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APMG-International Change Management Foundation Exam Sample Questions (Q72-Q77):

NEW QUESTION # 72
When comparing 'lean' and 'rich' communication channels, which of the following statements about a 'rich' communication channel is true?
A 'rich' channel allows for conversation a quick response, and the chance for interaction.
A 'rich' channel conveys non-verbal cues, such as emotion and feelings, tone or gestures.

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

Answer: C

Explanation:
Communication channels can be classified as lean or rich, depending on the amount and quality of information they can convey. A rich communication channel allows for conversation, a quick response, and the chance for interaction, as well as conveys non-verbal cues, such as emotion and feelings, tone or gestures.
Examples of rich communication channels are face-to-face meetings, video calls, or phone calls. Therefore, both statements 1 and 2 are true. References: https://apmg-international.com/sites/default/files/Change%
20Management%20Foundation%20Sample%20Paper%2015%20-%20v1.0.pdf (page 11)

NEW QUESTION # 73
Which item should be included within the communication plan?

A. Details on what preparations have the completed prior to a change
B. How the results of a communication activity will be monitored and evaluated
C. The reasons behind change initiative and the priorities for implementation
D. The expected benefits of implementing a change

Answer: D

Explanation:
A communication plan is a document that outlines the objectives, strategies, tactics, channels, audiences, messages, and metrics for communicating about a change initiative. One of the essential items that should be included in a communication plan is how the results of a communication activity will be monitored and evaluated. This involves defining the criteria and methods for measuring the effectiveness and impact of the communication activities, such as feedback surveys, focus groups, analytics, or indicators of awareness, understanding, and support for the change.

NEW QUESTION # 74
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. Refector
B. Progmalist
C. Theorist
D. Activist

Answer: B

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 # 75
What kind of power is conveyed by a manager who is admired and respected by their subordinates and seen as a role model?

A. Legitimate
B. Reward
C. Coercive
D. Referent

Answer: D

Explanation:
Comprehensive and Detailed In-Depth Explanation:
The APMG Change Management Foundation draws on French and Raven's Five Bases of Power to explain influence in change contexts. Referent power (Option D) arises from admiration, respect, and identification with an individual, often because they are seen as a role model. A manager who is admired and respected fits this description, as their influence stems from personal charisma and positive relationships rather than formal authority. Legitimate power (A) comes from a formal position, Reward power (B) from the ability to give benefits, and Coercive power (C) from punishment-none of which rely on admiration or role-model status.

NEW QUESTION # 76
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. Incremental milestones
D. Key performance indicators

Answer: D

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 # 77
......

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