APMG-International AgilePM-Practitioner Exam Dumps - Actual 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.

Comprehensive and Detailed Step-by-Step Explanation:

This question focuses on the certainty domain within David Rock’s SCARF framework. Certainty relates to an individual’s need for predictability and clarity in their environment. When staff face ambiguity or potential disruption, addressing concerns quickly and transparently helps restore certainty.

1. Why Certainty is Important

Certainty provides stability and allows individuals to plan and operate without stress caused by ambiguity or unpredictability.

In the context of the office move, Selco staff were concerned about their desk allocations, specifically access to natural light, which introduced uncertainty.

2. Why the Leadership Team’s Actions Address Certainty

By promptly holding a workshop to address the issue, the leadership team acted transparently and showed responsiveness.

Allocating the problematic desks as hot-desks ensures that no one is permanently affected, thus providing a solution that reduces ambiguity and restores a sense of predictability.

This aligns with the SCARF framework’s principle that certainty is rewarded by prompt and open resolution of concerns.

3. Analysis of Each Option

Option A: No, because a change solution needs to be permanent to achieve ‘certainty.’

While permanent solutions can provide certainty, the key here is the prompt and transparent resolution of staff concerns, which addresses the immediate need for certainty. A permanent solution is not always required.

Eliminate.

Option B: No, because the resolution of the issue should be delegated to those affected.

Delegating resolution to staff is not necessary to address certainty. What matters is that the leadership team resolved the issue quickly and transparently.

Eliminate.

Option C: Yes, because loss of ‘certainty’ mostly affects those at lower organizational levels.

While uncertainty can indeed affect individuals at all levels, especially lower levels, the answer does not fully explain why the leadership’s actions are appropriate for addressing certainty.

Eliminate.

Option D: Yes, because ‘certainty’ is rewarded when issues can be resolved promptly and openly.

Correct. Certainty is reinforced when concerns are addressed promptly and in an open manner. The workshop provided transparency and resolved the ambiguity around desk allocations.

Correct Answer.

4. Practical Implications

For change management, addressing concerns quickly and clearly shows responsiveness, which can reduce resistance to change and foster trust.

Resolving ambiguity, as the relocation team did, minimizes the disruption caused by the perceived lack of certainty.

5. Reference to SCARF Framework

Certainty: Certainty is about predictability and reducing ambiguity in the environment. Prompt and transparent actions help restore this domain and motivate individuals.

Comprehensive and Detailed Step-by-Step Explanation

In this question, the change agent is someone within the Sales team who can facilitate and champion the change process. An ideal change agent should possess:

Influence and credibility within the team.

A positive attitude toward the change.

Specific skills or experience relevant to the change initiative.

1. Why B (Long-Standing Staff Member) is Correct

This individual has a proven track record of getting things done across the organization, suggesting they have credibility, influence, and relationships with other teams.

Their long-standing experience makes them a trusted figure, capable of motivating their peers to engage with the change program.

2. Why D (New Member with Relevant Experience) is Correct

This person brings previous experience in selling mobile applications, which aligns directly with the change initiative’s goals of transitioning to mobile applications.

Their background can help guide other team members, offering practical insights and building confidence in the new focus.

3. Analysis of Incorrect Options

Option A (Sales Director):

While the Sales Director has a strategic role in driving the change program, they are not the best fit for a change agent because they are likely focused on leadership and decision-making rather than day-to-day advocacy within the team.

Change agents are typically positioned closer to their peers.

Eliminate.

Option C (Resistant Staff Member):

Although diligent and responsible, resistance to the change indicates that this individual may not be the best advocate for the initiative.

A change agent must actively support and promote the change, which may be difficult if they are resistant.

Eliminate.

Option E (Sales Administrator):

The Sales Administrator plays a critical operational role in ensuring smooth processes but does not appear to have the influence or strategic insight necessary to serve as a change agent.

Eliminate.

4. Practical Implications

The selection of change agents like the long-standing staff member (B) ensures credibility and trust among peers.

Including a new team member with relevant expertise (D) provides fresh perspectives and demonstrates that the organization values practical knowledge in driving the change forward.