During a project to implement a new CRM system, the sales team (end users) refuses to attend training sessions, claiming they are too busy. The project manager is concerned about adoption. What is the BEST strategy?
A project manager is leading a project to merge two companies' IT systems. The culture of Company A is formal and hierarchical, while Company B is casual and agile. The teams are clashing. What should the PM do?
A project manager is leading a project to implement a new CRM system. The sales team is resisting the change. The PM decides to identify a 'Champion' within the sales team to advocate for the system. What is this strategy?
A project manager is assessing the organizational culture before launching a major change initiative. The organization is highly hierarchical, decisions are made only by senior leadership, and strict adherence to rules is expected.<br/><br/>Which type of culture is this?
A project will introduce a new timesheet system that requires employees to log tasks in 15-minute intervals. The project manager anticipates significant resistance from the staff.<br/><br/>Which TWO actions should the project manager take to support this organizational change? (Select TWO)
A project manager is implementing a new workflow. A functional manager openly criticizes the project in meetings, fearing a loss of control. <br/><br/>What is the BEST way to address this resistance?
An organization is undergoing a merger during the project. As a result, key subject matter experts (SMEs) assigned to the project are feeling insecure about their jobs and productivity has dropped.<br/><br/>What should the project manager do?
According to the ADKAR model of change management, which element must be addressed FIRST for a change to be successful?
A project manager is rolling out a new process. The team has been trained (Knowledge) and has the tools (Ability), but they revert to the old process whenever the project manager is not watching.<br/><br/>Which ADKAR element is missing?
A project will centralize the procurement function of the organization, resulting in the dissolution of local purchasing teams. <br/><br/>What is the PRIMARY responsibility of the project manager regarding this organizational impact?
A project manager is planning a global project with teams in Japan, Germany, and Brazil. <br/><br/>Which TWO cultural dimensions should the project manager consider to support effective organizational change across these regions? (Select TWO)
An organization is transitioning from Predictive to Agile. The project manager notices that the team is still waiting for detailed instructions before starting work, causing delays.<br/><br/>What is the BEST action to support this cultural shift?
A project manager is using Kotter's 8-Step Change Model. The first step involves creating a sense of what?
A project involves implementing a new ERP system. The project manager identifies that the finance team lacks the digital literacy required to use the new system.<br/><br/>What should the project manager do to address this organizational impact?
Who is ULTIMATELY responsible for championing the organizational change brought about by the project and removing high-level political roadblocks?
The organization has undergone three major restructurings in the last two years. The project manager notices that stakeholders are apathetic and disengaged from the new project's change initiatives.<br/><br/>What is this phenomenon called?
A project manager is categorizing stakeholder resistance. One stakeholder agrees with the change in public but delays deliverables and spreads rumors in private.<br/><br/>What type of resistance is this?
Before implementing a project that will automate 50% of the workforce's tasks, the project manager conducts a 'Readiness Assessment'.<br/><br/>What is the PRIMARY purpose of this assessment?
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