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While tailoring PRINCE2 to work in an agile context, a PRINCE2 project manager and the project board will need to monitor definite behaviours from the project management team and the delivery teams. These behaviours are required to function effortlessly for Agile to operate in the most operative way. They are:

  • Transparency
  • Collaboration
  • Rich communication
  • Self‐organisation
  • Exploration


The more information which is out in the open, the better this is for the working in an agile way. It aids speed, clarity and engagement, even if the news is not so good. Vital to understanding this behaviour is to realise that there is more to transparency than just visibility. The most significant elements of this principle come in the form of the collective agile values of honesty, trust, integrity and respect. This openness is a vital ingredient for an agile way of working.


A motivated and respectful team is better than the sum of its parts if people work together and provide cover for one another. More can be attained this way than working in silos.

Collaboration is not just internal to the team: it involves external collaboration with all stakeholders, especially the customer. Completely engaging with customers and working with them instead of working for them, will create shared understanding and possession of goals and outputs.

An instance of collaboration could be where a team is falling behind with work because of one person having difficulties with a technical problem. One person on the team is ahead of schedule on their own work, so they stop to help the colleague. The same thing occurred in the preceding sprint, though the roles on that occasion were reversed.

Rich communication

People should make use of the most effective channel to communicate always. Using faceto‐ face and/or visualisation are numerous times faster and more effective than words on their own. 

A rich communication environment should be created, permitting information to pass freely in a culture of commitment and trust. There is still a necessity for documentation, but by using other more effective channels, it can be replaced or complemented and greatly reduced.


The people closest to the work will generally know best how to get the job done. Hence people should be trusted to do it. If they create a plan, at that time they own it and buy into it; it is far more probable to happen if they do. Self‐organising creates mutual respect. A project manager can leave a team manager to focus on product delivery, thereby making the team manager feel trusted. This principle extends far beyond the work. It includes the way the team works and the way team members behave towards one another.

Although the project board is ultimately accountable for the direction of the project as a whole, the more a team is empowered at the delivery level, the more likely it is to perform well when working in an agile context and achieve the outcomes and goals of that direction.


Projects are challenging, and in order to create ‘the right thing’ you should be able to work out what ‘the right thing’ is! Frequent iteration and quick feedback loops in any form provide an opportunity to learn. Learning helps to improve the products. Though, feedback will not just happen; it should be sought out collaboratively – perhaps via experiments and spikes, with people such as the customer, customer representatives, other team members or stakeholders