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Reliable Change-Management-Foundation Dumps Questions | Test Change-Management-Foundation King

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

TopicDetails
Topic 1
  • communication methods and channels, and effective messaging for different stakeholder groups.
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
  • 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 4
  • Stakeholder Management: This section covers identifying stakeholders, stakeholder analysis techniques
Topic 5
  • Organizational Culture and Change: This section covers the understanding of organizational culture, the impact of culture on change initiatives, and cultural change.
Topic 6
  • Communication in Change Management: This section covers developing a communication strategy
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
  • Ethics and Change Management: This section covers ethical considerations in change management, managing the human side of change, and organizational and individual needs.

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Updated APMG-International Reliable Change-Management-Foundation Dumps Questions - Change-Management-Foundation Free Download

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APMG-International Change Management Foundation Exam Sample Questions (Q15-Q20):

NEW QUESTION # 15
Which of the key principles, for building and maintaining engagement throughout change, is demonstrated when we are able to talk about anything, maintain trust, and reach a good outcome?

  • A. Connectivity
  • B. Inclusivity
  • C. Dialogue
  • D. Transparency

Answer: C

Explanation:
Comprehensive and Detailed In-Depth Explanation:
The APMG Change Management Foundation identifies four key principles for engagement: Inclusivity, Connectivity, Transparency, and Dialogue. The scenario describes open communication ("talk about anything"), trust, and achieving positive outcomes, which directly aligns with the principle of Dialogue.
Dialogue emphasizes two-way, trust-based communication that fosters understanding and collaboration, enabling stakeholders to discuss concerns openly and work toward solutions. Inclusivity focuses on involving everyone, Connectivity on linking people and ideas, and Transparency on sharing information-none of which fully encapsulate the trust and conversational outcome described here.


NEW QUESTION # 16
Which of the common Agile concepts, behaviours, and techniques comprises fixed periods of time, at the end of which an objective has been met?

  • A. Minimum viable product
  • B. Timeboxes (also known as sprints)
  • C. Focus on frequent delivery
  • D. Full transparency

Answer: B

Explanation:
Comprehensive and Detailed In-Depth Explanation:
In Agile methodology, as covered in the APMG Change Management Foundation, Timeboxes (Option B), also known as sprints in Scrum, are fixed time periods (e.g., 2-4 weeks) during which specific objectives or deliverables are completed. This structured approach ensures focus and progress. Minimum viable product (A) refers to a basic product version, Full transparency (C) to open communication, and Focus on frequent delivery (D) to regular outputs-none inherently involve fixed time periods with completed objectives like Timeboxes.


NEW QUESTION # 17
According to Lewin's Force-field analysis' which action needs to occur if an organization desires to make change more quickly?

  • A. Resisting forces need to be increased
  • B. Driving forces need to be augmented
  • C. Driving forces need to be decreased
  • D. Restraining forces to be increased

Answer: B

Explanation:
Explanation
Lewin's force-field analysis is a tool to identify the driving and restraining forces for a change. Driving forces are those that push for the change, while restraining forces are those that oppose or resist the change. To make change more quickly, driving forces need to be augmented (increased or strengthened) and/or restraining forces need to be reduced or removed. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)


NEW QUESTION # 18
Which statement about Senge's system thinking model is correct?

  • A. Processes in organizations can either support or limit the effectiveness of change
  • B. Change must e driven primary by senior sponsors
  • C. Change can beplanned and implemented using an eight-stage model
  • D. Leadership support is NOT required in the systems thinking model

Answer: A

Explanation:
Explanation
Senge's system thinking model is a holistic approach to understand how different elements in an organization interact and influence each other. Processes are one of the elements that can either support or limit the effectiveness of change, depending on how they are designed and implemented. The other statements are not correct, as they do not reflect Senge's model. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)


NEW QUESTION # 19
Which is a correct description of how Tuckman's five phases of team development work in practice?

  • A. Teams may go backwards or oscillate between the stages
  • B. Once a stage is completed a team never returns to it.
  • C. An equal amount of time is spent in each stage
  • D. Successful teams always stay in the performing stage

Answer: B

Explanation:
Tuckman's five phases of team development are a model that describes how teams evolve and mature over time. The five phases are: forming, storming, norming, performing, and adjourning. In practice, teams may not follow these phases in a linear or sequential way, but may go backwards or oscillate between the stages depending on various factors, such as changes in goals, leadership, membership, or context. Therefore, team leaders and members need to be aware of the current stage of their team and adapt their behaviors and actions accordingly.


NEW QUESTION # 20
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