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APMG-International Change-Management-Foundation Exam Questions
- Topic 1: Introduction to Change Management: ThiLewin's 3-Stage Model, Kotter's 8-Step Process, ADKAR Model, s 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 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 May. 09, 2026 (see below)
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?
Comprehensive and Detailed In-Depth
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.
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)
Which MNTI preference is characterized by being spontaneous and disliking detailed plans?
According to the Myers-Briggs Type Indicator (MBTI), perceiving is one of the four preference pairs that describe how people interact with the world and make decisions. Perceiving refers to preferring to keep options open, being spontaneous, and disliking detailed plans. The other options are not preferences, but dimensions of preferences. Intuition and feeling are opposite to sensing and thinking, respectively, while introvert is opposite to extrovert. Reference: https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper%2011%20-%20v1.0.pdf (page 11)
Which definition describes 'transition' in Bridges' model of human transitions?
Comprehensive and Detailed In-Depth
William Bridges' Transition Model is a key framework in the APMG Change Management Foundation, distinguishing between change (the external event) and transition (the internal psychological process). The model has three phases: Ending, Losing, Letting Go; Neutral Zone; and New Beginning. Let's evaluate each option with extensive detail:
* Option A: 'The planned actions required to make a change' -- This describes the mechanics of change (e.g., implementing a new system), not transition. Bridges focuses on the human experience, not logistical steps, so this is incorrect.
* Option B: 'The emotional process of adjusting to a change' -- This is the correct definition. Bridges emphasizes that transition is about how people emotionally and psychologically adapt to change. For example, when a company relocates, the change is the move, but the transition involves employees grieving the old office, feeling disoriented, and eventually embracing the new space. The APMG framework highlights this emotional journey as central to Bridges' model.
* Option C: 'The time elapsed between letting go of the old and experimenting with new ways' -- This partially aligns with the Neutral Zone phase but is too narrow. Transition encompasses the entire process (all three phases), not just a time segment, making this incomplete.
* Option D: 'The physical process of adopting new changes' -- This again focuses on external actions (e.g., using new tools), not the internal adjustment Bridges describes, so it's incorrect.
Option B captures the essence of Bridges' model: transition is an emotional, human-centered process, distinct from the tangible aspects of change. The APMG materials use this to explain why managing feelings---like resistance or hope---is critical during change initiatives.
Which of the following statements about the 'change curve' are true?
1. The 'change curve' describes a normal human reaction to change
2. The 'change curve' only applies to changes that are perceived as negative
Comprehensive and Detailed In-Depth
The Change Curve (Kbler-Ross) in APMG outlines emotional stages (e.g., denial, acceptance). Statement 1 is true---it's a normal reaction. Statement 2 is false---it applies to all significant changes (e.g., a promotion), not just negative ones. Thus, A.
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