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Dumps Change-Management-Foundation Reviews | Practice Change-Management-Foundation Tests

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APMG-International Change-Management-Foundation Exam Syllabus Topics:

TopicDetails
Topic 1
  • Stakeholder Management: This section covers identifying stakeholders, stakeholder analysis techniques
Topic 2
  • Engaging and communicating with stakeholders, change Impact and Readiness, conducting change impact assessments, assessing organizational readiness for change, and identifying and managing resistance to change.
Topic 3
  • Introduction to Change Management: This section covers the definition and importance of change management, types of organizational change, and the role of change managers.
Topic 4
  • Ethics and Change Management: This section covers ethical considerations in change management, managing the human side of change, and organizational and individual needs.
Topic 5
  • Communication in Change Management: This section covers developing a communication strategy

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APMG-International Change Management Foundation Exam Sample Questions (Q38-Q43):

NEW QUESTION # 38
What is the First step of Kotter's eight-step model for planning and leading organizational change?

  • A. Communicating the change vision
  • B. Establishing a sense of urgency
  • C. Empowering employees for broad-based action
  • D. Generating short term wins

Answer: B

Explanation:
Explanation
Kotter's model for planning and leading organizational change is an eight-step model that describes how to initiate and sustain a successful change. The eight steps are:
* Establishing a sense of urgency
* Creating the guiding coalition
* Developing a vision and strategy
* Communicating the change vision
* Empowering employees for broad-based action
* Generating short-term wins
* Consolidating gains and producing more change
* Anchoring new approaches in the culture
Therefore, the first step of Kotter's model is establishing a sense of urgency.


NEW QUESTION # 39
What step in Kotter's model for planning and leading organizational change focuses on setting up the leadership team to drive the change?

  • A. Communicating the change vision
  • B. Creating the guiding coalition
  • C. Generating short-term wins
  • D. Empowering employees for broad-based action

Answer: B

Explanation:
Explanation
Kotter's model for planning and leading organizational change is an eight-step model that describes how to initiate and sustain a successful change. The eight steps are:
* Establishing a sense of urgency
* Creating the guiding coalition
* Developing a vision and strategy
* Communicating the change vision
* Empowering employees for broad-based action
* Generating short-term wins
* Consolidating gains and producing more change
* Anchoring new approaches in the culture
Therefore, the step that focuses on setting up the leadership team to drive the change is creating the guiding coalition. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)


NEW QUESTION # 40
Both numerical and subjective methods can build a picture of how effective your change interventions are.
Which type of measure can help us to understand why, how, or what happened behind certain behaviours?

  • A. Qualitative
  • B. Lagging
  • C. Leading
  • D. Quantitative

Answer: A

Explanation:
Comprehensive and Detailed In-Depth Explanation:
Qualitative measures (e.g., interviews) in APMG explore "why" behind behaviors (e.g., resistance reasons), unlike quantitative (numbers), leading (predictive), or lagging (past results).


NEW QUESTION # 41
Which of the common Agile concepts, behaviours, and techniques delivers a version of a product with just enough features to be usable by early customers who can then provide feedback for future product development?

  • A. Minimum viable product
  • B. Empowerment
  • C. Full transparency
  • D. Self-organised teams

Answer: A

Explanation:
Comprehensive and Detailed In-Depth Explanation:
Agile methodologies are deeply embedded in the APMG Change Management Foundation as a framework for iterative, adaptive change. The question focuses on a specific Agile concept tied to product delivery and feedback loops. Let's explore this in exhaustive detail:
*Understanding the Concept: The phrase "just enough features to be usable by early customers who can then provide feedback" is a textbook definition of the Minimum Viable Product (MVP), a term popularized by Eric Ries in Lean Startup and widely adopted in Agile practices like Scrum. MVP is about releasing a basic version of a product to test assumptions, gather user insights, and refine iteratively-crucial for managing change in uncertain environments.
*Option A: Minimum Viable Product (MVP) - This is the correct answer. In Agile, MVP minimizes initial investment while maximizing learning. For example, a company launching a new app might release a version with core functionality (e.g., login and one key feature) to early adopters, using their feedback to prioritize updates. The APMG framework highlights MVP as a technique to deliver value quickly and adapt based on real-world input, aligning perfectly with the question. It's not about perfection but viability, ensuring early engagement and continuous improvement, which are hallmarks of Agile change management.
*Option B: Full Transparency - This refers to open communication within Agile teams (e.g., daily stand-ups or visible task boards). While transparency builds trust and supports feedback, it's a behaviour, not a delivery mechanism for a product. It doesn't directly produce a usable version, so it's unrelated to the question's focus.
For instance, transparency might reveal progress but doesn't define what's delivered.
*Option C: Self-Organised Teams - This Agile principle empowers teams to manage their work without micromanagement. It's a structural concept enhancing efficiency (e.g., a team deciding how to build a feature), but it doesn't specify what's delivered or its usability by customers. It supports MVP creation indirectly but isn't the delivery technique itself.
*Option D: Empowerment - Closely tied to self-organised teams, empowerment gives individuals autonomy (e.g., a developer choosing a coding approach). It's a motivational factor, not a product-focused technique, and lacks the specificity of delivering a usable version for feedback.
*Why A is Correct: The APMG materials position MVP as a practical tool in Agile change, contrasting it with traditional "big bang" approaches. Imagine a retailer testing a new online checkout process: an MVP might include basic payment functionality, launched to a small group, with feedback shaping subsequent features like saved carts. This iterative cycle reduces risk and aligns with Agile's emphasis on customer-centric evolution, making Option A the precise match.
*Alternative Perspectives: One might argue Full Transparency aids feedback, but it's a means, not the end product. MVP's uniqueness lies in its tangible output, directly addressing the question's criteria.


NEW QUESTION # 42
Which management approach is recommended to help people through the 'endings' phase of Bridges model of human transition?

  • A. Encourage people to turn their backs on the past
  • B. Look for quick successes to announce
  • C. Be clear about the scope of the change
  • D. Concentrate on the emotional content of issues

Answer: D

Explanation:
Bridges model of human transition is a framework that describes how people experience and cope with change. The model consists of three phases: endings, neutral zone, and new beginnings. The endings phase is when people have to let go of the old situation and deal with the loss and uncertainty that comes with change.
The recommended management approach to help people through this phase is to concentrate on the emotional content of issues, that is, to acknowledge and address the feelings and reactions that people have, such as anger, denial, or sadness. This can help people to accept the change and move on to the next phase.


NEW QUESTION # 43
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