Question bank
Change Management Foundation v3
41 Change Management Foundation v3 questions with the correct answer and a written explanation, organised across 6 exam domains.
- 41 questions
- 6 domains
- Foundation level
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A Changed World
4 questions in this domain
- Question 1Single Choice
According to the APMG Change Management Foundation v3, what is the primary purpose of change management?
- ADelivering project outputs on time and within budget
- BHelping individuals transition from the current state to a desired future state while minimising disruption and resistanceCorrect answer
- CReducing operational costs through process optimisation
- DImplementing new technology as quickly as possible
Why this is the answer
The purpose of change management is to enable individuals to adopt new ways of working, thereby protecting the return on investment and minimising people-related risks.
- Question 2Multiple Select
Which of the following are external drivers of change? (Select all that apply)
- ANew government legislationCorrect answer
- BEmployee dissatisfaction with current processes
- CTechnological disruption from competitorsCorrect answer
- DA strategic decision to expand into new markets
Why this is the answer
External drivers originate outside the organization, such as legislation and technology. Internal drivers include employee dissatisfaction and strategic decisions.
- Question 3Interactive
Refer to the change curve stages in the code block. At which stage would an individual most likely make the statement 'I don't believe this is happening'?
- ADenialCorrect answer
- BAnger
- CBargaining
- DDepression
Why this is the answer
Denial is characterized by refusing to accept the reality of the change, often expressed as disbelief.
- Question 4Single Choice
Which of the following is a core responsibility of a change manager?
- ACreating the project work breakdown structure
- BDesigning stakeholder engagement and communication strategiesCorrect answer
- CManaging the vendor contract and procurement process
- DDeveloping the technical architecture of the solution
Why this is the answer
A change manager focuses on the people side of change, including stakeholder engagement, communication, and adoption.
Change and the Organization
8 questions in this domain
- Question 5Single Choice
How is organizational culture best described in change management?
- AThe set of formal rules and procedures
- BThe deeply embedded values, beliefs, assumptions, and behavioral normsCorrect answer
- CThe organizational chart and reporting lines
- DThe financial performance of the organization
Why this is the answer
Organizational culture is defined as the deeply embedded set of values, beliefs, assumptions, and norms that shape how members behave and respond to change.
- Question 6Multiple Select
Which two elements are essential parts of an organization's capacity for change?
- AStructural slackCorrect answer
- BEmployee enthusiasm
- CCapability maturityCorrect answer
- DBudget availability
Why this is the answer
Structural slack (excess resources) and capability maturity (skills and experience) are key components; enthusiasm and budget alone are not sufficient or are partial indicators.
- Question 7Interactive
Consider the leadership actions represented in the code snippet. Which essential leadership behavior is not being practiced?
- ACommunicating the vision
- BAllocating resources
- CRemoving barriers
- DModeling the desired behaviorCorrect answer
Why this is the answer
Role modeling is a critical leadership action; if not performed, the change initiative loses credibility and employees may not adopt new behaviours.
- Question 8Single Choice
Why is it important to align change initiatives with organizational strategy?
- ATo reduce the number of change initiatives
- BTo ensure change projects deliver strategic outcomesCorrect answer
- CTo simplify project reporting
- DTo increase the change manager's authority
Why this is the answer
Alignment ensures that change initiatives directly support the organization's long-term goals and deliver value consistent with the strategy, preventing strategic drift.
- Question 9Multiple Select
What are two advantages of integrating change management with project management?
- AIncreased project scope
- BImproved benefit realizationCorrect answer
- CReduced people-related risksCorrect answer
- DFaster project delivery
Why this is the answer
Integration enhances benefit realization by ensuring adoption and reduces people risks. It does not necessarily increase scope or speed.
- Question 10Interactive
The JSON object represents a partial Cultural Web analysis. Which element of the Cultural Web is not included?
- AStoriesCorrect answer
- BSymbols
- CPower structures
- DControl systems
Why this is the answer
The Cultural Web includes six elements: stories, symbols, power structures, organizational structures, control systems, and paradigm. Here, stories are missing.
- Question 11Single Choice
How is structural slack defined in organizational capacity for change?
- AThe flexibility in project deadlines
- BExcess resources intentionally maintained for adaptationCorrect answer
- CThe number of change champions
- DThe organization's market share
Why this is the answer
Structural slack means having extra resources like time, budget, or personnel to absorb change without disrupting core operations.
- Question 12Multiple Select
Select two primary duties of a change sponsor.
- ADeveloping training materials
- BRemoving organizational barriersCorrect answer
- CModeling desired behaviorsCorrect answer
- DCreating the project schedule
Why this is the answer
Sponsors remove barriers and model behaviors to support change; training materials and scheduling are not typical sponsor responsibilities.
How Change Happens
8 questions in this domain
- Question 13Single Choice
What is the correct sequence of stages in the individual change curve?
- ADenial, Resistance, Exploration, CommitmentCorrect answer
- BResistance, Denial, Exploration, Commitment
- CDenial, Exploration, Resistance, Commitment
- DCommitment, Exploration, Resistance, Denial
Why this is the answer
The correct order is Denial, Resistance, Exploration, Commitment as per the APMG individual change curve.
- Question 14Multiple Select
Which of the following are characteristics of effective change agents? (Select two.)
- AHigh formal authority in the organization
- BStrong empathy and emotional intelligenceCorrect answer
- CDeep technical expertise in the change subject
- DResilience and perseverance in the face of setbacksCorrect answer
Why this is the answer
Effective change agents rely on empathy and resilience, not formal authority or deep technical expertise.
- Question 15Interactive
Based on the case study, which dimension of organizational readiness is most lacking?
- APsychological readiness
- BStructural readiness
- CCapability readiness
- DCultural readinessCorrect answer
Why this is the answer
The case describes a risk-averse culture that values stability, so cultural readiness is the weak dimension.
- Question 16Single Choice
What is the first element of the ADKAR model?
- ADesire
- BAwarenessCorrect answer
- CKnowledge
- DReinforcement
Why this is the answer
ADKAR begins with Awareness of the need for change. Desire comes second.
- Question 17Multiple Select
Which of the following statements about transformational change are true? (Select two.)
- AIt involves a fundamental shift in strategy and culture.Correct answer
- BThe end state is always well-defined and planned in detail.
- CIt carries high risk and uncertainty.Correct answer
- DIt requires only light change management involvement.
Why this is the answer
Transformational change fundamentally shifts strategy and culture, and carries high risk; the end state is often emergent.
- Question 18Interactive
In the scenario, which stage of the Kubler-Ross Change Curve is the employee experiencing?
- ADenial
- BAnger
- CBargaining
- DDepressionCorrect answer
Why this is the answer
The employee shows low energy, sadness, and withdrawal – classic signs of the Depression stage.
- Question 19Single Choice
What is the primary source of influence for an effective change agent?
- ATheir formal position and authority
- BTheir credibility and trustworthinessCorrect answer
- CTheir technical knowledge of the change
- DTheir seniority and years of service
Why this is the answer
Effective change agents rely on credibility and trust, not formal authority or technical expertise alone.
- Question 20Multiple Select
Which statements about the individual change curve are correct? (Select two.)
- AThe curve applies to groups as well as individuals.
- BIndividuals may skip stages or return to earlier ones.Correct answer
- CResistance is a stage where individuals actively oppose the change.Correct answer
- DThe curve includes five stages: Denial, Anger, Bargaining, Depression, Acceptance.
Why this is the answer
The change curve is for individuals and is non-linear; resistance is active opposition. The Kubler-Ross model has five stages; the APMG curve has four.
Leading and Managing Change
6 questions in this domain
- Question 21Single Choice
Which leadership style focuses on inspiring followers through a compelling vision and idealized influence?
- ATransformationalCorrect answer
- BTransactional
- CSituational
- DLaissez-faire
Why this is the answer
Transformational leadership emphasizes vision, idealized influence, intellectual stimulation, and individualized consideration to inspire change.
- Question 22Multiple Select
Which two components are part of emotional intelligence as defined in change management?
- ASelf-awarenessCorrect answer
- BCognitive intelligence
- CRelationship managementCorrect answer
- DTechnical expertise
Why this is the answer
Emotional intelligence includes self-awareness and relationship management, not cognitive intelligence or technical expertise.
- Question 23Interactive
Analyse the code block that lists team behaviours. Identify which Tuckman stage is described.
- AForming
- BStorming
- CNormingCorrect answer
- DPerforming
Why this is the answer
Norming stage features established norms, cooperation, and clear roles, matching the behaviours in the code block.
- Question 24Single Choice
What is a key technique for empowering individuals during transition?
- ADelegating decision-making authorityCorrect answer
- BMicromanaging tasks
- CIncreasing supervision
- DWithholding resources
Why this is the answer
Delegating decision-making authority enables ownership and accountability, a core empowerment technique.
- Question 25Multiple Select
Which two factors highlight the importance of ethics in change management?
- ABuilds stakeholder trustCorrect answer
- BAccelerates immediate results
- CEnsures long-term reputationCorrect answer
- DAvoids all conflict
Why this is the answer
Ethics build trust and protect reputation, both essential for sustainable change. Speed and conflict avoidance are secondary.
- Question 26Interactive
Read the code block describing a change scenario. Identify the leadership style being demonstrated.
- ATransformational
- BTransactionalCorrect answer
- CSituational
- DCharismatic
Why this is the answer
The code describes contingent rewards and management by exception, key characteristics of transactional leadership.
Planning and Measuring Change
4 questions in this domain
- Question 27Single Choice
What is the primary focus of a change management plan, as distinct from a project management plan?
- AManaging the human transition and cultural aspects of the changeCorrect answer
- BDetailing the technical deployment steps and resource allocation
- COutlining a one-time announcement schedule for stakeholders
- DProviding a fixed, unalterable timeline for all activities
Why this is the answer
A change management plan focuses on the people side of change – building awareness, desire, knowledge, ability, and reinforcement. It is distinct from a project plan which emphasises technical tasks and deliverables. Options about technical steps, one-time announcements, or static timelines are incorrect because they either belong to project management or misrepresent the adaptive nature of change planning.
- Question 28Multiple Select
Which two of the following are leading indicators that help predict the success of a change initiative?
- APercentage of employees who have completed change awareness sessionsCorrect answer
- BFeedback from early adopters on the new processCorrect answer
- CQuarterly revenue increase after implementation
- DReduction in operational costs six months post-change
Why this is the answer
Leading indicators such as training attendance and early adopter feedback predict future success and can be acted upon promptly. Lagging indicators like revenue growth and cost reduction confirm outcomes after the change is embedded; they are not predictive and cannot be adjusted early.
- Question 29Interactive
Given the following Python code that calculates a key metric, what does it return?
- ATraining completion rate
- BUser adoption rateCorrect answer
- CStakeholder satisfaction score
- DProcess compliance percentage
Why this is the answer
The code calculates adoption rate as the number of unique users who logged into the new system divided by the total number of target users, multiplied by 100. This is a common adoption metric, not training completion or satisfaction.
- Question 30Single Choice
Which technique is most effective for preventing backsliding after a change has been implemented?
- ARemoving access to old tools and templates that supported the previous processCorrect answer
- BSending a one-off email from the CEO reinforcing the change
- CConducting another round of training for all employees
- DHolding a single celebration event for the project team
Why this is the answer
Removing structural enablers of the old way (e.g., decommissioning old systems, deleting outdated templates) physically prevents reversion. One-off communications, additional training, or isolated celebrations are insufficient because they do not address the environmental cues that trigger old habits.
The Change Manager's Toolkit
11 questions in this domain
- Question 31Single Choice
In the Power/Interest Grid, which quadrant describes stakeholders with high power and low interest?
- AManage Closely
- BKeep SatisfiedCorrect answer
- CKeep Informed
- DMonitor
Why this is the answer
The 'Keep Satisfied' quadrant is for high power, low interest stakeholders who need careful management to prevent opposition.
- Question 32Multiple Select
Which three attributes does the Salience Model use to classify stakeholders?
- APowerCorrect answer
- BInterest
- CLegitimacyCorrect answer
- DUrgencyCorrect answer
Why this is the answer
The Salience Model uses power, legitimacy, and urgency. Interest is part of the Power/Interest Grid, not the Salience Model.
- Question 33Interactive
Examine the communication strategy components below. Select all that are essential for a two-way feedback mechanism.
- ASurveysCorrect answer
- BNewsletters
- CQ&A sessionsCorrect answer
- DTown hallsCorrect answer
Why this is the answer
Surveys, Q&A sessions, and town halls allow two-way communication; newsletters are one-way. The code block illustrates a feedback loop.
- Question 34Single Choice
Who is ultimately accountable for the success of a change communication strategy?
- AChange Manager
- BProject Manager
- CSenior SponsorCorrect answer
- DCommunications Specialist
Why this is the answer
The senior sponsor is accountable for the change, including communication. The change manager is responsible for execution, not accountability.
- Question 35Multiple Select
Which of the following are characteristics of effective sponsorship in change management?
- AVisible endorsement of the changeCorrect answer
- BDay-to-day project management
- CRemoval of organizational barriersCorrect answer
- DSecure budget and resourcesCorrect answer
Why this is the answer
A sponsor provides visible support, removes barriers, and secures resources. They do not manage daily tasks; that is the project manager's role.
- Question 36Interactive
Review the process steps for building a coalition of support. Which step comes immediately after 'Identify Influential Stakeholders'?
- AEngage the SponsorCorrect answer
- BForm the Coalition
- CDevelop a Shared Narrative
- DMonitor and Adjust
Why this is the answer
After identifying influential stakeholders, the next step is to engage the sponsor as the first coalition member to lead the effort.
- Question 37Single Choice
Which strategy is most appropriate for managing active overt resistance from a powerful stakeholder?
- AEducation and Communication
- BParticipation and Involvement
- CNegotiation and AgreementCorrect answer
- DManipulation and Co-optation
Why this is the answer
When a powerful stakeholder actively resists, negotiation directly addresses their tangible losses and is the preferred first strategy.
- Question 38Multiple Select
Which of the following are types of passive resistance to change?
- AOvert passive: foot-draggingCorrect answer
- BCovert active: sabotage
- CCovert passive: withdrawalCorrect answer
- DOvert active: arguing
Why this is the answer
Foot-dragging (overt passive) and withdrawal (covert passive) are non-confrontational. Sabotage and arguing are active forms of resistance.
- Question 39Interactive
Analyze the impact assessment checklist. Which element is missing from the list of key concepts?
- ARisk Assessment
- BInterdependencies
- CReadiness IndicatorsCorrect answer
- DMitigation Measures
Why this is the answer
The checklist includes scope, stakeholder groups, depth, timeline, risk, interdependencies, and mitigation—but lacks readiness indicators.
- Question 40Single Choice
What does 'depth of impact' measure in a change impact assessment?
- AThe number of affected departments
- BThe magnitude of adjustment requiredCorrect answer
- CThe timeline of when impacts occur
- DThe likelihood of negative outcomes
Why this is the answer
Depth of impact refers to the intensity or magnitude of change, ranging from minimal adjustment to fundamental transformation.
- Question 41Multiple Select
Which levels are part of a Training Needs Analysis (TNA)?
- AOrganizationalCorrect answer
- BTaskCorrect answer
- CIndividualCorrect answer
- DFinancial
Why this is the answer
TNA operates at three levels: organizational (strategy), task (job requirements), and individual (personal skill gaps).
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