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Focus on Benefits: Highlighting the benefits of the change makes the desired end state more attractive, increasing buy-in and reducing resistance. This aligns with the Beckhard and Harris change formula, where the perceived benefits of change must outweigh the dissatisfaction with the status quo and the cost of change.

Other Options:

B: Burning platforms address urgency but don’t directly enhance desirability.

C and D: These are practical measures but don’t necessarily increase desirability.

Key AgilePM Concepts Referenced:

Change Formula Framework: AgilePM Handbook, Chapter 6, Section 6.5.

Statement 1: Correct. Identifying stakeholders involves analyzing who will be impacted by the change and their level of influence.

Statement 2: Correct. Stakeholder mapping is a tool used to visualize and prioritize stakeholders based on their influence and interest.

Key AgilePM Concepts Referenced:

Stakeholder Mapping and Identification: AgilePM Handbook, Chapter 5, Section 5.5.

Discovery: The Continuous Change Management Cycle starts with understanding the current situation, challenges, and opportunities. Discovery ensures that subsequent steps are informed and targeted.

Other Options:

A: Ideas come after discovery.

B: Prioritization occurs after potential solutions are identified.

D: Action follows the planning and prioritization phases.

Key AgilePM Concepts Referenced:

Continuous Change Management Cycle: AgilePM Handbook, Chapter 6, Section 6.6.

Simple: The Cynefin framework classifies situations where cause and effect are obvious as "simple," requiring straightforward solutions based on best practices.

Other Options:

Multifaceted: Not a recognized category in Cynefin.

Complex: Refers to situations where cause and effect are not immediately apparent.

Chaotic: Refers to situations with no apparent relationship between cause and effect.

Key AgilePM Concepts Referenced:

Cynefin Framework for Complexity: AgilePM Handbook, Chapter 3, Section 3.3.

Fairness: The SCARF model highlights the importance of perceived fairness in fostering trust and collaboration. Change managers must ensure that processes and decisions are perceived as just and equitable.

Other Options:

B: Faith is not a part of the SCARF model.

C and D: Fear and fight are reactions to stress, not SCARF elements.

Key AgilePM Concepts Referenced:

SCARF Model Application in Change: AgilePM Handbook, Chapter 5, Section 5.2.

A DSDM team should measure progress: B. Based on what has been delivered at the end of a Timebox5.

Active Listening: The change curve requires empathetic and effective communication to understand concerns, address resistance, and guide individuals through emotional responses to change. Active listening is a vital skill in this process.

Other Options:

Time management: Important but not specific to the emotional aspects of change.

Negotiation: Relevant for resolving conflicts but secondary to listening during change.

Decision-making: Necessary for leadership but not for guiding individuals emotionally.

Key AgilePM Concepts Referenced:

Engagement and Support: AgilePM Handbook, Chapter 6, Section 6.4.

Feedback and Coaching: Sponsors play a critical role in change, and change managers support them by providing feedback and coaching to help them lead effectively. This builds their confidence and ensures alignment with the change vision.

Other Options:

A: Sponsors should prepare the vision themselves.

B: Sponsors themselves lead commitment-building efforts.

D: Protecting sponsors isn’t an effective strategy; engaging them is key.

Key AgilePM Concepts Referenced:

Sponsor Engagement: AgilePM Handbook, Chapter 6, Section 6.2.

Key Performance Indicators (KPIs): KPIs are agreed-upon metrics that measure progress against desired outcomes. These indicators are crucial for tracking the effectiveness of change efforts.

Other Options:

A: Islands of stability refer to elements unaffected by change.

C: Incremental milestones are checkpoints but not specific measures of outcomes.

D: Transition tranches are phases of change implementation.

Key AgilePM Concepts Referenced:

Outcome Measurement: AgilePM Handbook, Chapter 7, Section 7.5.

Adjourning: This stage occurs when a team disbands after achieving its objectives. Members reflect on their accomplishments and prepare to move on, often with a sense of closure and satisfaction.

Other Stages:

Forming: Initial stage where the team is being established.

Storming: Involves conflict as roles and expectations are clarified.

Performing: High-functioning stage focused on productivity.

Key AgilePM Concepts Referenced:

Team Development Stages: AgilePM Handbook, Chapter 5, Section 5.4.