The Key Concepts of People, Including Organizational Change Management PRINCE2-AGILE-FOUNDATION-V2 Practice Questions (Page 5)

Questions 21–25

1. 21application · medium

   A project manager is leading a project to upgrade the company's network infrastructure. The project will require a brief downtime for all employees. The project manager has communicated the downtime schedule to the IT department and the executive team. However, the general staff are not aware of the planned downtime and are surprised when they cannot work. What is the most likely impact of this communication failure?

   • AThe general staff will be frustrated and may resist future changes.
   • BThe executive team will lose confidence in the project manager.
   • CThe IT department will not be able to perform the upgrade.
   • DThe project will be delayed because the network upgrade is more complex than expected.
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2. 22expert · hard

   A bank is rolling out a new agile way of working. The change team has run extensive training and communication campaigns. However, six months later, a survey shows that while teams are holding daily stand-ups and sprints, they are still delivering large batches of work at the end of the sprint, and the 'definition of done' is rarely met. What is the most likely reason for this superficial adoption?

   • AThe teams are too large and need to be split into smaller teams.
   • BThe organizational culture still rewards finishing large chunks of work rather than delivering small, working increments.
   • CThe teams do not understand the agile framework well enough.
   • DThe teams are not using the right project management software.
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4. 23application · medium

   A project manager is leading a cross-functional team on a complex IT infrastructure project. The project manager spends most of their time on detailed task tracking and status reporting to the program board. The team is experienced and capable, but they feel they are not trusted to make decisions. What is the most appropriate adjustment for the project manager to make?

   • AShift focus from detailed task tracking to providing leadership, direction, and removing obstacles for the team.
   • BIncrease the frequency of status reporting to the program board to demonstrate control.
   • CTake over the technical decisions from the team to ensure quality.
   • DReplace the team members with more junior staff who will follow instructions.
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5. 24expert · hard

   A global company is implementing a new expense reporting tool. The project has strong support from the CFO and the finance team. However, the sales team, which is the primary user group, is highly resistant. They argue the new tool is too slow and will reduce their time with customers. The change manager has limited budget and time. What is the most effective strategy to increase adoption among the sales team?

   • AFocus all change management effort on the CFO and finance team since they are the sponsors.
   • BEngage a few influential members of the sales team as champions to provide feedback and advocate for the tool.
   • CDelay the project until the sales team fully accepts the new tool.
   • DMandate the use of the new tool and discipline any salesperson who does not comply.
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6. 25application · medium

   A retail bank is rolling out a new customer relationship management system. The project team has completed the technical build and is preparing to deploy. However, the bank's branch staff have a long-standing culture of using paper-based records and are resistant to changing their daily routines. The project manager is concerned that the technical go-live will not translate into actual adoption. Which action best addresses the situation?

   • AApply organizational change management activities to prepare, support, and help staff transition to the new way of working.
   • BLimit communication about the change to senior managers only to avoid creating anxiety among branch staff.
   • CDeploy the system on schedule and rely on mandatory training sessions to force adoption.
   • DDelay the project indefinitely until every staff member voluntarily agrees to the new system.
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