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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

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

Topic 3

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

Topic 4

Stakeholder Management: This section covers identifying stakeholders, stakeholder analysis techniques

Topic 5

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

Topic 6

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 7

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

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APMG-International Change Management Foundation Exam Sample Questions (Q35-Q40):

NEW QUESTION # 35
According to Tuckman, in what stage of the team development model can everyone move on to new things, feeling good about what has been achieved?

A. Adjourning
B. Performing
C. Forming
D. Storming

Answer: A

Explanation:
Comprehensive and Detailed In-Depth Explanation:
Bruce Tuckman's Team Development Model, as detailed in the APMG Change Management Foundation, includes five stages: Forming, Storming, Norming, Performing, and Adjourning (originally four, with Adjourning added later). Let's explore each stage and the question's focus on moving on with positive closure:
*Forming: The team assembles, focusing on orientation and relationship-building. Achievements are minimal, and there's no sense of closure yet.
*Storming: Conflict and competition emerge as members assert roles. This stage is about resolving tensions, not completing tasks or moving on.
*Performing: The team works effectively toward goals, achieving results. While successful, the focus is on ongoing performance, not disbanding or reflecting on completion.
*Adjourning: The team disbands after achieving its purpose, reflecting on accomplishments and transitioning to new endeavors. This stage, also called Mourning, involves closure, celebration, and a positive sense of moving forward-exactly what the question describes.
For example, a project team completing a software rollout might celebrate their success in Adjourning, feeling good about deliverables before starting new projects. The APMG framework notes Adjourning as the stage where teams wrap up, often with pride and readiness for what's next, making Option D the clear answer.

NEW QUESTION # 36
Which MNTI preference is characterized by being spontaneous and disliking detailed plans?

A. Intuition
B. Feeling
C. Perceiving
D. Introvert

Answer: C

Explanation:
According to the Myers-Briggs Type Indicator (MBTI), perceiving is one of the four preference pairs that describe how people interact with the world and make decisions. Perceiving refers to preferring to keep options open, being spontaneous, and disliking detailed plans. The other options are not preferences, but dimensions of preferences. Intuition and feeling are opposite to sensing and thinking, respectively, while introvert is opposite to extrovert.References: https://apmg-international.com/sites/default/files/Change%
20Management%20Foundation%20Sample%20Paper%2011%20-%20v1.0.pdf (page 11)

NEW QUESTION # 37
Which is an effect in an organization if the psychological contract between an organization and its staff is broken?

A. Staff will be more willing to help achieve the outcomes of change
B. Additional change agents will be need to be appointed
C. The likelihood of achieving performance targets reduces.
D. There will be no effect if senior managers maintain discipline

Answer: A

Explanation:
The psychological contract is the unwritten and implicit agreement between an organization and its employees, which defines their mutual expectations and obligations. The psychological contract can be broken when either party fails to fulfill their promises or obligations, such as changing the terms and conditions of employment, reducing the benefits or rewards, or violating the trust or respect. When the psychological contract is broken, it can have negative effects on the organization, such as lower employee engagement, commitment, and loyalty; higher turnover, absenteeism, and grievances; and lower productivity, quality, and innovation. Therefore, one of the effects of breaking the psychological contract is that the likelihood of achieving performance targets reduces. The other options are not effects of breaking the psychological contract, but rather causes or consequences of other factors.

NEW QUESTION # 38
When change takes a long time to embed, which is the MOST likely stakeholder response that may affect its momentum?

A. Redefine the changes to suite then better
B. Complain to senior management that change is being badly managed
C. Change work priorities to devote more time to change
D. Withdraw attraction and focus on day to day tasks

Answer: D

Explanation:
Explanation
When change takes a long time to embed, stakeholders may lose interest, enthusiasm, or commitment to the change. They may withdraw attention and focus on day to day tasks, as they feel that the change is not relevant, urgent, or beneficial for them. This may affect the momentum and success of the change. Therefore, option B is the most likely stakeholder response that may occur in this situation. The other options are less likely, as they either imply more involvement, effort, or feedback from the stakeholders. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)

NEW QUESTION # 39
Which is a desired characteristic of a vision statement for a change?

A. Sets out several promises that may be hard to measure
B. Lists all the activities needed to achieve the changes
C. Explains the future organization structure in detail
D. It is veritable so its achievement can be confirmed

Answer: D

Explanation:
Explanation
A vision statement for a change is a concise and compelling description of the desired future state that the change aims to achieve. A vision statement should have several characteristics, such as being clear, inspiring, realistic, and verifiable. Being verifiable means that the vision statement can be measured and confirmed when it is achieved. The other options are not desired characteristics of a vision statement, as they are either too detailed, vague, or irrelevant. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)

NEW QUESTION # 40
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