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APMG-International Change-Management-Foundation Prüfungsplan:

Thema	Einzelheiten
Thema 1	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.
Thema 2	communication methods and channels, and effective messaging for different stakeholder groups.
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	Communication in Change Management: This section covers developing a communication strategy
Thema 6	Stakeholder Management: This section covers identifying stakeholders, stakeholder analysis techniques
Thema 7	Introduction to Change Management: This section covers the definition and importance of change management, types of organizational change, and the role of change managers.
Thema 8	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 9	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.

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APMG-International Change Management Foundation Exam Change-Management-Foundation Prüfungsfragen mit Lösungen (Q61-Q66):

61. Frage
Which is a description of the role of Line Management in the change process?

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

Antwort: A

Begründung:
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)

62. Frage
According to the 'change formula' (Beckhard and Harris), which response will increase the desirability to an individual of the proposed change or end state?

A. Communicate the 'burning platform'
B. Put mitigations in place to reduce risk
C. Focus on the benefits of the change
D. Clarify the steps users need to take

Antwort: C

Begründung:
Comprehensive and Detailed In-Depth Explanation:
The Beckhard and Harris Change Formula, expressed as D x V x F > R (Dissatisfaction with the status quo × Vision of the future × First steps > Resistance), is a cornerstone of the APMG Change Management Foundation for understanding motivation for change. Let's dissect the formula and evaluate each option in detail:
*D (Dissatisfaction): This factor reflects discontent with the current state, pushing individuals toward change.
*V (Vision): This is the desirability of the future state-what makes the change appealing or worthwhile.
*F (First Steps): This involves practical, actionable steps to initiate change, reducing uncertainty.
*R (Resistance): The natural opposition to change that must be overcome.
The question asks what increases the desirability of the proposed change, which directly ties to the V (Vision) component. Option A ("Focus on the benefits of the change") aligns perfectly with this, as highlighting benefits (e.g., improved efficiency, better work-life balance, or career growth) makes the end state more attractive to individuals. For example, if a company introduces a new CRM system, emphasizing how it saves time and boosts sales commissions enhances the vision's appeal.
*Option B ("Communicate the 'burning platform'") increases Dissatisfaction (D) by emphasizing the urgency or negative consequences of not changing (e.g., "We'll lose market share if we don't act"). While critical, it doesn't directly enhance desirability of the future state.
*Option C ("Clarify the steps users need to take") supports First Steps (F) by providing a roadmap, reducing fear of the unknown, but it doesn't inherently make the change more desirable.
*Option D ("Put mitigations in place to reduce risk") lowers Resistance (R) by addressing concerns, yet it's a defensive measure rather than a proactive enhancement of desirability.
Thus, Option A is the correct answer, as it directly strengthens the Vision factor, making the change emotionally and rationally compelling to individuals. The APMG framework underscores that a clear, positive vision is essential to motivate people beyond mere necessity.

63. Frage
Which of the following statements about the concept of extinction in behavioral learning are true?
Extinction happens when rewards for a certain behavior are withdrawn
Reconditioning behavior after extinction takes as long as it did before extinction

A. Neither 1 or 2 is true
B. Only 2 is true
C. Both 1 and 2 are true
D. Only 1 is true

Antwort: D

Begründung:
Extinction is a concept in behavioral learning that describes what happens when rewards for a certain behavior are withdrawn. This can lead to the behavior being reduced or eliminated over time. However, reconditioning behavior after extinction does not take as long as it did before extinction, as there is still some memory or association of the behavior and the reward.Therefore, only statement 1 is true. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%
20Paper%2013%20-%20v1.0.pdf (page 11)

64. Frage
According to Tuckman, in what stage of the team development model will members of the team be working collectively to achieve results?

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

Antwort: D

Begründung:
Comprehensive and Detailed In-Depth Explanation:
Performing is when Tuckman's team collaborates effectively to deliver results, post-conflict resolution. It's the productive stage, per APMG.

65. Frage
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

Antwort: C

Begründung:
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.

66. Frage
......

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