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

Topic	Details
Topic 1	Stakeholder Management: This section covers identifying stakeholders, stakeholder analysis techniques
Topic 2	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 3	Communication in Change Management: This section covers developing a communication strategy
Topic 4	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 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	Organizational Culture and Change: This section covers the understanding of organizational culture, the impact of culture on change initiatives, and cultural change.
Topic 7	Change Management Planning: This section covers creating a change management plan, integrating change management with project management, and resource allocation for change initiatives.
Topic 8	communication methods and channels, and effective messaging for different stakeholder groups.

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APMG-International Change Management Foundation Exam Sample Questions (Q46-Q51):

NEW QUESTION # 46
Which characteristic can be tracked using Mayfield's stakeholder radar technique?

A. The changes in roles and responsibilities during engagement
B. The interest that a stakeholder has in a change through its life.
C. Change in the stakeholder's engagement needs and domain
D. The power/influence that a stakeholder has in a change throughout its lite

Answer: C

Explanation:
Explanation
Mayfield's stakeholder radar technique is a tool that helps to monitor and manage stakeholders throughout the life cycle of a change initiative. The technique involves plotting stakeholders on a radar chart according to four dimensions: engagement needs(how much attention they require), domain (their area of interest or expertise), impact (how much they are affected by the change), and influence (how much they can affect the change). By tracking these dimensions over time, the technique can help to identify changes in the stakeholder's engagement needs and domain, as well as any potential risks or opportunities for engagement.
References:
* https://apmg-international.com/files/document/change-management-foundation-online-brochure
* https://www.mayfield.consulting/stakeholder-radar/

NEW QUESTION # 47
Which of the following statements about diverse teams are true?
1.Increased creativity and innovation
2.Thorough problem-solving and decision-making

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

Answer: D

Explanation:
Comprehensive and Detailed In-Depth Explanation:
The APMG Change Management Foundation highlights the strengths of diverse teams in change initiatives.
Statement 1 ("Increased creativity and innovation") is true, as diverse perspectives bring fresh ideas and novel solutions. Statement 2 ("Thorough problem-solving and decision-making") is also true, as diversity leads to broader analysis and consideration of multiple angles, enhancing decision quality. These benefits are well- documented in the framework, which notes that while diverse teams may take longer to decide, their outcomes are more robust and innovative-making both statements accurate.

NEW QUESTION # 48
Which delivery strategy makes the idea of 'Minimum Viable Change Practice' particularly useful?

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

Answer: A

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 # 49
Which of the following statements about the change severity assessment 'environment' impact are true?
The amount of other activity happening at the same time as the charge is a factor The common values and behaviors in the organization is a factor.

A. Only 2 is true
B. Only1 is true
C. Both 1 and Z are true
D. Neither 1 or 2 is true

Answer: C

Explanation:
The change severity assessment is a tool to evaluate the impact of a change on different dimensions, such as environment, organization, individuals, and project. The environment dimension considers the external and internal factors that affect the change, such as market conditions, competitors, regulations, culture, values, and behaviors. The amount of other activity happening at the same time as the change and the common values and behaviors in the organization are both factors that belong to the environment dimension.References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%
20Paper%208%20-%20v1.0.pdf (page 11)

NEW QUESTION # 50
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. Incremental milestones
C. Key performance indicators
D. Transition tranches

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 # 51
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RELIABLE CHANGE-MANAGEMENT-FOUNDATION EXAM VOUCHER - VALID CHANGE-MANAGEMENT-FOUNDATION TEST BOOK

Reliable Change-Management-Foundation Exam Voucher - Valid Change-Management-Foundation Test Book