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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	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 Lewin's 3-Stage Model, Kotter's 8-Step Process, ADKAR Model, and Kübler-Ross Change Curve.
Topic 4	Communication in Change Management: This section covers developing a communication strategy
Topic 5	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 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	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 8	Change Management Planning: This section covers creating a change management plan, integrating change management with project management, and resource allocation for change initiatives.

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APMG-International Change Management Foundation Exam Sample Questions (Q53-Q58):

NEW QUESTION # 53
Which is a description of the role of Line Management in the change process?

A. Provides financial resources to support specific change tasks
B. Ensure senior managers are committed to the changes
C. Develops communications networks across the organization
D. Tests thinking and advises on effective delivery of change

Answer: D

Explanation:
According to the Change Management Institute's Change Management Roles Model, there are four main roles in change: Idea-Generator, Sponsor, Change Agent, and Target. Line Management is a sub-role of Change Agent, which is the role that promotes an idea to potential Sponsors and implements the change once it is approved. Line Management tests thinking and advises on effective delivery of change, as well as supports and coaches staff through the change. The other options are not descriptions of the role of Line Management, but rather of other roles or activities in the change process.References: https://apmg- international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper%2021%
20-%20v1.0.pdf (page 11)

NEW QUESTION # 54
When building a change delivery scorecard, which of the different views on value are achieved through a measurable increase in sales?

A. Internal
B. Customer
C. Financial
D. Learning & Growth

Answer: C

Explanation:
Comprehensive and Detailed In-Depth Explanation:
The change delivery scorecard is often based on the Balanced Scorecard framework (developed by Kaplan and Norton), which is widely referenced in change management to measure the success ofchange initiatives across multiple perspectives. The APMG Change Management Foundation materials emphasize that the scorecard evaluates value from four key views: Financial, Customer, Internal (Processes), and Learning & Growth. A measurable increase in sales directly relates to revenue and profitability, which are core indicators of financial performance. This aligns with the Financial perspective, as it focuses on tangible monetary outcomes that demonstrate the economic success of the change. The Customer perspective focuses on satisfaction and loyalty, Internal on process efficiency, and Learning & Growth on capability development- none of which directly measure sales increases.

NEW QUESTION # 55
Which MBTI preference would bring a rational approach to selecting an outcome?

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

Answer: A

Explanation:
According to the Myers-Briggs Type Indicator (MBTI), thinking is one of the four preference pairs that describe how people interact with the world and make decisions. Thinking refers to preferring to use logic, analysis, and objective criteria to select an outcome. The other options are not preferences, but dimensions of preferences. Introvert and perceiving are opposite to extrovert and judging, respectively, while feeling is opposite to thinking.References: https://apmg-international.com/sites/default/files/Change%20Management%
20Foundation%20Sample%20Paper%2019%20-%20v1.0.pdf (page 11)

NEW QUESTION # 56
According to Glaser and Glaser, which element of team effectives enables team members to help each other address challenges?

A. Team operating processes
B. Team mission, planning and goal setting.
C. Team inter-personal relationships
D. Team roles

Answer: C

Explanation:
Explanation
According to Glaser and Glaser, team effectiveness is influenced by four elements: team mission, planning and goal setting; team roles; team operating processes; and team inter-personal relationships. Team inter-personal relationships refer to the quality of communication, trust, respect, and collaboration among team members.
This element enables team members to help each other address challenges, as well as share feedback, ideas, and emotions. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)

NEW QUESTION # 57
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. Storming
B. Performing
C. Adjourning
D. Forming

Answer: C

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 # 58
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