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APMG-International Change Management Foundation Exam Change-Management-Foundation Prüfungsfragen mit Lösungen (Q18-Q23):

18. Frage
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'

Antwort: C

Begründung:
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)

19. Frage
Which approach is recommended for helping people through the 'change curve'?

A. Assume that everyone will eventually move on in time to deal with the change
B. Actively involve line managers in listening and providing support
C. Recognize negative emotions as a sign that the change is being managed badly
D. Advise people not to discuss their problems with colleagues

Antwort: B

Begründung:
Comprehensive and Detailed In-Depth Explanation:
The 'change curve' (based on Kubler-Ross's model) describes emotional stages individuals experience during change: shock, denial, frustration, depression, experiment, decision, and integration. The APMG Change Management Foundation stresses proactive support to guide people through these stages effectively. Option A ("Actively involve line managers in listening and providing support") is recommended because line managers are well-positioned to offer personalized support, listen to concerns, and help staff navigate emotions-key to moving through the curve. Option B misinterprets negative emotions as a management failure rather than a natural response, Option C isolates individuals, and Option D is passive and unsupported by the framework.

20. Frage
Which of the common Agile concepts, behaviours, and techniques delivers a version of a product with just enough features to be usable by early customers who can then provide feedback for future product development?

A. Self-organised teams
B. Empowerment
C. Minimum viable product
D. Full transparency

Antwort: C

Begründung:
Comprehensive and Detailed In-Depth Explanation:
Agile methodologies are deeply embedded in the APMG Change Management Foundation as a framework for iterative, adaptive change. The question focuses on a specific Agile concept tied to product delivery and feedback loops. Let's explore this in exhaustive detail:
*Understanding the Concept: The phrase "just enough features to be usable by early customers who can then provide feedback" is a textbook definition of the Minimum Viable Product (MVP), a term popularized by Eric Ries in Lean Startup and widely adopted in Agile practices like Scrum. MVP is about releasing a basic version of a product to test assumptions, gather user insights, and refine iteratively-crucial for managing change in uncertain environments.
*Option A: Minimum Viable Product (MVP) - This is the correct answer. In Agile, MVP minimizes initial investment while maximizing learning. For example, a company launching a new app might release a version with core functionality (e.g., login and one key feature) to early adopters, using their feedback to prioritize updates. The APMG framework highlights MVP as a technique to deliver value quickly and adapt based on real-world input, aligning perfectly with the question. It's not about perfection but viability, ensuring early engagement and continuous improvement, which are hallmarks of Agile change management.
*Option B: Full Transparency - This refers to open communication within Agile teams (e.g., daily stand-ups or visible task boards). While transparency builds trust and supports feedback, it's a behaviour, not a delivery mechanism for a product. It doesn't directly produce a usable version, so it's unrelated to the question's focus.
For instance, transparency might reveal progress but doesn't define what's delivered.
*Option C: Self-Organised Teams - This Agile principle empowers teams to manage their work without micromanagement. It's a structural concept enhancing efficiency (e.g., a team deciding how to build a feature), but it doesn't specify what's delivered or its usability by customers. It supports MVP creation indirectly but isn't the delivery technique itself.
*Option D: Empowerment - Closely tied to self-organised teams, empowerment gives individuals autonomy (e.g., a developer choosing a coding approach). It's a motivational factor, not a product-focused technique, and lacks the specificity of delivering a usable version for feedback.
*Why A is Correct: The APMG materials position MVP as a practical tool in Agile change, contrasting it with traditional "big bang" approaches. Imagine a retailer testing a new online checkout process: an MVP might include basic payment functionality, launched to a small group, with feedback shaping subsequent features like saved carts. This iterative cycle reduces risk and aligns with Agile's emphasis on customer-centric evolution, making Option A the precise match.
*Alternative Perspectives: One might argue Full Transparency aids feedback, but it's a means, not the end product. MVP's uniqueness lies in its tangible output, directly addressing the question's criteria.

21. Frage
According to Tuckman, in what stage of the team development model are team members likely to want to test and challenge assumptions?

A. Performing
B. Forming
C. Adjourning
D. Storming

Antwort: D

Begründung:
Comprehensive and Detailed In-Depth Explanation:
Tuckman's model (Forming, Storming, Norming, Performing, Adjourning) in the APMG Change Management Foundation describes team evolution. The question focuses on challenging assumptions. Let's explore each stage exhaustively:
*Forming: Members are polite, cautious, and focused on understanding roles. Assumptions exist but aren't tested-people avoid conflict. For example, a new change team might accept a plan without question initially.
*Storming: Correct answer. This stage involves conflict as members assert ideas and challenge norms. Testing assumptions (e.g., "Is this the best approach?") is natural as roles clarify and tensions rise. The APMG notes Storming's messiness drives growth, like a team debating a change timeline's feasibility.
*Performing: The team collaborates effectively, having resolved conflicts. Assumptions are aligned, not challenged, as focus shifts to results.
*Adjourning: Closure dominates, with reflection on achievements, not testing assumptions.
*Why B: Storming's friction is where assumptions are questioned, shaping team dynamics, per Tuckman and APMG.

22. Frage
How does change management contribute to benefits?

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

Antwort: D

Begründung:
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.

23. Frage
......

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Change-Management-Foundation Dumps und Test Überprüfungen sind die beste Wahl für Ihre APMG-International Change-Management-Foundation Testvorbereitung

Change-Management-Foundation Zertifizierungsfragen, Change-Management-Foundation Online Prüfungen

APMG-International Change Management Foundation Exam Change-Management-Foundation Prüfungsfragen mit Lösungen (Q18-Q23):

Change-Management-Foundation Zertifizierungsfragen, APMG-International Change-Management-Foundation PrüfungFragen

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