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APMG-International Change-Management-Foundation Exam Questions
- Topic 1: 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 2: 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 3: Stakeholder Management: This section covers identifying stakeholders, stakeholder analysis techniques 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 4: Communication in Change Management: This section covers developing a communication strategy communication methods and channels, and effective messaging for different stakeholder groups.
- Topic 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.
- Topic 6: Change Management Planning: This section covers creating a change management plan, integrating change management with project management, and resource allocation for change initiatives.
- Topic 7: 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 8: Organizational Culture and Change: This section covers the understanding of organizational culture, the impact of culture on change initiatives, and cultural change.
- Topic 9: Ethics and Change Management: This section covers ethical considerations in change management, managing the human side of change, and organizational and individual needs.
Free APMG-International Change-Management-Foundation Exam Actual Questions
Note: Premium Questions for Change-Management-Foundation were last updated On Jun. 23, 2025 (see below)
Which of the following statements about positive characteristics of an effective change team (Lencioni) are true?
1. Members should be encouraged to draw attention to colleagues' failures to meet commitments
2. Conflict should be avoided to maintain good relationships
Comprehensive and Detailed In-Depth
Patrick Lencioni's Five Dysfunctions of a Team model, referenced in the APMG Change Management Foundation, outlines characteristics of effective teams by identifying dysfunctions to avoid: Absence of Trust, Fear of Conflict, Lack of Commitment, Avoidance of Accountability, and Inattention to Results. Let's analyze each statement against Lencioni's positive traits:
* Statement 1: 'Members should be encouraged to draw attention to colleagues' failures to meet commitments' -- This relates to accountability, a positive trait in Lencioni's model. Effective teams hold each other accountable, addressing underperformance constructively to maintain standards. However, the phrasing 'draw attention to failures' suggests blame rather than Lencioni's emphasis on supportive, team-focused accountability (e.g., ''How can we help you meet this?''). In practice, effective teams discuss commitments openly but not punitively, making this statement misleadingly negative and thus false in the strict context of Lencioni's intent.
* Statement 2: 'Conflict should be avoided to maintain good relationships' -- This is false. Lencioni argues that avoiding conflict (Fear of Conflict) prevents healthy debate and resolution, weakening team performance. Effective change teams embrace constructive conflict to challenge ideas and reach better decisions. For example, debating a change strategy's risks ensures a robust plan, whereas avoiding conflict might preserve harmony at the expense of quality.
Since Statement 1 misrepresents accountability's tone and Statement 2 contradicts Lencioni's advocacy for conflict, neither is true. Option D reflects the APMG interpretation of Lencioni's model, where trust, constructive conflict, and mutual accountability define effective teams.
Which of the following is a purpose of creating a change management plan when preparing for change?
One of the purposes of creating a change management plan when preparing for change is to record a list of all the change risks and the responsive actions required. This helps to identify potential threats and opportunities for the change and plan how to mitigate or exploit them. The other options are not purposes of a change management plan, but rather outcomes or inputs of other processes or activities. Reference: https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper%205%20-%20v1.0.pdf (page 11)
Which of the following statements about the use of symbolic actions and symbolism to appeal to people's hearts and minds are true?
Leaders must lead by example
Only leaders can influence change
Comprehensive and Detailed In-Depth
Symbolic actions and symbolism are powerful tools in change management to emotionally engage stakeholders, as per the APMG Change Management Foundation. Statement 1 ('Leaders must lead by example') is true because leaders' visible actions (e.g., adopting new behaviors) reinforce change messages and build trust, appealing to hearts and minds. Statement 2 ('Only leaders can influence change') is false, as the framework recognizes that change agents, line managers, and even peers can influence change---not just leaders. Thus, only Statement 1 holds true in the context of symbolic influence.
Which delivery strategy makes the idea of 'Minimum Viable Change Practice' particularly useful?
Comprehensive and Detailed In-Depth Explanation:
Delivery strategies in APMG define how change is implemented, and Minimum Viable Change Practice (MVCP) adapts Agile's MVP to change management. Let's explore exhaustively:
* MVCP Defined: A basic, functional change version tested early, refined iteratively (e.g., a pilot process tweak).
* Option A: Big Bang -- All-at-once rollout (e.g., company-wide system switch). MVCP's iterative testing clashes with this---Big Bang commits fully, no refinement. Incorrect.
* Option B: Phased -- Staged rollout (e.g., department-by-department). Useful for control, but not iterative---each phase is planned, not experimental. Less ideal.
* Option C: Voluntary Adoption -- Opt-in change (e.g., new tool usage). Feedback possible, but lacks structured iteration. Not the best fit.
* Option D: Many small incremental/iterative releases -- Correct. Matches MVCP's Agile roots---small, frequent changes (e.g., weekly process updates) allow testing and adjustment, per APMG.
* Why D: Iterative cycles enable MVCP's ''launch-learn-improve'' approach, unlike Big Bang's finality or Phased's linearity.
According to Glaser and Glaser, which element of team effectives enables team members to help each other address challenges?
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. Reference: https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper%209%20-%20v1.0.pdf (page 11)
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