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Change-Management-Foundation Training Questions | Sample Change-Management-Foundation Exam

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

Topic
Details

Topic 1

Introduction to Change Management: ThiLewin's 3-Stage Model, Kotter's 8-Step Process, ADKAR Model, s section covers the definition and importance of change management, types of organizational change, and the role of change managers.

Topic 2

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 3

Change Management Models and Theories: This section discusses and Kübler-Ross Change Curve.

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

communication methods and channels, and effective messaging for different stakeholder groups.

Topic 6

Change Management Planning: This section covers creating a change management plan, integrating change management with project management, and resource allocation for change initiatives.

Topic 7

Ethics and Change Management: This section covers ethical considerations in change management, managing the human side of change, and organizational and individual needs.

Topic 8

Organizational Culture and Change: This section covers the understanding of organizational culture, the impact of culture on change initiatives, and cultural change.

Topic 9

Communication in Change Management: This section covers developing a communication strategy

Topic 10

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.

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APMG-International Change Management Foundation Exam Sample Questions (Q25-Q30):

NEW QUESTION # 25
Why do Line Leaders make effective Change Agents?

A. As leaders they are unaffected by the change
B. They have local decision-making authority
C. They have the time to dedicate to the change
D. They can support and influence local staff

Answer: D

Explanation:
Comprehensive and Detailed In-Depth Explanation:
Line Leaders are pivotal in change management, as per the APMG Change Management Foundation, due to their proximity to frontline staff. Option C ("They can support and influence local staff") is correct because their role enables them to provide direct support, address concerns, and model change behaviors, influencing their teams effectively. Option A overstates their authority, Option B is false as they are affected by change, and Option D is unrealistic given their operational duties. Their effectiveness lies in their local influence and support capacity.

NEW QUESTION # 26
Which item is one of Mayfield's seven principles of stakeholder engagement?

A. Identification is a continuous practice -new stakeholders emerge during a change old ones can fade away
B. Continually look at the big picture and the long term to make sure the change sticks
C. Different levels of engagement are required depending on where people are along the change journey
D. Poorly facilitated meetings on NOT achieve their outcomes and waste people's time

Answer: A

Explanation:
Mayfield's seven principles of stakeholder engagement are:
* Engagement is a two-way process
* Identification is a continuous practice -new stakeholders emerge during a change old ones can fade away
* Different levels of engagement are required depending on where people are along the change journey
* Engagement requires empathy -understanding what matters most to stakeholders
* Engagement requires authenticity -being honest about what can be influenced
* Engagement requires creativity -finding ways to involve stakeholders in meaningful ways
* Engagement requires courage -being prepared to have difficult conversations Therefore, option B is one of Mayfield's seven principles of stakeholder engagement.References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%
20Paper%2020%20-%20v1.0.pdf (page 11)

NEW QUESTION # 27
Which of the following statements about stakeholder identification are true?
Stakeholder identification is based on the anticipated impact of change Stakeholder identification begins with stakeholder mapping

A. Only 2 is true
B. Neither 1 nor 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 APMG Change Management Foundation emphasizes a systematic approach to stakeholder identification.
Statement 1 ("Stakeholder identification is based on the anticipated impact of change") is true, as stakeholders are identified by assessing who will be affected by or can influence the change. Statement 2 ("Stakeholder identification begins with stakeholder mapping") is false because identification precedes mapping; stakeholders must first be identified before their relationships and influence can be mapped. Thus, only Statement 1 is correct.

NEW QUESTION # 28
Which is the BEST example of a disadvantage to an organization of making or marketing an external appointment to a change learn?

A. An increased risk that people will feel change is being imposed
B. They may not devote oftheir time to the change
C. Too much knowledge of how things work and terminology used
D. Lack of an emotional connection to how things work now.

Answer: A

Explanation:
Explanation
Making or marketing an external appointment to a change team is a decision that can have advantages and disadvantages for an organization. One possible disadvantage is that it can increase the risk that people will feel change is being imposed by outsiders who do not understand or care about their situation or needs. This can lead to resentment, resistance, or distrust among the staff or stakeholders affected by the change.
Therefore, option A is the best example of a disadvantage of making or marketing an external appointment to a change team. The other options are not disadvantages, as they either imply advantages or are not related to making or marketing an external appointment. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)

NEW QUESTION # 29
When assessing the impact and severity of options on how to handle change, not all costs are financial. What type of cost is reflected in the downtime experienced while staff are trained to use a new process or system?

A. Opportunity
B. Safety & Wellbeing
C. Reputational
D. Productivity dip

Answer: D

Explanation:
Comprehensive and Detailed In-Depth Explanation:
The APMG Change Management Foundation recognizes that change impacts extend beyond financial costs, including non-monetary factors. A "productivity dip" (Option A) refers to the temporary reduction in output or efficiency during a transition, such as when staff are trained on new systems, directly matching the scenario described. Safety & Wellbeing (B) relates to health risks, Reputational (C) to publicperception, and Opportunity (D) to missed alternatives-none of which describe training downtime as precisely as a productivity dip, a common metric in change impact assessments.

NEW QUESTION # 30
......

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