PRINCE2 Agile Practitioner Training Course

Participants can define accountable roles and working relationships for a PRINCE2 Agile project.

• Executive, Senior User and Senior Supplier accountabilities within project governance
• Project Manager authority, delegation boundaries and management by exception
• Scrum Product Owner, Scrum Master and Developers mapped to PRINCE2 roles
• Delivery team responsibilities for estimates, quality, collaboration and commitments
• PMO support functions for configuration, reporting, assurance and knowledge management
• Role descriptions built using authority, accountability, consultation and information rights

Participants can assess an Agile delivery context and tailor PRINCE2 controls accordingly.

• Agilometer assessment of project context, risk profile and delivery suitability
• Tailoring controls according to scale, complexity, uncertainty and organisational maturity
• The five PRINCE2 Agile targets: time, cost, quality, scope, benefits
• Fixed and variable project constraints identified through target setting
• Delivery approach selected using product uncertainty and stakeholder availability
• Tailoring decisions recorded in project initiation documentation and management strategies

Participants can maintain a viable business case through iterative delivery and changing evidence.

• Business Case components aligned with incremental products, outcomes and benefits
• Benefits Management Approach linking releases to measurable operational improvements
• Minimum viable product assumptions tested against user needs and value hypotheses
• Investment decisions reviewed at stages, releases and key delivery events
• Forecast cost, time and benefit tolerances defined for governance decisions
• Disbenefits, ongoing costs and benefit dependencies captured in business justification

Participants can define products and requirements using PRINCE2 and Agile techniques.

• Product-based planning applied to outputs, acceptance criteria and product descriptions
• Product Breakdown Structure created from customer outcomes and delivery components
• User stories written with personas, needs, value statements and acceptance criteria
• Definition of Done agreed for completed, tested and accepted products
• Quality Register entries linked to acceptance methods and quality responsibilities
• Requirements baselines managed without preventing iterative discovery and refinement

Participants can prioritise requirements and maintain a governed product backlog.

• MoSCoW categories applied to scope tolerances and release commitments
• Product backlog ordered by value, risk, dependency and learning priority
• Must Have criteria tested against project viability and minimum usable scope
• Should Have and Could Have items scheduled using available capacity
• Won't Have this time items documented to prevent unapproved scope assumptions
• Backlog refinement cadence aligned with stage planning and governance reporting

Participants can create aligned plans from project level through team iteration level.

• Project Plan, Stage Plan and Team Plan purposes distinguished
• Release planning connects business milestones, capabilities and deployment dates
• Rolling-wave planning replaces premature detail with scheduled planning horizons
• Story points, relative estimation and planning poker support team forecasting
• Velocity data used cautiously for capacity forecasts and release projections
• Plan tolerances stated for time, cost, scope, quality, risk and benefits

Participants can integrate Scrum events and artefacts with PRINCE2 management controls.

• Sprint Planning linked to authorised work packages and team commitments
• Daily Scrum used for coordination, impediment visibility and delivery focus
• Sprint Review provides product evidence for stakeholder acceptance decisions
• Sprint Retrospective actions incorporated into lessons and improvement plans
• Product Backlog, Sprint Backlog and Increment related to PRINCE2 products
• Scrum cadence aligned with stage boundaries, reporting cycles and release dates

Participants can use Kanban policies and flow measures to control delivery work.

• Kanban board design reflects workflow states, handoffs and approval points
• Work-in-progress limits expose bottlenecks, queues and overloaded specialists
• Pull policies define when teams may start new work
• Cycle time and throughput measures support evidence-based delivery forecasting
• Classes of service distinguish urgent defects, standard work and fixed-date items
• Kanban escalation policies connect blocked work to project issue management

Participants can manage stage transitions and releases without disrupting delivery flow.

• Stage boundaries used to review viability, progress, risks and next-stage authority
• Release readiness criteria cover quality, operations, support and stakeholder acceptance
• Managing a Stage Boundary process adapted for iterative delivery evidence
• Exception Plans prepared when forecast tolerances exceed agreed authority limits
• Release decisions distinguish deployment, adoption, benefit realisation and closure
• Governance calendar synchronised with planning events, reviews and demonstrations

Participants can design concise progress reporting for PMO and sponsor decisions.

• Management by exception applied through delegated tolerances and escalation thresholds
• Highlight Reports combine milestone status, flow data, risks and decisions
• Checkpoint Reports capture team progress, impediments and forecast work completion
• Burn-down and burn-up charts interpreted alongside approved scope changes
• Cumulative flow diagrams identify queue growth, bottlenecks and stalled work
• Dashboard measures selected for sponsors, PMOs, project managers and teams

Participants can manage uncertainty, impediments and cross-team dependencies using integrated controls.

• Risk Management Approach defines probability, impact, proximity and response ownership
• Risk Register maintained for threats, opportunities, triggers and planned responses
• Issue Register distinguishes requests for change, off-specifications and concerns
• Impediment logs linked to delivery ownership, escalation routes and resolution dates
• Dependency mapping identifies sequencing, resource, technical and decision dependencies
• RAID reviews aligned with sprint planning, release planning and PMO meetings

Participants can control changes while allowing legitimate backlog evolution.

• Change Control Approach distinguishes authorised backlog refinement from project change
• Configuration Item Records identify controlled products, versions, owners and status
• Change Authority limits established for scope, cost and quality decisions
• Impact assessments consider business case, tolerances, dependencies and release commitments
• Product baselines managed at appropriate points without freezing discovery prematurely
• Configuration audits verify product status, traceability and approval evidence

Participants can establish quality controls that support frequent delivery and independent assurance.

• Quality Management Approach defines standards, methods, records and responsibilities
• Acceptance criteria traced from user stories through testing and sign-off
• Quality Register used to plan reviews, tests, demonstrations and approvals
• Definition of Ready improves backlog item clarity before team commitment
• Peer review, automated testing and user acceptance evidence integrated
• PMO assurance samples governance compliance without duplicating team quality work

Participants can plan communication that supports rapid feedback and informed governance decisions.

• Rich communication favours direct conversations, visual information and timely feedback
• Communication Management Approach defines audiences, information needs and reporting frequency
• Stakeholder mapping assesses influence, interest, impact and engagement actions
• Information radiators display delivery status, risks, priorities and release forecasts
• Product demonstrations structured around acceptance criteria, feedback and decisions
• Escalation messages state tolerance breach, impact, options and required authority

Participants can support Agile team conditions while retaining clear project accountability.

• Servant leadership removes impediments, clarifies purpose and develops team capability
• Self-organising teams operate within agreed boundaries, policies and tolerances
• Psychological safety supports early risk reporting, challenge and learning
• Retrospective facilitation converts observations into owned improvement actions
• Conflict resolution addresses priorities, dependencies, roles and competing stakeholder needs
• Team working agreements define collaboration norms, decisions and communication channels

Participants can apply PRINCE2 Agile controls to supplier-managed and commercial delivery arrangements.

• Agile contracts allocate risk through outcomes, capacity, incentives and governance
• Statement of Work defines products, acceptance, collaboration and commercial boundaries
• Supplier performance measured through delivery evidence, quality and agreed service levels
• Procurement milestones aligned with discovery, release decisions and contractual approvals
• Intellectual property, data protection and security requirements incorporated early
• Commercial change controls distinguish backlog trade-offs from contract variation requests

Participants can design PMO services that strengthen rather than obstruct Agile delivery.

• PMO service catalogue defines assurance, reporting, coaching and portfolio support
• Minimum viable governance establishes essential controls for low-risk delivery work
• Portfolio Kanban visualises demand, prioritisation, capacity and strategic flow
• Cross-project dependency reviews coordinate releases, shared resources and decision dates
• Standard templates maintain consistency while permitting documented tailoring decisions
• Assurance reviews focus on viability, control effectiveness and evidence quality

Participants can align project releases with portfolio priorities and measurable benefits.

• Strategic themes translated into project outcomes, measures and prioritisation criteria
• Benefits maps connect outputs, capabilities, outcomes and organisational value
• Portfolio prioritisation considers strategic fit, value, risk, cost and capacity
• Release roadmaps show dependencies, decision points and expected benefit timing
• Operational readiness plans prepare training, support, process changes and ownership
• Post-project benefit reviews assign measurement responsibilities beyond project closure

Participants can build, review and present a complete PRINCE2 Agile project delivery pack.

• Project initiation pack integrates governance, business case, roles and tailoring decisions
• Prioritised backlog and Product Breakdown Structure define controlled delivery scope
• Release Plan and Stage Plan demonstrate incremental delivery and tolerance control
• Risk, issue, quality and change approaches establish integrated project controls
• PMO dashboard presents progress, flow measures, dependencies and exception triggers
• Sponsor review presentation justifies delivery approach, decisions and next actions