress boards, burn charts, information radiators |
| LO:5 Sid:16 AC: | Lesson:§21 s167 - Revision Aid: Fives | Figure 15.1 | Describe progress monitoring techniques including use of Work in Progress boards, burn charts, information radiators |
| LO:5 Sid:16 AC: | Lesson:§21 s167 - Revision Aid: Fives | Ch:15.4.1 | Describe progress monitoring techniques including use of Work in Progress boards, burn charts, information radiators |
| LO:5 Sid:16 AC:5.4 and 5.5 | Lesson:§21 s168 - Information Radiators 4/4 | Ch:15.4.2 | Describe progress monitoring techniques including use of Work in Progress boards, burn charts, information radiators |
| LO:5 Sid:17 AC:5.7 | Lesson:§7 s65 - Starting up a Project and Initiating a Project 1/3 | Ch:17.3 | Describe in detail agile techniques that may apply to each PRINCE2 process including Cynefin |
| LO:5 Sid:17 AC:5.6 | Lesson:§7 s66 - Starting up a Project and Initiating a Project 2/3 | Ch:17.3 | Describe in detail agile techniques that may apply to each PRINCE2 process including Cynefin |
| LO:5 Sid:17 AC:5.6 | Lesson:§7 s67 - Starting up a Project and Initiating a Project 3/3 | Table 17.2 | Describe in detail agile techniques that may apply to each PRINCE2 process including Cynefin |
| LO:5 Sid:17 AC:5.6 | Lesson:§7 s67 - Starting up a Project and Initiating a Project 3/3 | Ch:17.3.2 | Describe in detail agile techniques that may apply to each PRINCE2 process including Cynefin |
| LO:5 Sid:17 AC:5.6 | Lesson:§8 s70 - Cynefin 1/3 | Ch:17.4.1 | Describe in detail agile techniques that may apply to each PRINCE2 process including Cynefin |
| LO:5 Sid:17 AC:5.6 | Lesson:§8 s71 - The Cynefin Framework 2/3 | Figure 17.3 | Describe in detail agile techniques that may apply to each PRINCE2 process including Cynefin |
| LO:5 Sid:17 AC:5.6 | Lesson:§8 s71 - The Cynefin Framework 2/3 | Ch:17.4.1 | Describe in detail agile techniques that may apply to each PRINCE2 process including Cynefin |
| LO:5 Sid:17 AC:5.6 | Lesson:§8 s72 - Cynefin 3/3 | Ch:17.4 | Describe in detail agile techniques that may apply to each PRINCE2 process including Cynefin |
| LO:5 Sid:18 AC:5.6 and 5.7 | Lesson:§26 s196 - Directing a Project 1/3 | Ch:18.2 | Describe how to flex the ‘Direct a Project’ stage and the benefits of collaborative working |
| LO:5 Sid:18 AC:5.6 and 5.7 | Lesson:§26 s197 - Directing a Project 2/3 | Ch:18.3 | Describe how to flex the ‘Direct a Project’ stage and the benefits of collaborative working |
| LO:5 Sid:18 AC:5.6 and 5.7 | Lesson:§26 s198 - Directing a Project 3/3 | Ch:18.3 | Describe how to flex the ‘Direct a Project’ stage and the benefits of collaborative working |
| LO:5 Sid:20 AC:5.5 and 5.7 | Lesson:§23 s179 - Controlling a Stage 1/5 | Ch:19.2 | Explain why PRINCE2 ‘stages’ may not be required, including the use of timeboxes and Scrum of scrums |
| LO:5 Sid:21 AC:5.6 and 5.7 | Lesson:§23 s180 - Controlling a Stage 2/5 | Ch:19.3 | Describe typical output mechanisms when ‘Controlling a Stage’ and ‘Managing a Stage Boundary’ |
| LO:5 Sid:21 AC:5.6 and 5.7 | Lesson:§23 s182 - Controlling a Stage 4/5 | Ch:19.3 | Describe typical output mechanisms when ‘Controlling a Stage’ and ‘Managing a Stage Boundary’ |
| LO:5 Sid:21 AC:5.6 and 5.7 | Lesson:§24 s187 - Managing a Stage Boundary 2/3 | Ch:21.3 | Describe typical output mechanisms when ‘Controlling a Stage’ and ‘Managing a Stage Boundary’ |
| LO:5 Sid:21 AC:5.6 and 5.7 | Lesson:§24 s188 - Managing a Stage Boundary 3/3 | Ch:21.4 | Describe typical output mechanisms when ‘Controlling a Stage’ and ‘Managing a Stage Boundary’ |
| LO:5 Sid:22 AC:5.6 and 5.7 | Lesson:§23 s181 - Retrospectives 3/5 | Ch:19.4.1 | Describe the use of retrospectives and how to make them effective |
| LO:5 Sid:23 AC:5.5 and 5.6 | Lesson:§16 s123 - Managing Product Delivery 1/3 | Ch:20.2 | Describe approaches to managing product delivery including Scrum and Kanban |
| LO:5 Sid:26 AC:5.6 and 5.7 | Lesson:§24 s186 - Managing a Stage Boundary 1/3 | Ch:21.2 | Explain how to manage Stage boundaries and the similarities between a stage and a release |
| LO:5 Sid:28 AC:5.6 and 5.7 | Lesson:§25 s191 - Closing a Project 1/3 | Ch:22.2 | Explain how to effectively close a project, including evaluation of the use of agile |
| LO:5 Sid:28 AC:5.6 and 5.7 | Lesson:§25 s192 - Closing a Project 2/3 | Ch:22.3 | Explain how to effectively close a project, including evaluation of the use of agile |
| LO:5 Sid:28 AC:5.6 and 5.7 | Lesson:§25 s193 - Closing a Project 3/3 | Ch:22.4 | Explain how to effectively close a project, including evaluation of the use of agile |
| LO:5 Sid:29 AC:5.8 and 5.9 | Lesson:§28 s205 - Tailoring of the PRINCE2 Products 2/2 | Ch:23 | Describe how to tailor PRINCE2 products, including Work Packages, Highlight Reports and Checkpoint Reports |
| LO:5 Sid:30 AC:5.5 | Lesson:§10 s80 - Defining value 1/3 | Ch:9.4.1 | Describe in detail agile techniques that may apply to each PRINCE2 theme including requirements, defining value and user stories |
| LO:5 Sid:30 AC:5.5 | Lesson:§13 s95 - Requirements and User Stories 1/6 | Ch:25.1 | Describe in detail agile techniques that may apply to each PRINCE2 theme including requirements, defining value and user stories |
| LO:5 Sid:30 AC:5.5 | Lesson:§13 s96 - User Stories-1 2/6 | Ch:25.6.1 | Describe in detail agile techniques that may apply to each PRINCE2 theme including requirements, defining value and user stories |
| LO:5 Sid:30 AC:5.5 5.30 | Lesson:§13 s97 - User Stories-2 3/6 | Figure 25.3 | Describe in detail agile techniques that may apply to each PRINCE2 theme including requirements, defining value and user stories |
| LO:5 Sid:30 AC:5.5 5.30 | Lesson:§13 s97 - User Stories-2 3/6 | Ch:25.6.1.6 | Describe in detail agile techniques that may apply to each PRINCE2 theme including requirements, defining value and user stories |
| LO:5 Sid:31 AC:5.6 and 5.7 | Lesson:§27 s202 - Agile contracts 1/1 | Ch:28.3 | Describe guidance on use of contracts |
| LO:5 Sid:32 AC:5.6 and 5.7 | Lesson:§28 s204 - PRINCE2 Management Products and Roles 1/2 | Appendix A | Describe PRINCE2 Agile delivery roles |
| LO:5 Sid:32 AC:5.6 and 5.7 | Lesson:§28 s204 - PRINCE2 Management Products and Roles 1/2 | Appendix B | Describe PRINCE2 Agile delivery roles |
| LO:5 Sid:33 AC:0 | Lesson:§30 s214 - Health Check (Appendix C) 1/1 | Appendix C | Explain how to use the Health Check |
| LO:5 Sid:34 AC:5.2 | Lesson:§6 s57 - Principles and behaviours 2/4 | Appendix E | Describe the fundamental values and principles of agile |
| LO:5 Sid:35 AC:0 | Lesson:§31 s217 - Advice for a Project Manager using agile 2/2 | Appendix G | Outline tips for the PRINCE2 Agile project manager |
| LO:5 All | Lesson:§3 s31 - Recap of PRINCE2 – 6/7 | Figure 5.2 | Be able to tailor the PRINCE2 principles, themes, processes and management products to a project in an agile context |
| LO:5 All | Lesson:§3 s31 - Recap of PRINCE2 – 6/7 | Ch:5 | Be able to tailor the PRINCE2 principles, themes, processes and management products to a project in an agile context |
| LO:5 All AC:5.2 | Lesson:§6 s56 - PRINCE2 Principles – guidance 1/4 | Table 7.1 | Be able to tailor the PRINCE2 principles, themes, processes and management products to a project in an agile context |
| LO:5 All AC:5.2 | Lesson:§6 s56 - PRINCE2 Principles – guidance 1/4 | Ch:7.3 | Be able to tailor the PRINCE2 principles, themes, processes and management products to a project in an agile context |
| ! ! 5.5 | Lesson:§10 s81 - Business Case – general view of agile 2/3 | Ch:9.2 | No direct reference |
| ! ! 5.5 | Lesson:§10 s82 - Business Case – guidance 3/3 | Ch:9.3 | No direct reference |
VnCtl:14/08/2016 18:26:53 This file is part of Logical Model Ltd’s p2a training course