The Sales Manager is excited by the challenge to lead a pilot to upskill the sales team in the new capabilities. They will particularly enjoy coaching and spending time with team members.
Which preference does this behavior BEST display?
Extravert.
Introvert.
Thinking.
Feeling.
Comprehensive and Detailed Explanation:
This question uses the Myers-Briggs Type Indicator (MBTI) framework, which identifies personality preferences based on four dichotomies. In this scenario, the Sales Manager’s behavior reflects traits that align most closely with the Extraversion preference.
1. Why the Answer is Extravert (A):
Extraverts gain energy from interacting with others and are motivated by teamwork, coaching, and engaging in group activities.
The Sales Manager’s enjoyment of spending time with team members and their enthusiasm for leading a pilot clearly demonstrates extraverted qualities.
Extraverts typically thrive in environments where collaboration and communication are emphasized, which matches the described behavior.
2. Analysis of Other Options:
Option B: Introvert
Introverts are more reflective and gain energy from time spent alone or in quieter settings. They tend to prefer solitary work over group activities.
The Sales Manager’s enjoyment of coaching and team interaction does not align with introverted traits.
Eliminate.
Option C: Thinking
The Thinking preference in MBTI is about making decisions based on logic and objective criteria. It does not directly relate to the enjoyment of coaching or spending time with team members.
The scenario describes behavior that is more about interaction and energy from others rather than logical decision-making.
Eliminate.
Option D: Feeling
The Feeling preference relates to decision-making that prioritizes values and empathy. While this could be partially relevant in a coaching context, the primary focus of the description is on enthusiasm for interaction and collaboration, which are hallmarks of extraversion.
Eliminate.
3. Practical Example:
An extraverted leader might enjoy hosting team workshops, facilitating discussions, or mentoring colleagues. Their energy comes from the collaborative process, just as the Sales Manager enjoys coaching and working directly with their team.
4. Reference to MBTI:
Extraversion (E):
Focused on the external world and interactions with others.
Energized by group activities and collaboration.
Introversion (I):
Prefers reflection and solitary work.
Which Facilities stakeholder is MOST likely to be placed within the ‘external’ segment for the relocation work of the Operational delivery processes workstream?
The staff who have coordinated the user input on the layout and will be working with the designers to make amendments according to feedback.
The UniCo security staff who will arrange the necessary physical accesses for the staff to gain entry to the new building.
The staff who will be communicating the timetable of activities to integrate Selco staff within the UniCo building.
The staff who have been contracted to move furniture and equipment within agreed timescales.
Comprehensive and Detailed Step-by-Step Explanation
Stakeholder Segmentation in the UniCo Scenario
In stakeholder analysis, external stakeholders are individuals or entities outside the organization but whose involvement is critical for achieving specific outcomes. They contrast with internal stakeholders, who are part of the organization and influence or execute the change.
The relocation of Selco staff to UniCo requires contributions from both internal and external stakeholders, as detailed in the Operational Delivery Processes workstream.
Option Analysis (UniCo-Specific)
A. The staff coordinating user input and working with designers
These staff members are internal stakeholders responsible for ensuring user input and amendments align with organizational needs. They are directly involved with UniCo's design processes, making them part of the internal team.
Incorrect.
B. The UniCo security staff arranging physical access
These security staff are part of UniCo’s internal operations. Their role is critical to operational success but does not classify them as external stakeholders.
Incorrect.
C. The staff communicating the timetable for Selco integration
This group is part of UniCo’s internal change management process, ensuring clear communication during integration. While important, they remain internal stakeholders.
Incorrect.
D. The contracted staff moving furniture and equipment
This group consists of external contractors who are not part of UniCo's workforce but are engaged for specific relocation tasks. Their involvement is temporary and project-specific, aligning them with the external segment of stakeholders.
Correct.
Why D is the Correct Answer (Scenario Alignment)
In the context of UniCo’s relocation workstream, external stakeholders include contractors who facilitate logistical aspects, such as moving furniture. This role is distinct from internal stakeholders responsible for communication or operations.
References (UniCo Scenario and AgilePM Alignment):
UniCo Scenario: The relocation process includes external contractors for moving and setup tasks.
AgilePM Handbook, Chapter 5: Stakeholder Engagement in Change Initiatives.
Agile Business Consortium – Stakeholder Categories and Definitions.
Most of the Customer Services staff are working with the new processes. However, there are a number of remaining staff who don’t want to be trained in the new technologies and wish to continue supporting the old business areas.
Which is the MOST appropriate intervention from the Customer Service Director?
Identify workarounds for those staff who resist the new processes so that they can remain operating within the new structure.
Maintain a listening stance, showing interest in understanding the reasons for the discomfort that many are feeling over the changes.
Shock staff into action by telling them that some staff will lose their place in the organization if they are unable to make adjustments.
Consider leaving some of the existing structure unchanged so that those who may not find the change workable can be accommodated.
Comprehensive and Detailed Step-by-Step Explanation:
Context from the UniCo Scenario:
The Customer Services staff are grappling with resistance to new technologies and processes due to discomfort or attachment to older methods. The Customer Services Director must intervene in a manner that minimizes resistance, builds trust, and encourages adoption of the changes. Understanding the root cause of the resistance is key to managing and addressing it effectively.
Analysis of Each Option:
A. Identify workarounds for those staff who resist the new processes so that they can remain operating within the new structure.
Why Incorrect:While workarounds may provide short-term relief, they compromise the change initiative by creating inconsistencies and preventing full integration of the new processes. It risks undermining the strategic goals of moving to innovative solutions.
B. Maintain a listening stance, showing interest in understanding the reasons for the discomfort that many are feeling over the changes.
Why Correct:Maintaining a listening stance demonstrates empathy and fosters psychological safety, encouraging staff to openly share their concerns. This allows the Director to identify and address specific barriers to change. Engaging staff in this way builds trust and aligns with Agile principles of stakeholder collaboration.
C. Shock staff into action by telling them that some staff will lose their place in the organization if they are unable to make adjustments.
Why Incorrect:Using fear or intimidation may temporarily force compliance but is likely to backfire by increasing resistance, damaging morale, and eroding trust. It goes against AgilePM's emphasis on maintaining a supportive and collaborative environment during change.
D. Consider leaving some of the existing structure unchanged so that those who may not find the change workable can be accommodated.
Why Incorrect:This approach contradicts the strategic objectives of integrating Selco and transitioning to new technologies. Allowing parts of the old structure to remain undermines the long-term success and sustainability of the change initiative.
Why B Is the Best Option:
Encourages Engagement and Trust:
By listening to staff concerns, the Director shows respect for their opinions, fostering a culture of collaboration and inclusion. This aligns with AgilePM's principles of empowering individuals and teams to participate in the change process.
Targets the Root Cause of Resistance:
Resistance often stems from fear of the unknown or lack of understanding. A listening stance helps uncover these root causes, allowing tailored interventions to address them.
Aligns with Change Management Best Practices:
Kotter’s Change Model and AgilePM both emphasize the importance of effective communication and stakeholder engagement to reduce resistance and build momentum for change.
References to AgilePM Framework:
Stakeholder Collaboration:
AgilePM promotes collaboration and open communication with stakeholders to address concerns and ensure their involvement in the change process. (AgilePM Practitioner Guide, Chapter 8: Stakeholder Engagement)
Empathy in Leadership:
Effective change leaders understand and address the emotional and practical concerns of their teams. Maintaining a listening stance is a key behavior outlined in change management best practices. (AgilePM Practitioner Guide, Chapter 9: Empowering Teams)
Using the information provided in the additional information, answer the following question on building a change analytics strategy.
Is the measure requested by the Customer Services Director likely to be affected by any of the practical considerations of data analytics?
No, because customer feedback should be prioritized over internal analysis.
No, because the data would be collected by Customer Services’ operations after the changes.
Yes, because the measure is not providing feedback on progress when action can be taken.
Yes, because the measure may be inaccurate through restricting the data source to one area.
Comprehensive and Detailed Step-by-Step Explanation:
Context from the UniCo Scenario:
The Customer Services Director is focused on using customer feedback as a metric to assess the effectiveness of changes made to operations and processes. However, practical considerations arise regarding the timing and usability of data collected. For feedback to be actionable, it must align with progress tracking during the implementation of the changes, not just after completion.
Analysis of the Answer Options:
A. No, because customer feedback should be prioritized over internal analysis.
Why Incorrect:While customer feedback is essential, the issue in this case is not about prioritizing customer feedback over internal analysis. The problem lies in whether the feedback provides actionable insights at the right time.
B. No, because the data would be collected by Customer Services’ operations after the changes.
Why Incorrect:Collecting data after changes are implemented is useful but may fail to address the need for ongoing feedback during the change process. This limits the ability to act on the data in real-time, making it less effective for tracking progress.
C. Yes, because the measure is not providing feedback on progress when action can be taken.
Why Correct:For change analytics to be effective, measures must enable timely intervention. Customer feedback collected only after changes are implemented fails to provide actionable insights during the transition. This delay prevents the Customer Services Director from addressing issues proactively.
D. Yes, because the measure may be inaccurate through restricting the data source to one area.
Why Incorrect:While restricting data sources can introduce bias or inaccuracies, the primary issue here is timing. The focus is on whether the feedback supports progress tracking and actionable decision-making, not the breadth of data sources.
Why C Is the Best Answer:
Actionable Feedback Is Critical:
AgilePM emphasizes the need for real-time data to track progress and adjust plans dynamically. Feedback collected only after changes are completed does not meet this requirement.
Alignment with AgilePM Principles:
Metrics must support continuous improvement by identifying issues early. Post-change feedback alone misses opportunities for mid-course corrections, reducing its practical utility.
Focus on Progress Tracking:
The measure requested by the Customer Services Director fails to provide feedback aligned with progress tracking, making it less effective for driving timely improvements.
References to AgilePM Framework:
Continuous Feedback Loops:
AgilePM emphasizes the importance of feedback loops that provide actionable insights throughout the change process, not just at the end. (AgilePM Practitioner Guide, Chapter 6: Iterative Development)
Real-Time Metrics:
Metrics should enable the team to track progress and take corrective action during implementation. (AgilePM Practitioner Guide, Chapter 11: Measuring Success)
To ensure that the UniCo change programme is successful, the Chief Executive Officer (CEO) knows that correctly assigning the key change roles will be essential.
Which 2 statements BEST explain why the CEO is appropriate for the role of Sponsor for the Change Programme?
Has a reserved, thoughtful leadership style which allows others to establish new behaviors without fear of criticism.
Will provide an alternative view, due to a personal unease that the different direction for UniCo is outside the CEO’s own experience.
Likes to be involved in the operational detail in order to have control of changes as they happen.
Appreciates that expenditure has to happen promptly and assigns budget appropriately to support the change.
Is committed to promoting this change as the future direction and has the authority to make it a priority.
Comprehensive and Detailed Step-by-Step Explanation
A Sponsor is a critical role in any change program, tasked with providing high-level support, ensuring resources are allocated, and maintaining alignment between the change initiative and the organization's strategic priorities. The CEO is best suited for this role because they have the authority, vision, and ability to secure the necessary resources for the program.
1. Why D (Budget Allocation) is Correct
A sponsor’s primary responsibility is ensuring that the change initiative has adequate resources, including financial support.
The CEO’s ability to assign budgets promptly ensures that the program can progress without delays caused by a lack of funding.
This aligns with the sponsor's role of prioritizing resources to avoid disruptions to the change process.
2. Why E (Commitment and Authority) is Correct
A key attribute of a successful sponsor is their commitment to the change initiative and their authority to prioritize it across the organization.
The CEO’s position as the ultimate decision-maker and their endorsement of the change program as UniCo’s future direction reinforces the legitimacy and importance of the initiative.
By promoting the change and making it a strategic priority, the CEO ensures alignment at all levels of the organization.
3. Analysis of Incorrect Options
Option A:
While a thoughtful leadership style can be valuable, this alone does not align with the core responsibilities of a sponsor. The sponsor must be proactive in decision-making, resource allocation, and strategic oversight rather than focusing on creating an environment for behavior changes.
Eliminate.
Option B:
While acknowledging unease about the new direction might indicate self-awareness, it does not demonstrate why the CEO is the best fit for the sponsor role. Sponsors are expected to lead with confidence and conviction, even in unfamiliar situations.
Eliminate.
Option C:
Being heavily involved in operational details is not the role of a sponsor. Instead, the sponsor should focus on strategic oversight and delegating operational responsibilities to program managers or change leaders.
Eliminate.
4. Practical Implications
A sponsor like the CEO ensures alignment between the change initiative and organizational goals.
Their ability to secure resources and champion the program ensures its visibility and priority within the organization, fostering commitment at all levels.
Which 2 actions demonstrate empathy?
Allow people to think independently and plan for themselves how this Change Programme could be incorporated.
Hold a weekly progress meeting with key UniCo and Selco staff dedicated to the delivery of the new contract.
Provide statistical data on the general trends in the mobile application industry to help people rationalize why this change is necessary.
Reschedule plans to allow extra time for those IT support staff who are finding it difficult to try out the new processes.
Encourage the CEO to discuss their previous concerns about the new company direction with staff who feel uncertain.
Comprehensive and Detailed Step-by-Step Explanation
Understanding Empathy in Change Management
Empathy involves understanding and addressing the emotions, perspectives, and concerns of stakeholders during a change initiative. It focuses on emotional intelligence and actively supporting individuals to adapt to change in a way that respects their feelings and needs.
Option Analysis
A. Allow people to think independently and plan for themselves how this Change Programme could be incorporated
While independence is valuable, this option emphasizes autonomy rather than empathy. Empathy focuses on actively understanding and addressing emotional needs, which is not reflected here.
Incorrect.
B. Hold a weekly progress meeting with key UniCo and Selco staff dedicated to the delivery of the new contract
Progress meetings are about operational efficiency and project management rather than emotional engagement. This action does not specifically address the emotional or empathetic needs of staff.
Incorrect.
C. Provide statistical data on the general trends in the mobile application industry to help people rationalize why this change is necessary
Offering statistical data focuses on rationalization and logical understanding rather than emotional support. It does not demonstrate empathy.
Incorrect.
D. Reschedule plans to allow extra time for those IT support staff who are finding it difficult to try out the new processes
By rescheduling and accommodating the needs of staff who are struggling, this action demonstrates empathy. It acknowledges their challenges and provides support to help them adjust to the changes.
Correct.
E. Encourage the CEO to discuss their previous concerns about the new company direction with staff who feel uncertain
This action encourages the CEO to openly share their own experiences of uncertainty, fostering an emotional connection with staff. It helps to reduce apprehension and demonstrate that their concerns are understood.
Correct.
Why D and E are the Correct Answers (Scenario Alignment)
D: Rescheduling plans reflects understanding and support for those finding it hard to adapt, which aligns with empathetic leadership principles.
E: Encouraging the CEO to share their journey of overcoming uncertainty provides emotional reassurance and demonstrates relatability, a key element of empathy.
References (AgilePM and Scenario Alignment):
AgilePM Handbook, Chapter 6: Empathy and Emotional Intelligence in Stakeholder Engagement.
UniCo Scenario: "UniCo staff must develop new attitudes, and the CEO’s openness has been a subject of positive informal discussions."
Hodges’ Principles of Engagement: Empathy as a cornerstone for addressing emotional challenges during organizational change.
When receiving instruction on practical skills, which approach is MOST valuable to the learner?
Practicing new skills until consistency is achieved.
Observing repeated demonstrations of the skill by the instructor.
Group discussion of how to learn the new skills.
Presentation of how the new skills relate to the organizational change.
Comprehensive and Detailed Explanation:
Practical skill acquisition focuses on hands-on practice to ensure learners achieve mastery and consistency. This is central to Gagné's Nine Events of Instruction, which emphasize active learning strategies.
1. Relevance of Practice in Gagné’s Model:
Gagné's Event 6: Elicit Performance (Practice) highlights that learners must perform the skills themselves to solidify learning.
Practical application is critical to achieving competence, especially for motor or procedural skills. It allows learners to identify gaps and refine their performance through repetition.
2. Why Option A is Correct:
Practicing skills ensures that learners can consistently perform the task correctly. Repeated application:
Reinforces memory.
Builds muscle memory for physical tasks.
Promotes confidence and accuracy.
Consistency is the key indicator of mastery for practical skills.
3. Analysis of Other Options:
Option B: Observing repeated demonstrations of the skill by the instructor.
Observing demonstrations is useful for understanding, but it does not substitute for hands-on practice. Learners must engage actively to develop the skills themselves.
Option C: Group discussion of how to learn the new skills.
Discussion may help learners understand the steps or importance of the skill but does not directly contribute to skill mastery.
Option D: Presentation of how the new skills relate to the organizational change.
While this provides context, it does not help learners physically or cognitively practice the skill.
4. Practical Example:
In a training session for operating new machinery, learners achieve the best outcomes by practicing with the equipment until they can operate it confidently and consistently.
5. Reference to Gagné’s Model:
Event 6: Elicit Performance (Practice) emphasizes the importance of active learner participation to reinforce learning and ensure skill mastery.
The Change Manager is discussing the relocation of the Selco staff to the UniCo office with the Operations Director. They are using the SCARF framework of people's social experience to guide management actions. Answer the following questions about the use of David Rock's SCARF framework to increase the motivation for change.
Some of the employees of UniCo are unhappy that they have been given no choice in losing additional leisure space to accommodate the transferred Selco employees. The Change Manager has arranged for affected members to meet with the Selco employees at a social lunch.
Is this an appropriate approach to reward the brain in the need for 'autonomy,' and why?
No, because 'autonomy' is best rewarded by establishing clear change expectations.
No, because encouraging social interactions rewards the brain’s need for 'relatedness.'
Yes, because 'autonomy' is best rewarded by listening and supporting affected staff.
Yes, because inviting colleagues to interact will make staff feel less powerless.
Comprehensive and Detailed Step-by-Step Explanation:
The SCARF framework identifies five key domains of social experience that influence motivation: Status, Certainty, Autonomy, Relatedness, and Fairness. This question asks if the action taken by the Change Manager appropriately addresses the autonomy domain.
1. Why Autonomy is Not Addressed
Autonomy refers to an individual’s sense of control over their choices and environment.
In this scenario, UniCo employees feel powerless due to the loss of leisure space without consultation. Autonomy could have been addressed by giving staff more control or input during the decision-making process, such as asking for their preferences or involving them in discussions about how the space could be used.
Arranging a social lunch does not restore autonomy, as it does not give employees more control or decision-making power.
2. Why Relatedness is Addressed
Relatedness refers to the sense of connection and belonging among individuals in a group.
By organizing a social lunch for UniCo employees and Selco staff, the Change Manager is fostering social interaction and relationship-building, which addresses the need for relatedness rather than autonomy.
This helps improve relationships between the two groups but does not resolve concerns related to autonomy.
3. Analysis of Each Option
Option A: No, because 'autonomy' is best rewarded by establishing clear change expectations.
While setting clear expectations can help alleviate uncertainty, it does not directly address autonomy. Restoring autonomy requires giving employees more input or control.
Eliminate.
Option B: No, because encouraging social interactions rewards the brain’s need for 'relatedness.'
Correct. The lunch encourages connection and collaboration, which aligns with the relatedness domain, not autonomy.
Correct Answer.
Option C: Yes, because 'autonomy' is best rewarded by listening and supporting affected staff.
While listening to concerns is important, this action does not directly give staff more autonomy. Instead, it addresses relatedness by fostering relationships through social interactions.
Eliminate.
Option D: Yes, because inviting colleagues to interact will make staff feel less powerless.
Interactions may improve social cohesion, but they do not resolve the sense of powerlessness tied to autonomy. Autonomy requires giving individuals more choice or control.
Eliminate.
4. Practical Implications
To better address autonomy, the Change Manager could have involved UniCo employees in discussions about how to accommodate Selco staff or given them options for how leisure space could be managed collaboratively.
Social lunches, while helpful, are better suited for addressing relatedness by creating bonds and reducing friction between teams.
5. Reference to SCARF Framework
Relatedness: Actions that promote connection and collaboration among team members.
Autonomy: Actions that empower individuals with choices and control over their environment or decisions.
The Customer Services Director has announced the new structure at a large presentation for all Customer Services staff. The scale and design of the change have surprised many of the staff.
In the weeks immediately following the Customer Services Director’s initial presentation, there have been rumors of the Help Desk staff talking unhappily in small groups, with blame directed at "the management" for a recent period of poor performance of the department.
Which approach is the MOST appropriate way for the Customer Services Director to create early involvement in the change?
Target those staff in the Help Desk who are change-averse so that they are the first ones involved in the program.
Delay communications a few weeks so that all staff have time to think for themselves about the benefits of the new structure.
Identify those staff who would be willing to trial new Help Desk processes and work on pilots in the department.
Encourage the Help Desk staff to begin setting goals for themselves under the new structure.
Comprehensive and Detailed Step-by-Step Explanation:
Context from the UniCo Scenario:
The new structure announcement has caused uncertainty and dissatisfaction among the Customer Services staff, particularly in the Help Desk team. The situation requires a proactive and engaging approach to involve employees early in the change process, focusing on positive participation and addressing resistance constructively.
Analysis of Each Option:
A. Target those staff in the Help Desk who are change-averse so that they are the first ones involved in the program.
Why Incorrect: While addressing change resistance is essential, targeting change-averse staff first could increase resistance and negativity if not managed carefully. AgilePM advocates engaging enthusiastic early adopters to build momentum before tackling resistance.
B. Delay communications a few weeks so that all staff have time to think for themselves about the benefits of the new structure.
Why Incorrect: Delaying communications creates further uncertainty and allows rumors to escalate, eroding trust. AgilePM emphasizes the importance of early, clear, and continuous communication to reduce resistance.
C. Identify those staff who would be willing to trial new Help Desk processes and work on pilots in the department.
Why Correct: This approach aligns with AgilePM’s principles of involving stakeholders in incremental delivery and piloting solutions to gain feedback and build trust. Engaging willing staff to trial new processes helps demonstrate the benefits of the change and encourages others to follow suit.
D. Encourage the Help Desk staff to begin setting goals for themselves under the new structure.
Why Incorrect: Encouraging goal-setting may be beneficial later in the change process but does not directly address the current dissatisfaction or involve staff in shaping the change. AgilePM stresses active engagement over passive goal-setting at this stage.
Why C Is Correct:
Engaging Willing Staff:
Identifying and involving willing staff in piloting processes allows them to become change champions, demonstrating the benefits to others.
Incremental Approach:
Pilots enable the department to refine processes based on feedback, which is a core AgilePM practice for managing change.
Building Trust:
By involving staff in shaping the change, the organization fosters trust and mitigates resistance.
References to AgilePM Framework:
Stakeholder Engagement:
AgilePM encourages engaging key stakeholders early and leveraging early adopters to build momentum. (AgilePM Practitioner Guide, Chapter 8: Stakeholder Engagement)
Incremental Delivery:
AgilePM promotes piloting processes and iteratively refining solutions to ensure successful adoption. (AgilePM Practitioner Guide, Chapter 5: Incremental Development)
Managing Resistance:
Actively involving staff in pilots addresses resistance by showing the benefits of the change firsthand. (AgilePM Practitioner Guide, Chapter 10: Preparing for Change)
Awareness of the new processes in the Customer Services department is good, but so far there has been little progress on implementation with the majority of staff.
Which approach is LEAST likely to build momentum for the changes?
Assign the team who facilitate new orders to take the lead in implementing new processes.
Delegate responsibility for implementation to the line leadership in the department.
Share the initial successes when providing mobile solutions to the Utility company.
Increase the number of newsletters issued covering the strategy and delivery plans.
Comprehensive and Detailed Step-by-Step Explanation:
Context from the UniCo Scenario:
The Customer Services department is aware of the change but has shown little progress in implementing the processes. Building momentum for change requires active engagement, focusing on delivering and demonstrating value while motivating teams to act. Simply providing more information (like newsletters) does not directly contribute to implementation.
Analysis of Each Option:
A. Assign the team who facilitate new orders to take the lead in implementing new processes.
Why Correct: Assigning responsibility to a specific team who is familiar with the operations ensures direct ownership of the processes. This approach helps create role clarity and demonstrates action to others.
B. Delegate responsibility for implementation to the line leadership in the department.
Why Correct: Empowering line leaders aligns with AgilePM’s principles of delegating decision-making to individuals who are close to the operations, ensuring accountability and progress.
C. Share the initial successes when providing mobile solutions to the Utility company.
Why Correct: Sharing success stories is an effective way to build confidence and momentum. AgilePM recommends celebrating quick wins to motivate teams and show the value of change.
D. Increase the number of newsletters issued covering the strategy and delivery plans.
Why Incorrect (Answer): While communication is critical, simply issuing more newsletters does not actively engage staff or address implementation challenges. Newsletters are passive forms of communication that do not drive action or momentum.
Why D Is Correct (LEAST Likely):
Lack of Active Engagement:
Increasing newsletters only adds more information but does not address staff reluctance or encourage active participation.
Momentum Requires Action, Not Just Awareness:
Awareness is already present; the focus now should shift to tangible steps, like assigning responsibilities or showcasing early wins.
Limited Impact on Implementation:
AgilePM advocates active involvement, like delegating roles or leveraging pilot teams, rather than relying on one-way communication.
References to AgilePM Framework:
Empowered Teams:
AgilePM stresses the importance of empowering teams and leaders to take ownership of changes. (AgilePM Practitioner Guide, Chapter 6: Empowered Teams)
Celebrating Successes:
Sharing quick wins reinforces the benefits of change and motivates others to follow suit. (AgilePM Practitioner Guide, Chapter 9: Delivering Value Early)
Active Stakeholder Engagement:
AgilePM emphasizes that communication should drive engagement and actions, rather than be limited to information sharing. (AgilePM Practitioner Guide, Chapter 8: Stakeholder Engagement)
