New Change-Management-Foundation Test Format - Change-Management-Foundation Exam Cram Pdf

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

Topic	Details
Topic 1	Communication in Change Management: This section covers developing a communication strategy
Topic 2	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 3	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 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	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 6	communication methods and channels, and effective messaging for different stakeholder groups.
Topic 7	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 8	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.

APMG-International Change Management Foundation Exam Sample Questions (Q20-Q25):

NEW QUESTION # 20
To show the change is on track, Change Managers must define and agree a set of measures that reflect the desired outcomes. What are these often called?

A. Islands of stability
B. Transition tranches
C. Key performance indicators
D. Incremental milestones

Answer: C

Explanation:
Comprehensive and Detailed In-Depth Explanation:
Measuring change progress is a critical responsibility in the APMG Change Management Foundation, ensuring alignment with objectives. The question seeks a term for outcome-focused measures. Let's dive deeply into each option:
*Context: Change Managers need metrics to demonstrate success, not just activity completion. These measures must be defined collaboratively (e.g., with sponsors) and tied to desired outcomes (e.g., improved efficiency, customer satisfaction), providing evidence that the change is delivering value.
*Option A: Islands of Stability - This term, sometimes used in change literature, refers to fixed points (e.g., unchanged processes) providing comfort during upheaval. It's about emotional anchoring, not measurement.
For example, retaining a familiar reporting structure during a tech rollout isn't a metric but a stabilizing factor, making this irrelevant here.
*Option B: Key Performance Indicators (KPIs) - Correct answer. KPIs are quantifiable measures reflecting success against goals, widely used in change management. The APMG framework defines them as tools to track outcomes like sales growth post-training or error rates after a system upgrade. For instance, if a change aims to boost productivity, a KPI might be "average tasks completed per hour." Agreed upon with stakeholders, KPIs show whether the change is on track, making them the standard term in this context.
*Option C: Incremental Milestones - Milestones mark progress (e.g., "training completed by Q2"), but they're time-based checkpoints, not outcome measures. While useful, they don't inherently reflect success (e.g., training might finish but not improve skills), so they're less precise than KPIs for the question's focus.
*Option D: Transition Tranches - This refers to phased delivery segments (e.g., rolling out software by department). It's a strategy, not a measurement tool, and doesn't assess outcomes, ruling it out.
*Deep Reasoning: KPIs bridge outputs (what's done) and outcomes (what's achieved). The APMG emphasizes their role in the Balanced Scorecard or benefits realization, distinguishing them from milestones (process-focused) or tranches (delivery-focused). For example, a KPI like "customer retention rate" directly ties to a change's purpose, unlike a milestone like "system installed."
*Example Application: In a retail change to improve service, KPIs might include "average customer wait time" or "Net Promoter Score," agreed with managers to track progress, proving Option B's fit.

NEW QUESTION # 21
How does change management contribute to benefits?

A. Provides ultimate accountability for the benefits of a change
B. Produces all of the outcomes required to deliver benefits
C. Encourages users to make the best use of the new situation
D. Ensures dis-benefits are avoided

Answer: C

Explanation:
Comprehensive and Detailed In-Depth Explanation:
Change management's role in benefits realization is a critical theme in the APMG Change Management Foundation, focusing on enabling people to adopt and optimize change. Let's explore each option in depth:
*Option A: "Encourages users to make the best use of the new situation" - This is correct. Change management ensures benefits by preparing, supporting, and motivating people to embrace and maximize the change. For example, training staff on a new CRM system ensures they use its features effectively, driving benefits like increased sales. The framework defines this as change management's primary contribution:
aligning human behavior with intended outcomes.
*Option B: "Ensures dis-benefits are avoided" - While change management mitigates risks (e.g., resistance), avoiding dis-benefits entirely is not its core focus or guarantee. This is more a project management responsibility, making this incorrect.
*Option C: "Provides ultimate accountability for the benefits of a change" - Accountability lies with sponsors or business owners, not change management, which supports rather than owns benefits realization. This is false per the APMG roles delineation.
*Option D: "Produces all of the outcomes required to deliver benefits" - Change management influences adoption but doesn't produce all outcomes (e.g., technical delivery), which involves other disciplines. This overstates its scope.
Option A aligns with the APMG emphasis on adoption and utilization as the bridge between change delivery and benefits, making it the most accurate answer.

NEW QUESTION # 22
Which of the following statements about the 'change curve' are true?
1.The 'change curve' describes a normal human reaction to change
2.The 'change curve' only applies to changes that are perceived as negative

A. Neither 1 nor 2 is true
B. Only 2 is true
C. Both 1 and 2 are true
D. Only 1 is true

Answer: D

Explanation:
Comprehensive and Detailed In-Depth Explanation:
The Change Curve (Kubler-Ross) in APMG outlines emotional stages (e.g., denial, acceptance). Statement 1 is true-it's a normal reaction. Statement 2 is false-it applies to all significant changes (e.g., a promotion), not just negative ones. Thus, A.

NEW QUESTION # 23
Which workplace provision addresses Maslow's social needs?

A. Team-building exercises
B. Career development opportunities
C. Generous pensions
D. Job security

Answer: A

Explanation:
Explanation
Maslow's hierarchy of needs is a theory that explains how people are motivated by different levels of needs.
The theory proposes five levels of needs: physiological, safety, social, esteem, and self-actualization. Social needs are the third level of needs, which refer to the need for belonging, love, and friendship. Team-building exercises are a type of workplace provision that addresses Maslow's social needs, as they help to create a sense of community, trust, and cooperation among employees. The other options are workplace provisions that address other levels of needs, such as physiological (generous pensions), safety (job security), or esteem (career development opportunities)

NEW QUESTION # 24
Which of the following statement about communication approaches that encourage engagement during change are true?
It is helpful to delay communication until all the information is avoiding the risk of misleading people with insufficient data.
An external communications agency should be asked to relay messages when dealing with a difficult change.

A. Both 1 and 2 are true
B. Only 1 is true
C. Only 2 is the true
D. Neither 1 or 2 is true

Answer: B

Explanation:
Communication approaches that encourage engagement during change should be timely, transparent, honest, consistent, and two-way. It is not helpful to delay communication until all the information is available, as this can create uncertainty and anxiety among stakeholders. It is also not advisable to use an external communications agency to relay messages when dealing with a difficult change, as this can undermine trust and credibility of the change leaders.References: https://apmg-international.com/sites/default/files/Change%
20Management%20Foundation%20Sample%20Paper%201%20-%20v1.0.pdf (page 11)

NEW QUESTION # 25
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NEW CHANGE-MANAGEMENT-FOUNDATION TEST FORMAT - CHANGE-MANAGEMENT-FOUNDATION EXAM CRAM PDF

New Change-Management-Foundation Test Format - Change-Management-Foundation Exam Cram Pdf