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Change-Management-Foundation Demotesten - Change-Management-Foundation Testfagen

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APMG-International Change-Management-Foundation Prüfungsplan:

Thema
Einzelheiten

Thema 1

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

Thema 2

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

Thema 3

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.

Thema 4

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

Thema 5

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.

Thema 6

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

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APMG-International Change Management Foundation Exam Change-Management-Foundation Prüfungsfragen mit Lösungen (Q33-Q38):

33. Frage
What is defined as "The means by which an organization increases involvement of its employees and other stakeholders with organizational change"?

A. Change Agent
B. Line Leader
C. Sponsor
D. Engagement

Antwort: D

Begründung:
Comprehensive and Detailed In-Depth Explanation:
The definition provided in the question matches the APMG Change Management Foundation's description of Engagement, which is the process of involving employees and stakeholders in change initiatives to build commitment and ownership. Engagement is a deliberate strategy to enhance participation and support, distinguishing it from roles like Change Agent (an individual facilitating change), Sponsor (a senior leader championing change), or Line Leader (a manager implementing change locally). The focus on "increasing involvement" aligns directly with Engagement as a foundational concept in stakeholder management.

34. Frage
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

Antwort: A

Begründung:
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.

35. Frage
Which should always be the first step in the Continuous Change Management Cycle?

A. Discovery
B. Action
C. Ideas
D. Prioritization

Antwort: A

Begründung:
Comprehensive and Detailed In-Depth Explanation:
The Continuous Change Management Cycle in the APMG Change Management Foundation is an iterative process for managing ongoing change, typically comprising Discovery, Ideas, Prioritization, and Action. Let's examine why Discovery is the starting point:
*Discovery: This initial step involves assessing the current state, identifying needs, and gathering insights (e.
g., stakeholder feedback, performance gaps). It's foundational because understanding the context drives subsequent steps. For example, a company noticing low employee morale might discover through surveys that a lack of communication is the root cause, setting the stage for ideas.
*Ideas: Generating solutions follows Discovery, as ideas must address identified issues. Starting here without context risks misaligned proposals.
*Prioritization: Ranking options comes after ideas are developed, requiring a basis from Discovery to evaluate relevance.
*Action: Implementing changes is the final step, relying on prior stages for direction and feasibility.
The APMG framework positions Discovery as the logical first step to ensure change efforts are informed and purposeful, avoiding reactive or uninformed actions. Option C is thus correct, reflecting the cycle's emphasis on evidence-based beginnings.

36. Frage
Which action, taken as part of the four-step emergent change process, addresses the current consequences of the change not yet being a reality?

A. Create a vision statement that captures the desired future state
B. Capture what people are experiencing in the present state
C. Develop a route-map for implementing the required changes
D. Identify what people are experiencing once the chances are complete

Antwort: C

Begründung:
The four-step emergent change process is a tool to facilitate change that emerges from within an organization, rather than being imposed from outside. The four steps are:
* Capture what people are experiencing in the present state
* Identify what people are experiencing once the changes are complete
* Create a vision statement that captures the desired future state
* Develop a route-map for implementing the required changes
Therefore, the action that addresses the current consequences of the change not yet being a reality is to capture what people are experiencing in the present state.References: https://apmg-international.com/sites
/default/files/Change%20Management%20Foundation%20Sample%20Paper%2022%20-%20v1.0.pdf (page
11)

37. Frage
Why do Line Leaders make effective Change Agents?

A. They can support and influence local staff
B. They have local decision-making authority
C. They have the time to dedicate to the change
D. As leaders they are unaffected by the change

Antwort: A

Begründung:
Comprehensive and Detailed In-Depth Explanation:
Line Leaders are pivotal in change management, as per the APMG Change Management Foundation, due to their proximity to frontline staff. Option C ("They can support and influence local staff") is correct because their role enables them to provide direct support, address concerns, and model change behaviors, influencing their teams effectively. Option A overstates their authority, Option B is false as they are affected by change, and Option D is unrealistic given their operational duties. Their effectiveness lies in their local influence and support capacity.

38. Frage
......

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