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[General] Free PDF Quiz 2026 Change-Management-Foundation: High Pass-Rate Test Change Mana

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【General】 Free PDF Quiz 2026 Change-Management-Foundation: High Pass-Rate Test Change Mana

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APMG-International Change-Management-Foundation Exam Syllabus Topics:
TopicDetails
Topic 1
  • 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 2
  • Change Management Planning: This section covers creating a change management plan, integrating change management with project management, and resource allocation for change initiatives.
Topic 3
  • Change Management Models and Theories: This section discusses and Kübler-Ross Change Curve.
Topic 4
  • 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 5
  • Communication in Change Management: This section covers developing a communication strategy
Topic 6
  • communication methods and channels, and effective messaging for different stakeholder groups.
Topic 7
  • Stakeholder Management: This section covers identifying stakeholders, stakeholder analysis techniques
Topic 8
  • Organizational Culture and Change: This section covers the understanding of organizational culture, the impact of culture on change initiatives, and cultural change.

APMG-International Change Management Foundation Exam Sample Questions (Q49-Q54):NEW QUESTION # 49
Which is a benefit of using change agent networks?
  • A. They provide reports to management on staff performance
  • B. They take charge of defining and appropriate strategy for change
  • C. They take accountability for delivering all change objectives within agreed timescales
  • D. They help people keep up to date and involved in the change
Answer: D
Explanation:
Change agent networks are groups of people who act as advocates, champions, or ambassadors for a change within an organization. They can help to communicate, implement, and sustain the change at different levels and locations. One of the benefits of using change agent networks is that they help people keep up to date and involved in the change, as they provide information, feedback, support, and guidance throughout the change process. The other options are not benefits of using change agent networks, as they either imply different roles or responsibilities for the change agent networks or are not relevant to their function.References: https://apmg- international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper%2029%
20-%20v1.0.pdf (page 11)

NEW QUESTION # 50
Which is a correct description of how Tuckman's five phases of team development work in practice?
  • A. Successful teams always stay in the performing stage
  • B. Teams may go backwards or oscillate between the stages
  • C. Once a stage is completed a team never returns to it.
  • D. An equal amount of time is spent in each stage
Answer: C
Explanation:
Tuckman's five phases of team development are a model that describes how teams evolve and mature over time. The five phases are: forming, storming, norming, performing, and adjourning. In practice, teams may not follow these phases in a linear or sequential way, but may go backwards or oscillate between the stages depending on various factors, such as changes in goals, leadership, membership, or context. Therefore, team leaders and members need to be aware of the current stage of their team and adapt their behaviors and actions accordingly.

NEW QUESTION # 51
What step in Kotter's model for planning and leading organizational change focuses on setting up the leadership team to drive the change?
  • A. Generating short-term wins
  • B. Empowering employees for broad-based action
  • C. Creating the guiding coalition
  • D. Communicating the change vision
Answer: C
Explanation:
Explanation
Kotter's model for planning and leading organizational change is an eight-step model that describes how to initiate and sustain a successful change. The eight steps are:
* Establishing a sense of urgency
* Creating the guiding coalition
* Developing a vision and strategy
* Communicating the change vision
* Empowering employees for broad-based action
* Generating short-term wins
* Consolidating gains and producing more change
* Anchoring new approaches in the culture
Therefore, the step that focuses on setting up the leadership team to drive the change is creating the guiding coalition. References:
https://apmg-international.com/s ... on%20Sample%20Paper (page 11)

NEW QUESTION # 52
According to Honey and Munford, which learning style would team BEST through watching a video showinga new being undertaken in the work environment?
  • A. Activist
  • B. Refector
  • C. Progmalist
  • D. Theorist
Answer: B
Explanation:
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.
References:
* https://expertprogrammanagement.com/2020/10/honey-and-mumford/
* https://www.simplimba.com/honey-and-mumford-model/

NEW QUESTION # 53
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. Forming
  • B. Performing
  • C. Adjourning
  • D. Storming
Answer: C
Explanation:
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.

NEW QUESTION # 54
......
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