Change-Management-Foundation Learning materials: Change Management Foundation Exam & Change-Management-Foundation Exam Preparation

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

Topic	Details
Topic 1	Leadership and Change: In this section, the preference is given to the role of leadership in change management, change leadership styles, building and maintaining a guiding coalition, etc.
Topic 2	communication methods and channels, and effective messaging for different stakeholder groups.
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	Measuring and Sustaining Change: In this section, the focus is on the key performance indicators for change initiatives, monitoring and evaluating change progress, and strategies for sustaining change.
Topic 5	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 6	Change Management Models and Theories: This section discusses Lewin's 3-Stage Model, Kotter's 8-Step Process, ADKAR Model, and Kübler-Ross Change Curve.
Topic 7	Communication in Change Management: This section covers developing a communication strategy
Topic 8	Stakeholder Management: This section covers identifying stakeholders, stakeholder analysis techniques
Topic 9	Change Management Planning: This section covers creating a change management plan, integrating change management with project management, and resource allocation for change initiatives.

APMG-International Change Management Foundation Exam Sample Questions (Q87-Q92):

NEW QUESTION # 87
Which delivery strategy makes the idea of 'Minimum Viable Change Practice' particularly useful?

A. Big Bang
B. Phased
C. Many small incremental/iterative releases
D. Voluntary Adoption

Answer: C

Explanation:
Comprehensive and Detailed In-Depth Explanation:
Delivery strategies in APMG define how change is implemented, and Minimum Viable Change Practice (MVCP) adapts Agile's MVP to change management. Let's explore exhaustively:
*MVCP Defined: A basic, functional change version tested early, refined iteratively (e.g., a pilot process tweak).
*Option A: Big Bang - All-at-once rollout (e.g., company-wide system switch). MVCP's iterative testing clashes with this-Big Bang commits fully, no refinement. Incorrect.
*Option B: Phased - Staged rollout (e.g., department-by-department). Useful for control, but not iterative- each phase is planned, not experimental. Less ideal.
*Option C: Voluntary Adoption - Opt-in change (e.g., new tool usage). Feedback possible, but lacks structured iteration. Not the best fit.
*Option D: Many small incremental/iterative releases - Correct. Matches MVCP's Agile roots-small, frequent changes (e.g., weekly process updates) allow testing and adjustment, per APMG.
*Why D: Iterative cycles enable MVCP's "launch-learn-improve" approach, unlike Big Bang's finality or Phased's linearity.

NEW QUESTION # 88
Which statement about Senge's system thinking model is correct?

A. Leadership support is NOT required in the systems thinking model
B. Change must e driven primary by senior sponsors
C. Change can beplanned and implemented using an eight-stage model
D. Processes in organizations can either support or limit the effectiveness of change

Answer: D

Explanation:
Explanation
Senge's system thinking model is a holistic approach to understand how different elements in an organization interact and influence each other. Processes are one of the elements that can either support or limit the effectiveness of change, depending on how they are designed and implemented. The other statements are not correct, as they do not reflect Senge's model. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)

NEW QUESTION # 89
When assessing the severity of change impacts during a stakeholder impact assessment, what is meant by the coverage of impact?

A. The probability of unintended consequences affecting a stakeholder group
B. The proportion of a given stakeholder group that are impacted by a change
C. The number of change initiatives affecting a specific stakeholder category
D. The number of change agents required to support the change

Answer: C

Explanation:
When assessing the severity of change impacts during a stakeholder impact assessment, one of the criteria that can be used is the coverage of impact. The coverage of impact refers to the proportion of a given stakeholder group that are impacted by a change. For example, if a change affects 80% of the employees in a department, the coverage of impact is high. The other options are not criteria for assessing the severity of change impacts, but rather factors or outcomes of other processes or activities in the change process

NEW QUESTION # 90
According to Morgan, what metaphor applies to an organization that has structured and tightly-controlled processes?

A. Machines
B. Flux and transformation
C. Political systems
D. Brains

Answer: A

Explanation:
Explanation
According to Morgan, machines is a metaphor that applies to an organization that has structured and tightly-controlled processes. This metaphor views organizations as rational, efficient, and predictable systems that operate according to predefined rules and procedures. This metaphor emphasizes order, stability, hierarchy, and control.
References:
* https://www.mindtools.com/pages/article/newSTR_90.htm
* https://www.researchgate.net/publication/228163085_Images_of_Organization

NEW QUESTION # 91
Which action is a suitable response when resistance to change is shown through sabotage?

A. Ignore the saboteurs and hope that people will NOT be influenced
B. Allocate important change tasks to the saboteurs
C. Ensure saboteurs are excluded from any involvement with the change
D. Accept that deliberate attempts to undermine change are inevitable

Answer: D

Explanation:
Resistance to change is a common reaction that occurs when people perceive a threat or loss from the change.
Resistance can be shown in different ways, such as denial, avoidance, passive-aggressive behavior, or sabotage. Sabotage is a deliberate attempt to undermine or obstruct the change. To deal with sabotage, change leaders should try to understand the reasons behind it and address them constructively. One possible action is to allocate important change tasks to the saboteurs, as this can increase their involvement, ownership, and accountability for the change. The other options are not suitable responses, as they either ignore, isolate, or accept the sabotage, which can worsen the situation and damage the change.References: https://apmg- international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper%2028%
20-%20v1.0.pdf (page 11)

NEW QUESTION # 92
......

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CHANGE-MANAGEMENT-FOUNDATION LEARNING MATERIALS: CHANGE MANAGEMENT FOUNDATION EXAM & CHANGE-MANAGEMENT-FOUNDATION EXAM PREPARATION

Change-Management-Foundation Learning materials: Change Management Foundation Exam & Change-Management-Foundation Exam Preparation