A. Change can be initiated from within the organization

B. Change can be initiated from outside the organization

C. Need to review and improve processes, strategies and/or methods

D. Focus on creating a sustainable approach, where principles and methods produce results over time.

E. To increase revenues/profits or decrease costs

F. To become more effective or more efficient

A. The Change iron triangle consists of attitude, behavior and acceptance.

B. Acceptance is the management of perception and beliefs

C. Behavior is related to the promotors and opponents within the company

D. Attitude is related to the power and politics management.

A. Change and Projects are not related.

B. Projects are effective change through disciplined approach to identify the scope, tasks, activities and deliverables to achieve new state.

C. Change is achieved through undisciplined approach to empower people to change behavior and process to success in the New State.

D. Project Management and Change Management are nonrelated.

E. Project Management is defining, planning and implementing a change

F. Change Management is managing the hard side of change

A. Has to be the CEO or one of the Senior manager of the company

B. Change management leader is preferably one of the junior employees of the organization.

C. He/she role is not related to projects or program management.

D. Organization support has no impact on his/her success in achieving change.

E. None of the above is true

A. Do all the work yourself.

B. Hurry or force change, do not wait for employees support.

C. Make sure on becoming a friend with everyone.

D. Come up with all solutions yourself.

E. None of the above is true.

A. Create Urgency

B. Form powerful coalition

C. Create a vision for change

D. Communicate the vision

E. Empower people to act

F. Create short-term wins

G. Build on the change

H. Anchor the change in cooperate culture

A. Duration, long duration usually results in failure.

B. Integrity, project team is cohesive and well led.

C. Commitment, project team are committed to the change project activities only.

D. Effort, the project team must exhaust double the effort during change project execution.

A. Top managers chicken out

B. Management resist the change

C. Work pressure prevent organization mobilization

D. Set strategy exceed organization needs

E. The cost exceed foreseen direct benefits

A. Disengaged from their roles, colleagues, managers, customers

B. Falsely urgent: consumed by constant activity and firefighting

C. Complacent: lulled into thinking that what got you here will get you there

D. Lopsided: focused more on management than on leadership

E. Siloed: known more for boundaries than gateways

A. Board / Owner / Stock holders

B. Top management

C. Project Managers

D. Employees / Staff

E. External service provider (consultants, training centers, etc)

A. It is collective experiences and knowledge that is conveyed from one generation to the next

B. It is the relationship between mentor and mentee.

C. It is the relationship between master and apprentice

D. It is the information passed through formal networking

E. It is also called Wisdom of age

• Points B and C are wrong because these are means / tools to build collective memory.
• Point D is wrong because there is nothing called formal networking. Also formal relation can do many things including learning but not building collective memory.
• Point E is wrong because this term refers to the state of balance between logic and emotions that the person reaches at middle age.

A. Knowledge is something that the individual can acquire; while competence arises from applying the knowledge.

B. Knowledge is based on information while competence is based on how well is the practice

C. Knowledge can be based from one person to another, but competence the individual build on his/her own.

D. It is possible to make two or more people have the same knowledge regardless of how much; while it is almost impossible to make two people have the same level of competence.