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

Topic
Details

Topic 1

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

Topic 2

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

Topic 3

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

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

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

Topic 6

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

Topic 7

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 8

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

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APMG-International Change Management Foundation Exam Sample Questions (Q95-Q100):

NEW QUESTION # 95
How does change management contribute to benefits?

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

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 # 96
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 # 97
Which of the following statements about diverse teams are true?
1.Quicker to make decisions than teams of 'similars'
2.Members understand each other immediately

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

Answer: C

Explanation:
Comprehensive and Detailed In-Depth Explanation:
The APMG Change Management Foundation materials discuss diverse teams in the context of team dynamics and effectiveness. Statement 1 ("Quicker to make decisions than teams of 'similars'") is false because diverse teams, while often more creative and thorough, typically take longer to reach decisions due to differing perspectives requiring reconciliation. Statement 2 ("Members understand each other immediately") is also false, as diversity in backgrounds, experiences, and viewpoints often leads to initial misunderstandings that require time and effort to overcome. Diverse teams excel in innovation and problem-solving but not in speed or instant mutual understanding, making neither statement true.

NEW QUESTION # 98
Which is an engagement level of Mayfield's stakeholder radar technique?

A. Ideal
B. Must have
C. Vital
D. Required

Answer: C

Explanation:
Mayfield's stakeholder radar technique identifies four levels of engagement for stakeholders: required, desired, actual, and planned. The required level of engagement is the minimum level that is necessary for the stakeholder to support the change or at least not resist it.References: https://apmg-international.com/sites
/default/files/Change%20Management%20Foundation%20Sample%20Paper%202%20-%20v1.0.pdf (page
11)

NEW QUESTION # 99
Which is the BEST example of a disadvantage to an organization of making or marketing an external appointment to a change learn?

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

Answer: C

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 # 100
......

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Sean Brown Sean Brown

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