APMG-International AgilePM-Practitioner Dumps Questions Answers

Comprehensive and Detailed Step-by-Step Explanation:

The question focuses on identifying a statement that qualifies as a lesson from previous change initiatives. Let's analyze each option against this requirement:

1. What defines a "Lesson from Previous Change Initiatives"?

In Agile and change management contexts, "lessons learned" are insights gained from earlier initiatives, particularly about what worked well and what could be improved.

These lessons typically highlight practices or strategies that were successful or problematic in past efforts, serving as guidelines for current and future initiatives.

2. Option Analysis:

Option A: UniCo has always been seen in the marketplace as being traditional and cautious.

This statement is a general observation about UniCo’s market reputation, not a lesson from a specific change initiative. It does not reflect a strategy or practice learned from past experiences.

Eliminate.

Option B: UniCo has always successfully used customer journey mapping for educating staff in customer needs.

This statement references a specific practice (customer journey mapping) that UniCo has successfully employed in previous initiatives to address customer needs. It aligns with the concept of a lesson learned.

Correct Answer.

Option C: A new software development platform is needed to integrate the new services into operational processes.

This is a current requirement or task for the ongoing initiative, not a reflection of past experiences. It does not fit under the "lessons learned" heading.

Eliminate.

Option D: The renewal of the lease for the office housing Selco staff is due in fifteen months’ time.

This is a logistical fact about the current situation, unrelated to any lessons from previous change efforts. It does not provide guidance or insights for future actions.

Eliminate.

3. Relevance in UniCo’s Scenario:

UniCo is undergoing significant organizational change, including integrating Selco and rebranding. Learning from previous successful practices, such as customer journey mapping, can help address challenges like resistance to change and understanding customer needs in the new context.

Capturing and applying this lesson ensures continuity and builds on proven methods.

4. Agile Practitioner Documentation References:

Lessons Learned Practices: Agile emphasizes continuous improvement through retrospectives and learning from past efforts to refine processes and strategies.

Stakeholder Management: Customer journey mapping is an established tool in Agile practices for improving customer focus and aligning team efforts with stakeholder needs.

Using Schein's Concept of Survival and Learning Anxieties

Instructions:Column 1 contains messages about the change communicated to the sales staff. For each message, select the appropriate element from Column 2.

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Detailed Explanation

Schein's concept of survival and learning anxieties provides a framework for understanding how organizations can manage the discomfort (anxiety) associated with change while fostering readiness to adopt new behaviors.

1. "It may take longer than expected to learn... further training courses and support will be available."

Answer: C. Creation of psychological safety

Psychological safety is established when individuals feel supported and reassured, reducing fear of failure or being overwhelmed. Offering additional training and support creates a safe environment for learning new processes.

2. "The new roles are quite different... staff lose their place if unable to adjust."

Answer: B. Creation of guilt or anxiety

This message induces learning anxiety, as it implies a fear of losing one's role unless adjustments are made. Schein identifies this as a driver of motivation to change but cautions that it must be balanced with psychological safety to avoid resistance.

3. "Sales related to large-scale computer systems are declining... selling solutions within the mobile application environment."

Answer: A. Disconfirmation

Disconfirmation occurs when individuals realize that their current behaviors, practices, or assumptions are no longer effective. Highlighting declining sales forces staff to question existing approaches and prepares them for change.

4. "Each member of staff will be measured... linked to individuals."

Answer: B. Creation of guilt or anxiety

By associating performance metrics with individual accountability, this message creates survival anxiety or guilt, pushing staff to align with organizational expectations to avoid negative outcomes.

Summary of Schein’s Concepts:

Disconfirmation: Challenges existing assumptions and highlights the need for change.

Creation of Guilt or Anxiety: Introduces discomfort that motivates individuals to act.

Creation of Psychological Safety: Provides support and reassurance, ensuring individuals feel secure enough to embrace change.

Assertion 1:

In order to ‘create a sense of urgency around a single big opportunity’ with the rebranding work, the Marketing Manager should appoint the founder of Selco to lead the rebranding workstream.Reason:Kotter defines ‘creating a sense of urgency around a single big opportunity’ as identifying innovators who will create momentum by pioneering the change.

Answer: A

Explanation: Both the assertion and reason are true, and the reason clearly explains why the founder of Selco is suited to lead the rebranding workstream. Kotter’s model emphasizes identifying champions for change who can create urgency and inspire action.

Assertion 2:

All managers across UniCo need to be committed to the rebranding before the change process can begin to ‘formulate a strategic vision’.Reason:The ‘strategic vision’ is only viable when the majority of managers believe that change is absolutely essential.

Answer: A

Explanation: Both the assertion and reason are true, and the reason provides the rationale for the assertion. A strategic vision gains traction only when key leaders and managers recognize the importance of change, aligning with Kotter’s second step of securing buy-in.

Assertion 3:

The positive staff reaction to the recent press article will contribute to the momentum of the change programme by ‘celebrating visible, significant short-term wins’.Reason:‘Celebrating visible, significant short-term wins’ will help to reduce negativity.

Answer: A

Explanation: Both the assertion and reason are true, and the reason explains the assertion. Kotter’s model identifies celebrating early wins as a critical step to sustain momentum and mitigate resistance.

Assertion 4:

The CEO’s openness will help to make the vision more ‘sellable’ to the ‘volunteer army’ when ‘communicating the vision and the strategy’.Reason:It is important to institutionalize the strategic changes into the culture so that implementation of the vision becomes second nature to staff.

Answer: B

Explanation: Both the assertion and reason are true, but the reason does not directly explain the assertion. The CEO’s openness is more about inspiring and aligning the volunteer army, while institutionalizing change into culture is a separate step in Kotter’s model.

Final Answer Table

Assertion Line

Answer

1

A

2

A

3

A

4

B