APMG-International AgilePM-Practitioner - Agile Project Management (AgilePM) Practitioner Exam
Total 134 questions
Two Sales staff members appear to have lost energy for the change process and did not attend recent change meetings. When questioned, they said they were so overwhelmed by the number of changes in systems, materials, technical knowledge, and processes that they couldn’t deal with any more.
Which 2 actions by the Sales Director are the MOST appropriate when responding to this type of resistance from staff?
Find out which elements could remain unchanged so that future sales are unaffected.
Add personal staff targets to ensure that the changes in the sales operations are continued.
Assign the staff members to projects outside of this change, to prevent them undermining the changes needed.
Consider limiting the changes to those that are related to each other during each iteration of change in sales.
Ensure these staff members are rewarded for raising issues with the implementation.
The Answer Is:
A, DExplanation:
Comprehensive and Detailed Step-by-Step Explanation:
1. Analysis of the Scenario: The staff members are experiencing change fatigue due to the overwhelming number of adjustments in systems, processes, and technical knowledge. This fatigue often arises during significant organizational transformations like the one UniCo is undergoing, where staff members feel unprepared or unsupported to handle multiple changes.
Agile Project Management (AgilePM) emphasizes adaptive change management, where incremental changes are planned and staff are supported throughout transitions. The Agile approach also recommends prioritizing manageable changes to prevent burnout.
2. Option Evaluation:
A. Find out which elements could remain unchanged so that future sales are unaffected.
Explanation: Maintaining some consistency during the change process can help overwhelmed staff feel less stressed. By preserving elements that do not directly need alteration, employees can focus on critical areas that need improvement without feeling they are losing their entire work foundation.
Reference from AgilePM: Agile emphasizes incremental delivery and the need to protect stability where possible during change efforts. This is key to balancing innovation with operational continuity.
Why Correct: This approach reduces unnecessary change and helps staff focus on priority areas, reducing resistance and fatigue.
B. Add personal staff targets to ensure that the changes in the sales operations are continued.
Explanation: While setting targets can be a motivational tool, introducing personal targets during a period of resistance or overwhelm can exacerbate stress and lead to further disengagement.
Why Incorrect: AgilePM advocates for team empowerment and reducing pressure during resistance phases. Adding personal targets does not address the root cause of change fatigue.
C. Assign the staff members to projects outside of this change, to prevent them undermining the changes needed.
Explanation: Removing staff from the process entirely may appear to prevent further resistance, but it also excludes them from adapting to and learning the new processes. Such an action can lead to further disengagement and even attrition.
Why Incorrect: AgilePM encourages collaboration and engagement rather than sidelining staff during organizational changes.
D. Consider limiting the changes to those that are related to each other during each iteration of change in sales.
Explanation: By grouping related changes, staff can focus on cohesive elements rather than being overwhelmed by disjointed changes. This iterative approach aligns with AgilePM principles, which emphasize breaking down tasks into smaller, manageable chunks.
Reference from AgilePM: The iterative and incremental approach in Agile ensures that teams manage workload effectively while focusing on high-priority changes.
Why Correct: Limiting and organizing changes into related areas ensures clarity, reduces cognitive load, and builds confidence among the sales staff.
E. Ensure these staff members are rewarded for raising issues with the implementation.
Explanation: Rewarding staff for raising concerns is a positive reinforcement tactic. However, it does not address the root issue of change fatigue. While this could encourage openness, it does not reduce the overwhelming workload or clarify processes.
Why Incorrect: Although AgilePM emphasizes transparency, this approach does not mitigate the resistance caused by change overload.
3. Final Recommendation:
Correct Actions: A and D effectively address the root causes of resistance (overwhelm and fatigue) by maintaining stability where possible and grouping related changes into iterations.
These solutions align with AgilePM's focus on iterative change, manageable workloads, and staff engagement.
Incorrect Actions (B, C, E): These options either fail to address the root problem or risk disengagement further.
References:
AgilePM Practitioner Guide, Chapter on Stakeholder Engagement and Managing Change.
AgilePM Principles: Incremental Delivery and Focus on the Business Need.
Agile Change Management Strategies for Overcoming Resistance.
The Change Manager is looking to develop the change agent network that will support the changes related to the Operational delivery processes workstream.
Which approach is MOST likely to be relevant when deciding on the size of the change network for the Operational delivery processes workstream?
Immediately assign two change agents as the fulfillment of the new contract will focus the change.
Recruit change agents mainly from the IT support staff experiencing the most change.
Select change agents in the Applications and IT Support areas to cover both locations.
Involve as many agents as possible from the Selco staff to utilize their experience.
The Answer Is:
CExplanation:
Comprehensive and Detailed Step-by-Step Explanation
The size and scope of a change agent network must be tailored to the needs of the specific workstream it is supporting. In the case of the Operational delivery processes workstream, the focus is on integrating systems and processes across both the UniCo and Selco locations.
1. Why C (Agents Covering Both Applications and IT Support) is Correct
Broad Coverage: Selecting change agents from both the Applications and IT Support areas ensures that the network addresses the full range of changes required, including technical systems, applications, and IT processes.
Dual Location Focus: The operational delivery workstream spans both the UniCo and Selco locations. Having representation from both locations ensures that changes are implemented effectively and address the unique challenges of each site.
Balance of Expertise: IT Support staff are critical for process-related changes, while Applications staff bring expertise in mobile application development, which aligns with UniCo’s strategic goals.
2. Analysis of Incorrect Options
Option A (Assign Two Agents):
Assigning only two change agents is overly restrictive and would not provide sufficient coverage for a large-scale integration of operational processes across multiple departments and locations.
Eliminate.
Option B (Recruit Mainly IT Support Staff):
While IT Support staff are experiencing significant changes, focusing solely on this group excludes other important areas, such as Applications, which are critical to UniCo’s strategy of integrating mobile applications.
Eliminate.
Option D (Involve Only Selco Staff):
Although Selco staff bring valuable expertise in mobile applications, relying exclusively on them could alienate UniCo staff and hinder buy-in for the change. A balanced network incorporating both UniCo and Selco staff is more effective.
Eliminate.
3. Practical Implications
Selecting change agents from both Applications and IT Support ensures that the network is comprehensive and aligned with the goals of the operational delivery processes workstream.
This approach also promotes collaboration between UniCo and Selco staff, which is essential for successful integration and cultural alignment.
Using the information provided in the additional information, answer the following question on building a change analytics strategy.
Do the measures to be monitored by the CEO represent appropriate ‘leading’, result-oriented measures for the effectiveness of the change interventions?
No, because ‘leading’ metrics must be based on quantitative data.
No, because these metrics are lagging, output-focused indicators.
Yes, because these indicators will identify if UniCo sales continue to decline.
Yes, because these metrics monitor benefits realization at senior management level.
The Answer Is:
BExplanation:
Comprehensive and Detailed Step-by-Step Explanation:
Context from the UniCo Scenario:
The CEO is tasked with overseeing the change analytics strategy to assess the effectiveness of the transformation program at UniCo. The focus on market share, customer awareness, and sales performance represents metrics primarily indicative of past outcomes rather than predictive trends. These are "lagging indicators" because they measure results that have already occurred rather than helping to predict future performance.
Analysis of the Answer Options:
A. No, because ‘leading’ metrics must be based on quantitative data.
Why Incorrect:While leading indicators are often quantitative, this is not a definitive requirement. Leading indicators can include qualitative metrics, such as customer sentiment or readiness for change, which forecast future outcomes.
B. No, because these metrics are lagging, output-focused indicators.
Why Correct:The CEO's metrics—market share, customer awareness, and sales of mobile applications—are retrospective and assess the outcomes of past strategies rather than providing actionable insights for proactive decision-making. This makes them lagging indicators that are unsuitable as "leading, result-oriented measures." Leading indicators would include forward-looking metrics, such as staff readiness, customer pre-orders, or app engagement metrics.
C. Yes, because these indicators will identify if UniCo sales continue to decline.
Why Incorrect:While these metrics may identify declining sales, they are not suitable for preempting or preventing such issues. They lack predictive value and fail to inform actions needed to drive improvements proactively.
D. Yes, because these metrics monitor benefits realization at senior management level.
Why Incorrect:Although these metrics are useful for benefits realization, they are not sufficient as "leading" indicators. They reflect past performance rather than informing management on whether the change program is on track to achieve its intended future benefits.
Why B Is the Best Answer:
Distinction Between Leading and Lagging Indicators:
Leading indicators provide predictive insights to guide decision-making and corrective actions, while lagging indicators assess outcomes already achieved. The CEO's metrics fall into the latter category, as they focus on market share and customer awareness, which reflect results of past efforts.
Relevance to Change Analytics Strategy:
A robust change analytics strategy must include metrics that enable proactive adjustments. For example, measuring customer engagement during app trials or employee training completion rates would offer actionable insights into the program's progress.
Alignment with AgilePM and Change Management Practices:
AgilePM emphasizes continuous monitoring and adaptation using predictive metrics to guide successful delivery. The CEO's reliance on lagging indicators does not align with this proactive approach.
References to AgilePM Framework:
Metrics in Change Programs:
The AgilePM framework recommends using KPIs that drive decisions, emphasizing early indicators of potential issues. This ensures that leadership can take corrective actions during the program rather than after its completion. (AgilePM Practitioner Guide, Chapter 7: Governance and Control)
Benefits Realization and Leading Indicators:
Leading indicators are essential for tracking progress toward benefits realization. Focusing on lagging metrics risks missing early warning signs of misalignment. (AgilePM Practitioner Guide, Chapter 11: Measuring Success)
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.
On seeing plans for the office move, the Selco staff are worried that some desk allocations do not have access to natural light. The relocation leadership team held a workshop as soon as the issue was raised and has allocated these desks to be ‘hot-desks,’ not used by staff permanently based in the office.
Is this an appropriate approach to reward the brain in the need for ‘certainty,’ and why?
No, because a change solution needs to be permanent to achieve ‘certainty.’
No, because the resolution of the issue should be delegated to those affected.
Yes, because loss of ‘certainty’ mostly affects those at lower organizational levels.
Yes, because ‘certainty’ is rewarded when issues can be resolved promptly and openly.
The Answer Is:
DExplanation:
Comprehensive and Detailed Step-by-Step Explanation:
This question focuses on the certainty domain within David Rock’s SCARF framework. Certainty relates to an individual’s need for predictability and clarity in their environment. When staff face ambiguity or potential disruption, addressing concerns quickly and transparently helps restore certainty.
1. Why Certainty is Important
Certainty provides stability and allows individuals to plan and operate without stress caused by ambiguity or unpredictability.
In the context of the office move, Selco staff were concerned about their desk allocations, specifically access to natural light, which introduced uncertainty.
2. Why the Leadership Team’s Actions Address Certainty
By promptly holding a workshop to address the issue, the leadership team acted transparently and showed responsiveness.
Allocating the problematic desks as hot-desks ensures that no one is permanently affected, thus providing a solution that reduces ambiguity and restores a sense of predictability.
This aligns with the SCARF framework’s principle that certainty is rewarded by prompt and open resolution of concerns.
3. Analysis of Each Option
Option A: No, because a change solution needs to be permanent to achieve ‘certainty.’
While permanent solutions can provide certainty, the key here is the prompt and transparent resolution of staff concerns, which addresses the immediate need for certainty. A permanent solution is not always required.
Eliminate.
Option B: No, because the resolution of the issue should be delegated to those affected.
Delegating resolution to staff is not necessary to address certainty. What matters is that the leadership team resolved the issue quickly and transparently.
Eliminate.
Option C: Yes, because loss of ‘certainty’ mostly affects those at lower organizational levels.
While uncertainty can indeed affect individuals at all levels, especially lower levels, the answer does not fully explain why the leadership’s actions are appropriate for addressing certainty.
Eliminate.
Option D: Yes, because ‘certainty’ is rewarded when issues can be resolved promptly and openly.
Correct. Certainty is reinforced when concerns are addressed promptly and in an open manner. The workshop provided transparency and resolved the ambiguity around desk allocations.
Correct Answer.
4. Practical Implications
For change management, addressing concerns quickly and clearly shows responsiveness, which can reduce resistance to change and foster trust.
Resolving ambiguity, as the relocation team did, minimizes the disruption caused by the perceived lack of certainty.
5. Reference to SCARF Framework
Certainty: Certainty is about predictability and reducing ambiguity in the environment. Prompt and transparent actions help restore this domain and motivate individuals.
Which stakeholder should be placed within the 'primary' segment?
Industry-related professional associations, whose strong opinions and judgments about industry trends reach wide audiences.
The Utilities company, who selected UniCo to provide services but will dictate their specific requirements and operational terms.
The Operations Director, who will consult with others to understand their requirements and decide on the approach.
The UniCo investors, who have provided the finance to support the innovation and improvement needed to recover profitability.
The Answer Is:
BExplanation:
Comprehensive and Detailed Step-by-Step Explanation:
Understanding Stakeholder Segmentation in Agile Project Management
Stakeholders are segmented based on their level of influence, interest, and involvement in the project. The 'primary' segment consists of stakeholders who are directly impacted by the project’s outcomes or who have the highest influence over its success.
The primary stakeholders often have the power to determine project requirements or outcomes and require significant attention from the project team.
Option Analysis
A. Industry-related professional associations
While their opinions influence industry trends, they are not directly involved in UniCo's project or operational terms. They fall under the secondary segment as their influence is indirect and focuses on broader trends rather than specific deliverables.
Incorrect.
B. The Utilities company
The Utilities company is UniCo’s customer, directly dictating specific requirements and operational terms. As such, they hold significant influence and impact on the project’s success. They represent a key stakeholder group in the primary segment, as satisfying their requirements is essential for UniCo’s strategic goals.
Correct.
C. The Operations Director
The Operations Director is an internal stakeholder involved in decision-making and execution. While they play a crucial role, they are part of the project delivery team rather than an external primary stakeholder. Therefore, they do not belong in the 'primary' segment.
Incorrect.
D. The UniCo investors
Investors are critical for funding and overall company strategy but are not directly involved in defining project requirements or operational terms for this specific initiative. They fall under the key supporting stakeholders rather than the 'primary' segment.
Incorrect.
Why B is the Correct Answer
The Utilities company directly dictates project requirements and operational terms. Their satisfaction is crucial for the project's success and aligns with Agile principles emphasizing delivering value to the customer. This makes them a part of the 'primary' stakeholder segment.
References:
AgilePM Foundation Handbook, Chapter 3: Stakeholder Engagement.
Agile Business Consortium: Stakeholder Influence and Segmentation.
PMBOK Guide, Chapter 13: Stakeholder Management – Primary and Secondary Stakeholders.
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.
The Answer Is:
AExplanation:
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 2 actions demonstrate connectivity?
Arrange a number of briefing sessions for Customer Services staff, over lunch times and in a comfortable setting.
Make short videos available showing how customer service teams from other companies effectively provide services for these types of offerings.
Create a central area on the UniCo internal shared work system for the Change Programme to collaborate and comment on the materials.
Ask the senior leadership to provide examples of other companies undertaking, and successfully overcoming, similar challenges.
Send the plans of the new office layout to the Selco staff showing them where each individual will be located.
The Answer Is:
A, CExplanation:
Comprehensive and Detailed Step-by-Step Explanation
Understanding Connectivity in Change Management
Connectivity refers to fostering a sense of shared purpose, collaboration, and strong communication between all stakeholders. Actions demonstrating connectivity help stakeholders feel linked to the broader change initiative, ensuring smooth transitions and alignment of efforts.
Option Analysis
A. Arrange a number of briefing sessions for Customer Services staff, over lunch times and in a comfortable setting
This action directly supports connectivity by fostering open discussions, improving communication, and ensuring that staff have a platform to interact and share ideas in a comfortable environment.
Correct.
B. Make short videos available showing how customer service teams from other companies effectively provide services for these types of offerings
While informative, this action focuses more on education and benchmarking than on fostering connections or interaction between team members.
Incorrect.
C. Create a central area on the UniCo internal shared work system for the Change Programme to collaborate and comment on the materials
This promotes connectivity by creating a space where staff can interact, share feedback, and collaborate on the change initiative. A shared workspace enhances team alignment and communication.
Correct.
D. Ask the senior leadership to provide examples of other companies undertaking, and successfully overcoming, similar challenges
This action primarily addresses leadership engagement and inspiration rather than connectivity among team members. It does not involve active collaboration or interaction.
Incorrect.
E. Send the plans of the new office layout to the Selco staff showing them where each individual will be located
While this action communicates logistical details, it does not create opportunities for connection or collaboration between stakeholders.
Incorrect.
Why A and C are the Correct Answers (Scenario Alignment)
Both actions emphasize interaction and collaboration among stakeholders:
A: Encourages personal interaction in an informal setting, promoting open dialogue and better connections.
C: Provides a digital platform for collaboration, ensuring all stakeholders remain connected and informed.
References (AgilePM and Scenario Alignment):
AgilePM Handbook, Chapter 6: Collaboration and Communication in Change Management.
UniCo Scenario: "Staff need to work collaboratively to develop the new attitudes and capabilities required to succeed in the mobile applications market."
Agile Business Consortium – Creating Collaborative Workspaces for Change.
Using the information provided in the additional information, answer the following question on building a change analytics strategy.
Are the measures and source data to be monitored by the Human Resources and Facilities Manager likely to have any of the limitations of data analytics?
No, because reporting on staff data should only be carried out by Human Resources.
No, because internal processes are likely to ensure a good data quality.
Yes, because the volume of the source data is likely to be unmanageable.
Yes, because the source data is unlikely to provide ‘real-time’ accuracy.
The Answer Is:
DExplanation:
Comprehensive and Detailed Step-by-Step Explanation:
Context from the UniCo Scenario:
The Human Resources and Facilities Manager is responsible for tracking data related to the upskilling of staff in mobile applications, as well as analyzing training progress across departments. For effective change analytics, timely and accurate data is critical to enable actionable insights. Delays in reporting and inaccuracies can hinder real-time adjustments to training programs and resource allocation.
Analysis of the Answer Options:
A. No, because reporting on staff data should only be carried out by Human Resources.
Why Incorrect:This statement is irrelevant to the limitations of data analytics. While HR typically oversees reporting on staff data, the issue lies in the ability to provide real-time, accurate data for decision-making, not which department oversees the process.
B. No, because internal processes are likely to ensure a good data quality.
Why Incorrect:While internal processes might improve data quality, they do not guarantee timely or real-time accuracy. The issue highlighted in this scenario is the lag in data reporting, which limits its usefulness in dynamic change management.
C. Yes, because the volume of the source data is likely to be unmanageable.
Why Incorrect:There is no evidence in the scenario suggesting that the volume of data being collected for staff training is unmanageable. The challenge described pertains to the timeliness and accuracy of the data, not its scale.
D. Yes, because the source data is unlikely to provide ‘real-time’ accuracy.
Why Correct:Effective change analytics requires real-time data to monitor progress and make adjustments dynamically. In this case, the HR and Facilities Manager’s reliance on data that is not timely or accurate limits the ability to intervene effectively during training or skill development.
Why D Is the Best Answer:
Real-Time Data Is Crucial for Change Analytics:
AgilePM emphasizes the need for actionable insights derived from up-to-date information. Data that is delayed or inaccurate prevents quick responses to emerging issues.
Alignment with Agile Principles:
In change programs, especially those involving skill development, real-time feedback is critical for iterative improvements. Lagging or retrospective data fails to align with this principle.
Practical Challenges:
The scenario implies limitations in data collection or reporting processes, which prevent real-time monitoring. This hinders the Human Resources and Facilities Manager from accurately tracking progress and making timely interventions.
References to AgilePM Framework:
Iterative Monitoring and Feedback:
AgilePM advocates for frequent and timely feedback to ensure continuous alignment with project goals. (AgilePM Practitioner Guide, Chapter 8: Quality Management)
Importance of Data-Driven Decision-Making:
Data must enable proactive, real-time adjustments to processes. Delayed or inaccurate data undermines this approach. (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 IT Support Manager is appropriate for the role of change agent for the change programme?
Is good at quietly implementing directions without challenging decisions at every step.
Is well-positioned to bring together other line leaders facing similar change situations.
Has a strong network due to supporting all staff at all levels organization-wide.
Has direct line authority over the staff who will be changing internal IT systems.
Wants to gain experience in change management to improve future implementations of IT systems.
The Answer Is:
B, CExplanation:
Comprehensive and Detailed Step-by-Step Explanation
A Change Agent plays a pivotal role in ensuring the success of a change initiative. Their responsibilities typically include fostering collaboration, addressing resistance, and facilitating the implementation of the change. The IT Support Manager is a suitable choice for this role because of their network across the organization and their ability to connect different leaders and departments.
1. Why B (Bringing Leaders Together) is Correct
The IT Support Manager, through their role, is positioned to work across multiple departments.
They are likely familiar with similar challenges faced by other line leaders due to their experience in supporting IT systems and processes organization-wide.
This ability to act as a connector between leaders makes them well-suited to facilitate collaboration and ensure alignment across the organization during the change initiative.
2. Why C (Strong Network Organization-Wide) is Correct
By supporting staff at all levels of the organization, the IT Support Manager has built a robust network.
This network enables them to influence and communicate effectively with individuals across various teams, which is crucial for overcoming resistance and promoting the change program.
Their established relationships can also help them gather feedback and identify concerns early, making them an effective change agent.
3. Analysis of Incorrect Options
Option A:
Quietly implementing directions without challenging decisions does not align with the proactive and collaborative nature of a change agent’s role. Change agents must actively engage with stakeholders and advocate for the change, rather than passively implementing instructions.
Eliminate.
Option D:
While direct authority can be useful, the change agent’s role is more focused on influence and collaboration across the organization, rather than control over specific teams.
The IT Support Manager’s authority over IT staff is secondary to their ability to work across organizational boundaries.
Eliminate.
Option E:
Wanting to gain experience in change management is not a key qualification for being a change agent. The role requires demonstrated skills in influence, collaboration, and facilitating change rather than a desire to learn.
Eliminate.
4. Practical Implications
A strong network and the ability to connect leaders are critical for fostering alignment during a change program.
The IT Support Manager’s role and experience position them to address cross-departmental challenges and encourage collaboration, making them an ideal choice for the change agent role.
Which information could be recorded on an ‘empathy map’ for the marketing staff?
The Promotions Team Leader has noted that staff have raised concerns about how the change may reduce their sales during the seasonal promotions.
The Marketing Manager has identified potential stakeholders, drawn symbolic figures of each of them and positioned them on a visual diagram.
The Marketing analyst staff have made a list of potential stakeholders and plan to share this with everyone else at the next sales meeting.
During a meeting of Brand Team Leaders, each participant created a list of stakeholders and then compared these lists in small groups.
The Answer Is:
AExplanation:
Comprehensive and Detailed Step-by-Step Explanation
Understanding Empathy Mapping
An empathy map is a tool used to understand the feelings, concerns, motivations, and perceptions of individuals or groups impacted by change. It focuses on what stakeholders:
Think and feel: Emotional concerns or motivations.
Hear: Feedback from others.
See: Observations in their environment.
Say and do: Observable actions or behaviors.
Empathy maps help uncover concerns or barriers that might affect engagement or alignment with change initiatives.
Option Analysis (UniCo-Specific)
A. Concerns raised by the Promotions Team Leader about reduced sales
Empathy maps are designed to capture emotional and practical concerns of individuals or teams. In this case, the concerns raised by the staff about sales reductions during seasonal promotions align perfectly with the "Think and Feel" dimension of empathy mapping.
This information helps the Marketing team identify and address emotional or motivational barriers to the change.
Correct.
B. Visual diagram of potential stakeholders with symbolic figures
While visualizing stakeholders on a diagram is a useful exercise, it relates more to stakeholder mapping (e.g., influence-interest grids) than to empathy mapping. This activity does not address the emotional or perceptual aspects that empathy mapping focuses on.
Incorrect.
C. A list of stakeholders made by the Marketing analysts
Creating a list of stakeholders and sharing it in a meeting is another stakeholder analysis activity. However, this process does not delve into the emotions, perceptions, or motivations of the marketing staff, which is the purpose of an empathy map.
Incorrect.
D. Comparing lists of stakeholders during a Brand Team meeting
This activity relates to collaborative stakeholder identification and analysis but does not involve capturing the emotional or perceptual data required for empathy mapping.
Incorrect.
Why A is the Correct Answer (Scenario Alignment)
The Promotions Team Leader’s insights directly reflect the type of emotional and motivational data required for an empathy map. This information can help address staff concerns, ensuring the marketing staff are supported and aligned with the change.
References (UniCo Scenario and AgilePM Alignment):
UniCo Scenario: Marketing staff concerns about sales impact align with emotional mapping needs.
AgilePM Handbook, Chapter 7: Stakeholder Engagement and Empathy Mapping Tools.
Agile Business Consortium – Empathy Map Use for Change Management.
