Organizational Change Management: APMG CM™ Practitioner Certification

Previous change management experience is helpful but not required.

• A minimum of 15 hours of pre-course reading is required, with the following materials, which will be sent three weeks in advance: "The Effective Change Manager's Handbook" and "The Learning Tree Pre-Course Study Guide"
• Two hours of home study are required after each course day

• The APMG Change Management Foundation exam is taken on the fourth day of class
• Passing the Foundation exam is required to take the Practitioner exam on the fifth and final day of class

Days 1 - 4 class hours:
9:00 a.m. - 5:00 p.m.
60-minute lunch
Two 15-minute breaks

Day 4, Foundation* Exam:
11:00 a.m. - 12:00 p.m.

Day 5 class hours, Practitioner Exam*:
9:00 a.m. - 12:00 p.m.
*All AnyWare remote attendees will need to contact our Learning Tree Customer Service department prior to their course start date in order to make arrangements for taking the necessary Change Management exams.

Creating the conditions for exam success

• Gaining insight into the exam process and styles of exam questioning used
• Applying proven tips for exam success
• Practicing with test questions and mock exam papers

Foundation Exam: Day 4

• Completing the necessary APMG paperwork
• Taking the exam
• Obtaining your Foundation Exam results

Practitioner Exam: Day 5

• Preparing individually for exam
• Taking the exam

A Change Management Perspective

• Using organizational paradigms to better respond to different ways of working
• Recognizing organizations as either machines, brains, political systems or flux and transformation
• Developing the sequence for change taking into account Lewin's 3-stage and Kotter's 8-step models
• Establishing a framework for change leadership roles, involving the change sponsor, change agent and line manager
• Adjusting approaches to allow for the prevalent culture within an organization
• Applying mechanisms that allow change to evolve where emergent change is appropriate

Defining Change

• Identifying organizational drivers of change
• Analyzing the impact of change with Force-Field Analysis and then applying appropriate steps
• Differentiating between Vision Statement and Mission Statement
• Avoiding common pitfalls of writing a Vision Statement
• Aligning change management structures with project management governance

Change Impact

• Three ways to categorize the impact of change
• Assessing the impact of change on the organization and its stakeholders
• The benefits of a change severity assessment in planning change

Change Readiness

• Increasing motivation to change using the Change Formula
• Laying foundations for successful change
• Building a Change Team
• Managing resistance to change
• Embedding and sustaining change

Stakeholder Strategy

• Seven principles of stakeholder engagement
• Identifying stakeholders using the CPIG classification
• Determining appropriate levels of engagement by applying stakeholder radars and two-dimensional maps
• Managing relationships and mobilizing stakeholders
• Developing influencing strategies

Communication and Engagement

• Improving change communication effectiveness using five best practice guidelines
• Producing a Communication Plan using AIDA

How individuals respond to change

• Preparing people for change
• Recognizing and responding to a range of motivational factors
• Facilitating change through the Change Curve
• Leading change and transition through Bridges' model of human transitions

Education and learning support

• Anticipating learning and motivational resistance
• Producing a Training Plan