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APMG-International Change Management Foundation Exam Sample Questions (Q60-Q65):

NEW QUESTION # 60
Which MNTIpreference is characterized by being spontaneous and disliking detailed plans?

A. Feeling
B. Introvert
C. Intuition
D. Perceiving

Answer: D

Explanation:
Explanation
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. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)

NEW QUESTION # 61
Which of the common Agile concepts, behaviours, and techniques delivers a version of a product with just enough features to be usable by early customers who can then provide feedback for future product development?

A. Empowerment
B. Minimum viable product
C. Self-organised teams
D. Full transparency

Answer: B

Explanation:
Comprehensive and Detailed In-Depth Explanation:
Agile methodologies are deeply embedded in the APMG Change Management Foundation as a framework for iterative, adaptive change. The question focuses on a specific Agile concept tied to product delivery and feedback loops. Let's explore this in exhaustive detail:
*Understanding the Concept: The phrase "just enough features to be usable by early customers who can then provide feedback" is a textbook definition of the Minimum Viable Product (MVP), a term popularized by Eric Ries in Lean Startup and widely adopted in Agile practices like Scrum. MVP is about releasing a basic version of a product to test assumptions, gather user insights, and refine iteratively-crucial for managing change in uncertain environments.
*Option A: Minimum Viable Product (MVP) - This is the correct answer. In Agile, MVP minimizes initial investment while maximizing learning. For example, a company launching a new app might release a version with core functionality (e.g., login and one key feature) to early adopters, using their feedback to prioritize updates. The APMG framework highlights MVP as a technique to deliver value quickly and adapt based on real-world input, aligning perfectly with the question. It's not about perfection but viability, ensuring early engagement and continuous improvement, which are hallmarks of Agile change management.
*Option B: Full Transparency - This refers to open communication within Agile teams (e.g., daily stand-ups or visible task boards). While transparency builds trust and supports feedback, it's a behaviour, not a delivery mechanism for a product. It doesn't directly produce a usable version, so it's unrelated to the question's focus.
For instance, transparency might reveal progress but doesn't define what's delivered.
*Option C: Self-Organised Teams - This Agile principle empowers teams to manage their work without micromanagement. It's a structural concept enhancing efficiency (e.g., a team deciding how to build a feature), but it doesn't specify what's delivered or its usability by customers. It supports MVP creation indirectly but isn't the delivery technique itself.
*Option D: Empowerment - Closely tied to self-organised teams, empowerment gives individuals autonomy (e.g., a developer choosing a coding approach). It's a motivational factor, not a product-focused technique, and lacks the specificity of delivering a usable version for feedback.
*Why A is Correct: The APMG materials position MVP as a practical tool in Agile change, contrasting it with traditional "big bang" approaches. Imagine a retailer testing a new online checkout process: an MVP might include basic payment functionality, launched to a small group, with feedback shaping subsequent features like saved carts. This iterative cycle reduces risk and aligns with Agile's emphasis on customer-centric evolution, making Option A the precise match.
*Alternative Perspectives: One might argue Full Transparency aids feedback, but it's a means, not the end product. MVP's uniqueness lies in its tangible output, directly addressing the question's criteria.

NEW QUESTION # 62
Which delivery strategy makes the idea of 'Minimum Viable Change Practice' particularly useful?

A. Phased
B. Big Bang
C. Voluntary Adoption
D. Many small incremental/iterative releases

Answer: D

Explanation:
Comprehensive and Detailed In-Depth Explanation:
Delivery strategies in APMG define how change is implemented, and Minimum Viable Change Practice (MVCP) adapts Agile's MVP to change management. Let's explore exhaustively:
*MVCP Defined: A basic, functional change version tested early, refined iteratively (e.g., a pilot process tweak).
*Option A: Big Bang - All-at-once rollout (e.g., company-wide system switch). MVCP's iterative testing clashes with this-Big Bang commits fully, no refinement. Incorrect.
*Option B: Phased - Staged rollout (e.g., department-by-department). Useful for control, but not iterative- each phase is planned, not experimental. Less ideal.
*Option C: Voluntary Adoption - Opt-in change (e.g., new tool usage). Feedback possible, but lacks structured iteration. Not the best fit.
*Option D: Many small incremental/iterative releases - Correct. Matches MVCP's Agile roots-small, frequent changes (e.g., weekly process updates) allow testing and adjustment, per APMG.
*Why D: Iterative cycles enable MVCP's "launch-learn-improve" approach, unlike Big Bang's finality or Phased's linearity.

NEW QUESTION # 63
Which statement describes 'confirmation bias'?

A. People pay most attention to facts agree with their current opinions
B. People allow their ideas to be shaped by what most other people are starting to believe
C. People assume that information that is easy to access will be the most important
D. People like continuity and find ways to avoid change

Answer: A

Explanation:
Explanation
Confirmation bias is a cognitive bias that causes people to pay more attention to facts that agree with their current opinions and ignore or discount facts that contradict them. Confirmation bias can affect how people perceive, interpret, and remember information, as well as how they make decisions and judgments.
Confirmation bias can hinder learning and change, as people may resist or reject new information that challenges their existing beliefs or assumptions.
References:
* https://www.mindtools.com/pages/article/avoiding-psychological-bias.htm#confirmationbias
* https://www.psychologytoday.com/us/basics/confirmation-bias

NEW QUESTION # 64
Which of the following statements about the behaviour of effective change managers as agile practitioners are true?

A. They should remain resilient, flexible, and willing to learnA. Only 1 is trueB. Only 2 is trueC. Both 1 and 2 are trueD. Neither 1 nor 2 is true
B. They should take a single framework and apply it persistently

Answer: A

Explanation:
Comprehensive and Detailed In-Depth Explanation:
Agile change management, as outlined in the APMG Change Management Foundation, emphasizes adaptability and responsiveness over rigid adherence to a single approach. Statement 1 ("They should take a single framework and apply it persistently") contradicts Agile principles, which advocate for iterative, flexible methods tailored to evolving circumstances rather than a one-size-fits-all framework. Statement 2 ("They should remain resilient, flexible, and willing to learn") aligns perfectly with Agile practitioner behaviours, as resilience supports perseverance through challenges, flexibility enables adaptation to change, and a willingness to learn fosters continuous improvement-all core tenets of Agile methodology. Thus, only Statement 2 is true.

NEW QUESTION # 65
......

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