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

Topic
Details

Topic 1

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

Topic 2

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

Topic 3

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 4

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

Topic 5

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.

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

NEW QUESTION # 25
To show the change is on track, Change Managers must define and agree a set of measures that reflect the desired outcomes. What are these often called?

A. Islands of stability
B. Transition tranches
C. Key performance indicators
D. Incremental milestones

Answer: C

Explanation:
Comprehensive and Detailed In-Depth Explanation:
Measuring change progress is a critical responsibility in the APMG Change Management Foundation, ensuring alignment with objectives. The question seeks a term for outcome-focused measures. Let's dive deeply into each option:
*Context: Change Managers need metrics to demonstrate success, not just activity completion. These measures must be defined collaboratively (e.g., with sponsors) and tied to desired outcomes (e.g., improved efficiency, customer satisfaction), providing evidence that the change is delivering value.
*Option A: Islands of Stability - This term, sometimes used in change literature, refers to fixed points (e.g., unchanged processes) providing comfort during upheaval. It's about emotional anchoring, not measurement.
For example, retaining a familiar reporting structure during a tech rollout isn't a metric but a stabilizing factor, making this irrelevant here.
*Option B: Key Performance Indicators (KPIs) - Correct answer. KPIs are quantifiable measures reflecting success against goals, widely used in change management. The APMG framework defines them as tools to track outcomes like sales growth post-training or error rates after a system upgrade. For instance, if a change aims to boost productivity, a KPI might be "average tasks completed per hour." Agreed upon with stakeholders, KPIs show whether the change is on track, making them the standard term in this context.
*Option C: Incremental Milestones - Milestones mark progress (e.g., "training completed by Q2"), but they're time-based checkpoints, not outcome measures. While useful, they don't inherently reflect success (e.g., training might finish but not improve skills), so they're less precise than KPIs for the question's focus.
*Option D: Transition Tranches - This refers to phased delivery segments (e.g., rolling out software by department). It's a strategy, not a measurement tool, and doesn't assess outcomes, ruling it out.
*Deep Reasoning: KPIs bridge outputs (what's done) and outcomes (what's achieved). The APMG emphasizes their role in the Balanced Scorecard or benefits realization, distinguishing them from milestones (process-focused) or tranches (delivery-focused). For example, a KPI like "customer retention rate" directly ties to a change's purpose, unlike a milestone like "system installed."
*Example Application: In a retail change to improve service, KPIs might include "average customer wait time" or "Net Promoter Score," agreed with managers to track progress, proving Option B's fit.

NEW QUESTION # 26
According to Tiompenaars and harronden-Turner, which example is a level three basic assumption' expression of culture?

A. The required behaviors are set out in theemployee'sguide
B. Senior management grades are entitled to 'executive' chairs
C. Meeting customer need is more important than profit
D. The team motto is 'to deliver excellent service'

Answer: C

Explanation:
Explanation
According to Trompenaars and Hampden-Turner, culture can be expressed at three levels: artifacts, values, and basic assumptions. Artifacts are the visible and tangible manifestations of culture, such as symbols, rituals, and heroes. Values are the shared beliefs and preferences that guide behavior and decision making. Basic assumptions are the unconscious and taken-for-granted beliefs that underlie values and artifacts. Meeting customer need is more important than profit is an example of a basic assumption, as it reflects a deep-rooted belief that influences the values and artifacts of the organization. The other options are examples of artifacts or values, not basic assumptions. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)

NEW QUESTION # 27
According to Morgan, what metaphor describes an organization where formal management of change is impossible?

A. Political systems
B. Flux and transformation
C. Machines
D. Brains

Answer: B

Explanation:
Explanation
According to Morgan, flux and transformation is a metaphor that describes an organization where formal management of change is impossible because the organization is constantly changing and evolving in response to its environment. This metaphor views organizations as complex adaptive systems that are self-organizing, emergent, and nonlinear.
References:
* https://www.mindtools.com/pages/article/newSTR_90.htm
* https://www.researchgate.net/publication/228163085_Images_of_Organization

NEW QUESTION # 28
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. Productivity dip
D. Reputational

Answer: C

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 # 29
According to Honey and Munford, which learning style would team BEST through watching a video showing a new being undertaken in the work environment?

A. Theorist
B. Refector
C. Activist
D. Progmalist

Answer: D

Explanation:
Reflectors are people who prefer to learn by observing and thinking about their experiences. They enjoy taking time to consider new information and ideas and tend to be thoughtful and analytical. Watching a video showing a new being undertaken in the work environment would suit their learning style as they can observe how others do it and reflect on the implications and outcomes.

NEW QUESTION # 30
......

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