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Created by Miroslaw Dabrowski

APMG Change Management Foundation Exam Simulator

Change Management V2 vs V3

Recently, APMG updated the Change Management exam to V3. In V3, the metaphors of organizations (machines, organisms, brains, cultures, political systems, psychic prisons, flux and transformation, instruments of domination, architecture) described in V2 (2015) are no longer present. However, I decided NOT to drop the questions related to "metaphors of organizations" from the exam database. Instead, I updated them to the newest release of "Making Sense of Change Management" by Cameron and Green (6th edition, 2024). The reasoning behind this decision is that I see value in these metaphors and use them during my consultancy on organizational transformations.

multiple choice exam (ABCD)
one correct answer per question
# of questions: 50 | 50% to pass (25)
duration: 40 minutes

(big apologies to all honest people out there) due to the unethical behaviour of some users finishing exams without providing any answers and spoiling exam statistics, I had no choice but to force that all questions require an answer to be chosen. 💡 ProTip: Empathy is a skill that can be developed.

Copyright © Mirosław Dąbrowski

1 / 50

1. Which are two of the first four of Kotter's "eight steps to transforming your organization"?

2 / 50

2. Which demonstrates that an organization is tackling change in accordance with the Machine metaphor?

3 / 50

3. In Satir's model of individual change, which typically occurs as a result of the introduction of the "foreign element"?

4 / 50

4. Which metaphor of organizational change suggests that the leader's role is to encourage, develop and advise?

5 / 50

5. Which phase of Bullock and Batten's planned organizational change model includes feedback mechanisms to allow some replanning if things go off track?

6 / 50

6. Which of the following statements about one-way communication are true?

  1. One-way communication is useful for getting important information out quickly to large groups of people.
  2. One-way communication encourages and increases people’s desire to interact to find out more.

7 / 50

7. Which of the following statements is true?

  1. Encouraging participation in the change can reduce an individual's time to go through the "change curve".
  2. Being clear about the full extent of the losses people might suffer is a valid approach to helping people move through the "change curve".

8 / 50

8. Which are the two key events in Satir's model that move an individual's experience along?

9 / 50

9. Based on Glaser and Glaser's five elements, which actions should be taken by a team that is experiencing problems with "team interpersonal relationships"?

10 / 50

10. Which organizational metaphor is suggested by the statement: "Building support for your approach is essential if you want anything to happen"?

11 / 50

11. Which team appears to be stuck between Tuckman's "storming" and "norming" stages?

12 / 50

12. Which Myers-Briggs preferences are suggested if one team member tends to have a fixed, inflexible approach and another focuses mainly on creating novel solutions?

13 / 50

13. Which is characteristic of Bion's third assumption about teams "Moving towards creativity"?

14 / 50

14. Which combination of Bullock and Batten's phases of planned organisational change ensures that the leaders of change define their approach, learn from experience and adapt if needed?

15 / 50

15. Which describes the Machine metaphor of organizations?

16 / 50

16. In learning theory, which statement correctly describes the time required to re-establish a conditioned behaviour that has been lost?

17 / 50

17. What is the first step in the process to describe and define the direction of emergent change?

18 / 50

18. Which statement about individual motivation is consistent with McGregor's Theory Y assumptions?

19 / 50

19. Which metaphor of organizational change does NOT fit with Senge et al's thinking on organizational change?

20 / 50

20. According to Schein, which strategy is MOST likely to help "unfreeze" an individual to face change in their work situation?

21 / 50

21. In individual change, what does Schein mean when he talks about "survival anxiety"?

22 / 50

22. Which explains the purpose of Beckhard and Harris' organizational change equation?

23 / 50

23. Which management approach to change is associated with the Political Systems metaphor of organizations?

24 / 50

24. Which is the MOST likely negative consequence of an individual using only the Activist learning style?

25 / 50

25. According to Lewin’s "force field analysis", what would be the outcome of augmenting the driving forces and at the same time decreasing the restraining forces?

26 / 50

26. Which of the following statements about considerations when planning the size of the change agent network is true?

  1. The amount of training that will be required should be considered.
  2. The locations of stakeholders and stakeholder groups should be considered.

27 / 50

27. In helping individuals through change, which management response is MOST appropriate in the experimentation or discovery stages of the change curve?

28 / 50

28. Which step is performed first when conducting a stakeholder impact assessment?

29 / 50

29. Which MBTI® preference would be looking for the overall strategic context in change management communications?

30 / 50

30. In individual change, which is a way by which Maslow's "self-esteem" needs can MOST clearly be met?

31 / 50

31. Which psychological approach to individual change focuses on goal setting and results-based coaching?

32 / 50

32. Which item is one of Mayfield’s seven principles of stakeholder engagement?

33 / 50

33. Which is an important area of focus for managers compared to leaders, according to Kotter?

34 / 50

34. Which action applies a design principle associated with running a World Café event?

35 / 50

35. According to Bass (quoted in Bryman), which actions by a leader represent transformational (as opposed to transactional) leadership?

36 / 50

36. According to Griffin, which is NOT an example of what individuals typically seek in order to achieve what Maslow calls "self-actualization"?

37 / 50

37. In individual change, according to a Gestalt understanding of managerial decision making which is MOST likely to mobilize increasing energy for change?

38 / 50

38. In a change severity assessment, which factor includes the organization's overall level of business activity?

39 / 50

39. Which group of habits are all included in Covey's seven habits for leaders?

40 / 50

40. Which reason explains why it is helpful to segment stakeholders?

41 / 50

41. Which of Bullock and Batten's phases of planned organizational change allows managers and staff involved in a change to test and agree the rationale and capability needed?

42 / 50

42. Which is a key challenge of initiating organizational change according to Senge et al?

43 / 50

43. Which benefit is gained from using the rapid listing technique to identify stakeholders?

44 / 50

44. According to Turquet's assumption of "cohesion and cosiness", what risk might a team experience when its members have become comfortable working together?

45 / 50

45. In Weinberg's model of individual change, which risk could cause a return to the "chaos" period after the "old model" has been transformed to receive the "foreign element"?

46 / 50

46. Which management approach is recommended to help people through the "endings" phase of Bridges’ model of human transition?

47 / 50

47. According to Kanter at which stage do difficulties of change, that require a leader's attention, commonly occur?

48 / 50

48. Which describes Herzberg's conclusions about individual motivation?

49 / 50

49. Which statement about Maslow's hierarchy of needs is true?

50 / 50

50. According to Senge et al in their systemic model, why are an organization's core difficulties often left unresolved?

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APMG Change Management Foundation exam simulator by Miroslaw Dabrowski

APMG Change Management exam questions and answers

Questions categorized according to APMG Change Management Foundation exam

APMG Change Management Materials

Additional Change Management materials and downloads for self-learning

Overview of the changes between APMG Change Management V1, V2 and V3

  • CM V1 (2009): In 2006, APMG launched its Change Management V1 certification, based on an excellent publication by Esther Cameron and Mike Green – “Making Sense of Change Management.”, with Practitioner following in 2009.
  • CM V2 (2015.04): In 2005 the Change Management Institute (CMI) was founded, which in 2013 published “The Effective Change Manager: The Change Management Body of Knowledge (CMBoK)”. This publication was a starting point for an APMG to publish their own guidance for the new version of the Change Management V2 certification (in April 2015), namely the “Effective Change Manager’s Handbook(ECMH).
  • CM V3 (2024.03): In 2022, the Change Management Institute (CMI) published the 2nd edition of the CMBoK, which was followed by APMG publishing its own study guide called “The Change Management Study Guide” (unfortunately, not for retail sale).

The specifications and scope between the V1, V2, and V3 versions of the exams remained almost the same throughout the years, with only minor changes despite the APMG’s marketing materials. The only significant changes were in the syllabus and the organization of the knowledge areas.

The APMG Change Management V2 Syllabus (2015)

The document was created with training companies in mind, so-called Accredited Training Organizations (ATOs). It provides information on the scope of the Change Management exams, thereby allowing for the design of training and training materials following the requirements of APMG so that the training and materials fully prepare candidates for the Change Management Foundation and Practitioner exams.

Why should I read the APMG Change Management Syllabus?

So what value does this provide for you? By reading the teaching syllabus, you will learn about the scope of the Change Management exam questions for Change Management Foundation and Change Management Practitioner exams, and thus, which topics (and to what extent) from the official Change Management Handbook are covered in the exams, and which are not. For example, not everyone knows that the Foundation exam does NOT cover the entire textbook.

Official Study Guide for Change Management V3 (2022)

The Change Management Study Guide

The Change Management Study Guide has been developed to support APMG Change Management V3 courses. This handbook is based on the 2022 edition of The Effective Change Manager: The Change Management Body of Knowledge (CMBoK™) V2 by the Change Management Institute. The The Change Management Study Guide (“the Study Guide”) has been written specifically for the APMG Change Management V3 courses, and on which the examinations are based. The first 5 chapters of the Guide match the precise Syllabus areas covered in the Foundation exams. The 6th chapter is dedicated to those thinking about the Practitioner exam.

  • Title: The Change Management Study Guide; 2nd Edition
  • ISBN-13: 978-1398611177
The Publication Not For Sale
(sadly) Based on APMG International's policy, "The Change Management Study Guide" is not for retail sale. The book is available to registered exam candidates in both digital and paper formats.

The Authors of The Change Management Study Guide

Richard Smith: Co-Author of The Change Management Study Guide
Richard Smith,
Co-Author
Richard Smith
Ranjit Sidhu: Co-Author of The Change Management Study Guide
Ranjit Sidhu,
Co-Author
Ranjit Sidhu
Dan Skelsey: Co-Author of The Change Management Study Guide
Dan Skelsey,
Co-Author
Dan Skelsey
Harriet Taylor: Co-Author of The Change Management Study Guide
Harriet Taylor,
Co-Author
Harriet Taylor
Official Handbook for Change Management V2 (2015)
Amazon

The Effective Change Manager's Handbook (ECMH)

The official APMG Change Management V2 qualification/exams (Foundation and Practitioner) AND official, accredited Change Management courses are entirely based ONLY on the content covered in the publication “The Effective Change Manager’s Handbook“.

  • Title: The Effective Change Manager’s Handbook
  • Pages: 632
  • ISBN-10: 074947307X
  • ISBN-13: 978-0749473075

The content of the Handbook is much greater than the scope of the Foundation and Practioner exams, that’s why APMG decided to publish “The Change Management Study Guide” for Change Management V3 (see above).

The Authors of The Effective Change Manager's Handbook (ECMH)

Richard Smith: Co-Author of The Effective Change Manager's Handbook (ECMH)
Richard Smith,
Co-Author
Richard Smith
Robert Cole: Co-Author of The Effective Change Manager's Handbook (ECMH)
Robert Cole,
Co-Author
Robert Cole
David King: Co-Author of The Effective Change Manager's Handbook (ECMH)
David King,
Co-Author
Rod Sowden: Co-Author of The Effective Change Manager's Handbook (ECMH)
Rod Sowden,
Co-Author
Rod Sowden
Stephen Jenner: Co-Author of The Effective Change Manager's Handbook (ECMH)
Stephen Jenner,
Co-Author
Stephen Jenner
Patrick Mayfield: Co-Author of The Effective Change Manager's Handbook (ECMH)
Patrick Mayfield,
Co-Author
Patrick Mayfield
Ranjit Sidhu: Co-Author of The Effective Change Manager's Handbook (ECMH)
Ranjit Sidhu,
Co-Author
Ranjit Sidhu
Caroline Perkins: Co-Author of The Effective Change Manager's Handbook (ECMH)
Caroline Perkins,
Co-Author
Caroline Perkins
Nicola Busby: Co-Author of The Effective Change Manager's Handbook (ECMH)
Nicola Busby,
Co-Author
Nicola Busby
Ira Blake: Co-Author of The Effective Change Manager's Handbook (ECMH)
Ira Blake,
Co-Author
Ira Blake
Dan Skelsey: Co-Author of The Effective Change Manager's Handbook (ECMH)
Dan Skelsey,
Co-Author
Dan Skelsey
Helen Campbell: Co-Author of The Effective Change Manager's Handbook (ECMH)
Helen Campbell,
Co-Author
Helen Campbell
Ray Wicks: Co-Author of The Effective Change Manager's Handbook (ECMH)
Ray Wicks,
Co-Author
Tim Cole: Co-Author of The Effective Change Manager's Handbook (ECMH)
Tim Cole,
Co-Author
Tim Cole
Martin Lunn: Co-Author of The Effective Change Manager's Handbook (ECMH)
Martin Lunn,
Co-Author
Martin Lunn
Una McGarvie: Co-Author of The Effective Change Manager's Handbook (ECMH)
Una McGarvie,
Co-Author
Una McGarvie
Eric Rouhof: Co-Author of The Effective Change Manager's Handbook (ECMH)
Eric Rouhof,
Co-Author
Eric Rouhof
Official Handbook for Change Management V1 (2006)
Amazon

Making Sense of Change Management: A Complete Guide to the Models, Tools and Techniques of Organizational Change; 6th Edition

Originally APMG Change Management exams were based on the book “Making Sense of Change Management” by Esther Cameron and Mike Green (6th is the newest edtion of the book). The CMI’s CMBoK still references Making Sense of Change Management as a main source of knowledge in the “General Preferences”.

  • Title: Making Sense of Change Management: A Complete Guide to the Models, Tools and Techniques of Organizational Change
  • Pages: 568
  • ISBN-10: 1398612855
  • ISBN-13: 978-1398612853

The Authors of the book Making Sense of Change Management

Esther Cameron: Co-Author of the Making Sense of Change Management
Esther Cameron,
Co-Author
Esther Cameron
Mike Green: Co-Author of the Making Sense of Change Management
Mike Green,
Co-Author
Mike Green
Brochure for Change Management V2 (2015)
Download APMG Change Management V2 Brochure

APMG Change Management V2 Brochure

The APMG Change Management Brochure outlines the importance and increasing recognition of change management as a profession. It highlights the need for professional development through certifications, including Foundation and Practitioner levels, which are based on “The Effective Change Manager’s Handbook” and align with the Change Management Body of Knowledge (CMBoK). The document emphasizes the need for change managers to adapt to evolving organizational and environmental drivers, such as increased accountability and the shift towards more collaborative and participatory approaches. It also stresses the significance of building internal change management capabilities to effectively handle ongoing and rapid changes within organizations​

Change Management Institute

Official Handbook for Change Management V3 (2022)
Amazon

The CMI's The Effective Change Manager: The Change Management Body of Knowledge (CMBoK™); 2nd Edition

The “Change Management Body of Knowledge (CMBoK™)” V2, published by the Change Management Institute, provides a comprehensive framework for effective change management practices. It outlines key knowledge areas and competencies required for change managers, including theories and models of change, stakeholder engagement, communication strategies, impact assessment, readiness planning, and sustaining change. The CMBoK emphasizes the importance of aligning change initiatives with organizational strategy, managing benefits, and developing personal and professional effectiveness. It also guides practitioners, employers, and academics, detailing the necessary skills and knowledge for successful change management in various organizational contexts.

“The Effective Change Manager: Change Management Body of Knowledge (CMBoK™)”, published by the Change Management Institute targets change management professionals, employers, authors, academics, and anyone interested in the evolving field of change management. The initial edition of “The Change Management Body of Knowledge (CMBoK™)” was informed by the insights of over six hundred professionals from thirty countries. This second edition has expanded its foundation with contributions and reviews from more than 900 experts. CMBoK™ guide outlines the essential knowledge areas that change managers need to master to be effective in their roles. It also details the development of change management practices as the field matures. The Change Management Institute plays a pivotal role globally in enhancing, connecting, and advancing the profession. It is dedicated to helping its members build Capability, Credibility, and Connections in their journey toward professional excellence.

  • Title: The Effective Change Manager: Change Management Body of Knowledge (CMBoK™)
  • Pages: 196
  • ISBN-10: 1925171027
  • ISBN-13: 978-1925171020
Official Handbook for Change Management V2 (2015)
Amazon

The CMI's The Effective Change Manager: The Change Management Body of Knowledge (CMBoK™); 1st Edition

The “Change Management Body of Knowledge (CMBoK™)“, published by the Change Management Institute, provides a comprehensive framework for effective change management practices. It outlines key knowledge areas and competencies required for change managers, including theories and models of change, stakeholder engagement, communication strategies, impact assessment, readiness planning, and sustaining change. The CMBoK emphasizes the importance of aligning change initiatives with organizational strategy, managing benefits, and developing personal and professional effectiveness. It also guides practitioners, employers, and academics, detailing the necessary skills and knowledge for successful change management in various organizational contexts.

  • Title: The Effective Change Manager: Change Management Body of Knowledge (CMBoK™)
  • Pages: 278
  • ISBN-10: 0992362407
  • ISBN-13: 978-0992362409

CMI-APMG Change Management Accreditation Handbook

The CMI-APMG Change Management Accreditation Handbook (September 2023) provides comprehensive details about the Change Management Institute’s (CMI) accreditation process for change professionals. It outlines three levels of accreditation: Foundation, Specialist, and Master. Each level requires different qualifications, experience, and assessment processes. The handbook includes information on the Competency Models and the Change Management Body of Knowledge (CMBoK™), which are essential resources for applicants. It also details the application process, including necessary documentation, assessment criteria, timelines, fees, and the benefits of obtaining accreditation, such as digital badges and professional recognition. The handbook aims to guide potential candidates through the decision-making process and the steps required to achieve CMI accreditation.

PROSCI® Change Management

Change management certification courses from APMG and PROSCI®. Which one is right for you

The APMG white paper compares APMG and PROSCI® change management certification programs, outlining their key distinctions and suitability for different learners. APMG Change Management (both Foundation and Practitioner exams) focuses on theoretical foundations, broader learning, and rigorous certification, making it ideal for beginners or self-taught managers. PROSCI® emphasizes practical application, using a proprietary methodology and research-based tools, suitable for those needing immediate practical skills. Both programs are seen as complementary, with APMG strong on theory and PROSCI® on practice. The paper also compares course designs, content, certification processes, and instructor qualifications, highlighting the unique strengths of each program.

PROSCI® Best Practices In Change Management 2023

The “PROSCI® Best Practices in Change Management 2023” report aggregates insights and lessons from 2,668 change leaders. The report, spanning studies from 1998 to 2023, is a comprehensive resource on change management. Key findings include:

  1. Executive Sponsorship: Active and visible executive sponsorship is critical for successful change management.
  2. Structured Approach: Using a clear methodology and dedicated resources is essential.
  3. Employee Engagement: Continuous engagement and communication with employees and stakeholders are vital.
  4. Communication: Frequent, open, and transparent communication fosters trust and collaboration.
  5. Resources: Allocating sufficient resources, including time, budget, and personnel, is necessary.
  6. Integration: Collaboration between project and change management teams is crucial.
  7. Training and Resistance Management: Effective training and managing resistance through reinforcement and feedback are important.
  8. Metrics and Evaluation: Defining success metrics and evaluating change management activities ensure alignment with organizational goals.

The report emphasizes leadership, structured methodologies, continuous engagement, effective communication, and resource allocation as key drivers of successful change initiatives.

PROSCI® Change Management materials

A methodology NOT connected with APMG Change Management but very valuable to change managers

Download An Introduction to Change Management

PROSCI - An Introduction Guide to Change Management

The PROSCI® Introduction to Change Management eBook highlights that change management is a structured and intentional approach to help individuals through organizational changes, increasing the likelihood of successful outcomes. Effective change management ensures that employees adopt and embrace changes, leading to improved project success rates and organizational agility.

Download ADKAR Awarness

PROSCI ADKAR - Awarness

The PROSCI® ADKAR® Awareness eBook explains that building awareness is the first step in the change process, requiring clear communication of the reasons for change and its benefits to overcome resistance. Effective communication, sponsorship, and transparency are critical in ensuring employees understand and support the need for change.

Download ADKAR Desire

PROSCI ADKAR - Desire

The PROSCI® ADKAR® Desire eBook highlights that creating the desire for change involves aligning the change with personal motivators and leveraging leadership support. It stresses the importance of engaging employees, addressing their personal situations, and using incentives to build willingness to embrace and participate in the change.

Download ADKAR Knowledge

PROSCI ADKAR - Knowledge

The PROSCI® ADKAR® Knowledge eBook focuses on building the necessary knowledge for change through training, job aids, and coaching. It emphasizes that knowledge must be relevant and accessible, and it should address both the transition process and the future state to ensure employees can effectively adopt new roles and responsibilities.

Download ADKAR Ability

PROSCI ADKAR - Ability

The PROSCI® ADKAR® Ability eBook emphasizes the importance of transforming knowledge into practical action through effective coaching, hands-on exercises, and support from managers and subject matter experts. Overcoming psychological blocks, habitual behaviours, and resource limitations is essential for successfully developing new skills and ensuring lasting change.

Download ADKAR Reinforcement

PROSCI ADKAR - Reinforcement

The PROSCI® ADKAR® Reinforcement eBook discusses sustaining change through meaningful reinforcement activities such as recognition, rewards, and accountability mechanisms. It highlights the need for continuous reinforcement to prevent regression to old behaviours and to ensure the long-term success of the change initiative.

Quality is a habit (Aristotle)

A habit backed by 20 years as a trainer and 15 years as an Enterprise Agile Coach

"Some exam simulators for Agile exams, those lacking explanations to questions and answers, one could say that they intriguingly test our intellect 😎, originally interpreting the principle: "No Feedback, No Learning". Agile is based largely on feedback. Here is the irony, some simulators, both free and paid, do not provide any feedback whatsoever.
Agile at its best.”

Paulo CoelhoWhen he was preparing for the Change Management exam

It’s been over 20 years in IT. I have more than 200 certifications in IT, InfoSec, management, coaching, mentoring, and training, and this, and that and blah blah blah… who cares? What matters is a practical, hands-on experience… In my case, it’s been 15 years of active engagement in Agile Transformations, Agile Leadership and Governance, as well on the theory side, more than 10 years as an Accredited AgilePM® trainer, SAFe® SPC 4, 5, 6. Additionally, in the case of the DSDM® area, I was privileged to receive the first in Poland DSDM-Agile Trainer-Coach distinction. It was a unique, verbal exam based on my real-life case study of implementing DSDM®. The whole experience was done before the DSDM Consortium commission and AgilePM® authors; in my case, it was Steve Messenger and Andrew Craddock). We (me and my trusty team) were nominated to the 2016 Agile Awards. We were one of the finalists.

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As an official International Ambassador for the Agile Business Consortium, I voluntarily promote ABC, including the standards under its umbrella such as AgilePM®, AgileBA®, AgileDS®, and others. I am also engaged in translating ABC's products, as well as supporting the development of the Consortium's strategy, extending its reach to organizations seeking agile ways of working.

Finalist of Agile Awards 2015

2015 Agile Awards Finalist

Anyway, I'm trying to say that I've invested more than 15 years of my professional and private time in this 'Agile stuff.' It's time to give something back to the community.

Many great people have helped me along the way, and I want to contribute to the community. I believe that none of it matters if you don’t share and help others.

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Don't be fooled by APMG Change Management exam dumps

I hope you will find my exam simulator valuable on your journey. The simulator is not just a tool to help you pass your upcoming APMG Change Management Foundation exam, but also to learn and understand the knowledge areas associated with the specific domain you are studying. Passing an exam shouldn’t be the ultimate goal in itself but rather a checkpoint in your never-ending self-development journey. The goal of the APMG Change Management Foundation Exam Simulator is to provide you with as much learning feedback as possible, so you won’t waste your time memorizing questionable APMG Change Management exam dumps or shady APMG Change Management question databases with no prior verification of correct answers and with no rationals to questions.

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I Belive in Agnostic Agile

Being "agile agnostic" refers to an approach to Agile methodologies and processes that is not tied to a specific framework or set of practices (yet being fluent in most if not all of them). Instead, it emphasises Agile's core principles and values as outlined in the Agile Manifesto, applying them in a flexible and culture-sensitive.

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