Assertion 1:

In order to ‘create a sense of urgency around a single big opportunity’ with the rebranding work, the Marketing Manager should appoint the founder of Selco to lead the rebranding workstream.Reason:Kotter defines ‘creating a sense of urgency around a single big opportunity’ as identifying innovators who will create momentum by pioneering the change.

Answer: A

Explanation: Both the assertion and reason are true, and the reason clearly explains why the founder of Selco is suited to lead the rebranding workstream. Kotter’s model emphasizes identifying champions for change who can create urgency and inspire action.

Assertion 2:

All managers across UniCo need to be committed to the rebranding before the change process can begin to ‘formulate a strategic vision’.Reason:The ‘strategic vision’ is only viable when the majority of managers believe that change is absolutely essential.

Answer: A

Explanation: Both the assertion and reason are true, and the reason provides the rationale for the assertion. A strategic vision gains traction only when key leaders and managers recognize the importance of change, aligning with Kotter’s second step of securing buy-in.

Assertion 3:

The positive staff reaction to the recent press article will contribute to the momentum of the change programme by ‘celebrating visible, significant short-term wins’.Reason:‘Celebrating visible, significant short-term wins’ will help to reduce negativity.

Answer: A

Explanation: Both the assertion and reason are true, and the reason explains the assertion. Kotter’s model identifies celebrating early wins as a critical step to sustain momentum and mitigate resistance.

Assertion 4:

The CEO’s openness will help to make the vision more ‘sellable’ to the ‘volunteer army’ when ‘communicating the vision and the strategy’.Reason:It is important to institutionalize the strategic changes into the culture so that implementation of the vision becomes second nature to staff.

Answer: B

Explanation: Both the assertion and reason are true, but the reason does not directly explain the assertion. The CEO’s openness is more about inspiring and aligning the volunteer army, while institutionalizing change into culture is a separate step in Kotter’s model.

Final Answer Table

Assertion Line

Answer

1

A

2

A

3

A

4

B

Comprehensive and Detailed Step-by-Step Explanation

Selecting the most engaged line leaders requires identifying those who are actively participating in or contributing to the change program. The actions taken by the Sales Team Leaders (TLs) reveal their level of involvement, commitment, and influence in the implementation of the change initiative.

1. Why A (Sales Reporting TL) is Correct

Access to confidential figures used to justify the Selco acquisition demonstrates trust and engagement in the program.

This involvement indicates that the Sales Reporting TL is both informed and influential in driving the change initiative forward.

2. Why E (North Region TL) is Correct

By raising concerns about the change approach and seeing their feedback applied, the North Region TL has demonstrated active engagement in the process.

Their concerns and subsequent actions show they are not only participating but also influencing the direction of the change initiative, making them a key contributor.

3. Analysis of Incorrect Options

Option B (Large Systems TL):

Being scheduled to become involved later suggests that they are not currently engaged in the implementation of the program.

Eliminate.

Option C (Finance Systems TL):

Delegating responsibility to a team member indicates a lack of direct engagement in the change program. A key change leader should be actively involved, not represented by others.

Eliminate.

Option D (South Region TL):

Advocating for maintaining a focus on Large Systems indicates resistance to the new direction, which is centered around mobile applications. This lack of alignment with the change goals makes them less suitable as a key change leader.

Eliminate.

4. Practical Implications

Engaged leaders like the Sales Reporting TL (A) and the North Region TL (E) can act as role models and advocates for the change program, ensuring alignment and addressing resistance within their teams.

Their actions demonstrate a balance of participation, influence, and commitment, which is essential for driving the change initiative successfully.

Comprehensive and Detailed Step-by-Step Explanation:

Context from UniCo Scenario:

The Sales staff at UniCo are resistant to changes related to the company's new strategic focus on mobile applications. The concern raised here involves Customer Services staff feeling overburdened and Sales staff perceiving the changes as impacting customer experience negatively. This type of resistance reflects miscommunication, lack of engagement, and uncertainty—key elements that require addressing.

Analysis of Each Option:

A. Do nothing and allow the informal view to circulate, knowing it will eventually be proved wrong.

This is not appropriate as it fails to address resistance proactively, which may lead to low morale, increased misunderstandings, and further negativity among teams. The AgilePM framework emphasizes collaboration and communication over passive approaches to resistance management.

Rejected.

B. Include the member of Customer Services in the planning of the sales process changes to reduce disruption.

This approach directly engages the affected parties (Customer Services staff) by involving them in planning. It fosters ownership, reduces resistance, and creates solutions that are practical and inclusive. Aligning this action with AgilePM principles ensures engagement of stakeholders in the change process, which is key to minimizing disruption.

Selected.

C. Invite Sales staff to help with planning the next phase of internal Sales training for the process changes.

While involving Sales staff is useful, the issue here centers around Customer Services staff concerns about disruption and added workload. This option fails to address the root cause of the resistance.

Rejected.

D. Counter the informal views by inviting the Change Manager to explain the changes at the next Sales staff meeting.

This action ensures that informal resistance is addressed through formal communication channels. By providing clarity and transparency about the Sales process changes, this approach prevents misunderstanding and builds alignment across teams. AgilePM emphasizes the importance of clear communication to manage resistance.

Selected.

E. Revisit the Stakeholder mapping work to ensure that the engagement of parties affected by the Sales changes is accurate.

Stakeholder mapping is a strategic action but may not immediately address the informal resistance in question. The issue at hand requires immediate communication and engagement rather than long-term structural adjustments.

Rejected.

Why B and D Are Correct:

Inclusion in Planning (B):

Including Customer Services staff in planning ensures their concerns are heard and integrated into the solutions. This aligns with AgilePM’s focus on stakeholder collaboration and engagement to reduce resistance.

Clear Communication via the Change Manager (D):

Inviting the Change Manager provides an authoritative and transparent explanation of the changes. This aligns with AgilePM’s emphasis on using regular communication to manage resistance and mitigate informal, negative narratives.

References to AgilePM Framework:

Stakeholder Engagement:

AgilePM highlights involving stakeholders in planning as essential for building trust and reducing resistance to change. (AgilePM Practitioner Guide, Chapter 9: Stakeholder Engagement)

Transparent Communication:

AgilePM emphasizes clarity and frequent communication to manage resistance effectively. Using formal channels ensures alignment and prevents misinformation from spreading. (AgilePM Practitioner Guide, Chapter 11: Managing People)

Proactive Resistance Management:

AgilePM promotes proactive actions (like engaging affected staff and using formal communication) rather than passive approaches to manage resistance. (AgilePM Practitioner Guide, Chapter 12: Change Management)

Comprehensive and Detailed Step by Step Explanation:

1. Assertion: The Change Manager should aim to engage and move the Customer Services Director to the Active Players quadrant.

Reason: Acknowledging a stakeholder’s influence is an important step in developing greater understanding of how to manage them.

Analysis:The Customer Services Director currently holds significant influence but is not fully engaged with the change. Moving them to the "Active Players" quadrant aligns with stakeholder management principles because Active Players have both high influence and high interest. The reason provided supports this by emphasizing understanding and managing stakeholders' influence.

Conclusion:Both the assertion and reason are correct, but the reason does not directly explain why moving the stakeholder to "Active Players" is the action.Answer: B (True, True BUT the reason does not explain the assertion).

2. Assertion: The Change Manager should plan to increase the Operations Director’s level of interest in the change.

Reason: Influential Observers need to become Key Players if they need to be engaged actively in the change.

Analysis:The Operations Director is an influential observer with high influence but low interest. Increasing their interest ensures their alignment with the program goals, making them Key Players. The reason provided directly explains why this move is necessary.

Conclusion:Both the assertion and reason are correct, and the reason directly explains the assertion.Answer: A (True, True AND the reason explains the assertion).

3. Assertion: It is appropriate to manage the involvement of Selco staff by regularly sending them progress updates.

Reason: Spectators only require regular information updates to maintain their interest in the change.

Analysis:Selco staff are categorized as "Spectators," indicating they have low influence and interest. Regular updates are sufficient to keep them informed without unnecessary engagement. The reason aligns with stakeholder management strategies for Spectators.

Conclusion:Both the assertion and reason are correct, and the reason directly supports the assertion.Answer: A (True, True AND the reason explains the assertion).

4. Assertion: The Human Resources Manager needs to be managed and moved to the Key Players quadrant.

Reason: People with specialist skillsets should be categorized with a high level of influence and power in any change.

Analysis:The Human Resources Manager currently resides in the "Active Players" quadrant. While they contribute specialist skills, this does not necessarily justify elevating them to "Key Players," who must also possess significant influence. The reason, while true, does not align with the change scenario.

Conclusion:The assertion is false, but the reason is true.Answer: D (False, True).

For the XAN Insurance Company Web Project and considering the Agile Project Management approach, particularly the Dynamic Systems Development Method (DSDM) framework which emphasizes business value and active user involvement, the Business Case should justify the project in terms of cost, benefit, and risk.

Selected Statements for the Business Case:

D. The Sales Manager has calculated that the new coffee shop insurance product will increase revenues by 10% each week.

E. Market research shows that the number of coffee shop patrons taking legal action against retailers has increased by 200% over the past two years.

D. This statement provides a clear financial projection for the benefits of the project, which is a critical component of a Business Case. It quantifies the expected revenue increase, offering a tangible benefit to justify the project investment.

E. This statement outlines a market trend that necessitates the project, highlighting the increased demand for insurance due to rising legal actions against coffee shops. It underscores the relevance and timeliness of the project, adding to the justification for undertaking the project.

Why Other Statements Are Excluded:

A. While high-level functional and non-functional requirements are essential for project planning, they typically belong in project requirements documentation or the Project Brief, rather than the Business Case.

B. This statement provides market insight but does not directly justify the project from a cost-benefit-risk perspective. The relevance of selling Fairtrade products and alcohol to the insurance product project is tangential.

C. The request for a report on past sales provides background information but does not in itself justify the project investment. It might be used to inform the Business Case but is not a direct component of it.

The activities from Column 1 should be performed in the following steps from Column 2, according to the iterative development process:

Create the data entry screen for entering coffee bar details needed for a quotation.Selection: B. ActionExplanation: Creating the data entry screen is part of the 'Action' step in iterative development, where the actual product or a part of it is being constructed.

Enter numbers into a text-only field to see how the web page behaves.Selection: A. ThoughtExplanation: Testing how the web page behaves by entering data is part of the 'Thought' step, which includes reviewing and evaluating the work done, testing, and reflecting on the outcomes.

Discuss the requirements of the new coffee bar insurance web page and agree which data fields are important.Selection: C. ConversationExplanation: Discussing and agreeing on the requirements is part of the 'Conversation' step, which involves interactions between team members and stakeholders to understand and define what needs to be built.

To implement the new Must Have requirement for the coffee shop insurance product website with financial transaction functionality, the Business Visionary should focus on actions that align with their role in guiding the project's vision and ensuring it meets business needs. The following actions are most appropriate for the Business Visionary:

Selected Actions for the Business Visionary:

A. Send a company-wide communication to explain the implications of the business change to all interested parties.

D. Ensure the marketing and sales teams are working together to deliver the most effective outcome.

A. As a Business Visionary, communicating the implications of significant business changes, such as the introduction of a new financial transaction functionality, is crucial. This helps in aligning all parts of the organization with the project's objectives and the strategic direction, ensuring everyone understands the change and its benefits.

D. The Business Visionary plays a key role in ensuring that different departments, such as marketing and sales, collaborate effectively to support the project's objectives. By ensuring these teams work together, the Business Visionary helps in maximizing the project's impact and effectiveness in meeting business goals.

Why Other Actions Are Less Suitable:

B. Assessing the impact of new requirements on the Business Case is important, but it's typically a responsibility shared with the Business Sponsor, who has a more direct role in managing the project's financial and strategic alignment.

C. Sourcing and hiring technical expertise is generally a task for the Project Manager or technical leads. The Business Visionary's role is more focused on strategic oversight rather than operational tasks.

E. Organizing and managing workshop details, such as circulating an agenda, might be supported by the Business Visionary, but it's often a task handled by the Project Manager or a designated coordinator to ensure efficient planning and execution of project activities.

To implement the new Must Have requirement for financial transaction functionality on the coffee shop insurance product website, the Technical Coordinator should focus on actions that align with their role in overseeing the technical aspects of the project. The following actions are most appropriate for the Technical Coordinator:

Selected Actions for the Technical Coordinator:

A. Ensure that the latest version of the website design in the Solution Architecture Definition is provided to all members of the Solution Development Team.

E. Check for any documented standards which need to be applied to the development of online financial transaction functionality.

A. It's crucial for the Technical Coordinator to ensure that the Solution Development Team has access to the most current website design specifications, especially when new functionalities are being added. This ensures consistency and alignment with the overall solution architecture, facilitating effective and efficient development.

E. The Technical Coordinator is responsible for ensuring that all technical aspects of the project adhere to relevant standards, including those related to online financial transactions. This involves identifying, understanding, and applying any necessary regulatory, security, and technical standards to the development process, ensuring compliance and functionality.

Why Other Actions Are Less Suitable:

B. Assessing the impact on the original Business Case is typically the responsibility of the Business Sponsor or Project Manager, as it involves financial and strategic considerations beyond the Technical Coordinator's primary focus.

C. Adding tasks to the Timebox Plan is generally a responsibility shared between the Project Manager and the Solution Development Team, with the Technical Coordinator providing input on technical feasibility and requirements.

D. Consolidating and circulating an agenda for the workshop is an important logistical task but may not directly fall under the Technical Coordinator's responsibilities. This task is often handled by the Project Manager or a designated administrative role.

The two statements that explain why the Architecture Angels' Finance Director would be an appropriate Business Sponsor are:

C. Is the project budget holder. D. Is concerned about preventing the costs of refurbishment from escalating and affecting the operations of the company.

Rationale:

•C: Being the project budget holder, the Finance Director has a clear overview of the financial aspects of the project, which is crucial for the role of Business Sponsor. They are responsible for the financial governance of the project, ensuring that the project remains viable and delivers value for money.

•D: A key responsibility of a Business Sponsor is to safeguard the project from going over budget. The Finance Director's concern for preventing cost escalation is aligned with this responsibility, as they would work to balance the financial constraints with the project objectives.

Options A, B, and E do not directly relate to the role's responsibilities and do not support why the Finance Director would be suitable for the Business Sponsor role in an Agile context.

C. Independent Testing

A. Collaborative Testing

B. Repeatable Testing

D. Prioritised Testing

D. Prioritised Testing

Short Comprehensive Explanation:

Independent Testing is appropriate when someone from a different department (Finance) with no involvement in the development process conducts the testing to ensure an objective view.

Collaborative Testing involves various stakeholders, in this case, the Sales Manager and the solution tester, working together to review and test a prototype, promoting early feedback and shared understanding.

Repeatable Testing is used for security testing where predefined test scripts (provided by the bank) are applied to ensure the system meets specific security standards and can be repeated as needed.

Prioritised Testing is essential when the project's stability and core functionality, such as the website's capacity to handle new features, must be confirmed before other tests are conducted to ensure the most critical aspects are addressed first.

Again, Prioritised Testing is used to ensure that the essential requirements (Must Haves and Should Haves) are tested and validated before moving on to less critical ones (Could Haves), aligning with prioritization in Agile methodologies.

References:The Agile Project Management (AgilePM®) framework and principles, as detailed in the AgilePM® Practitioner documents and learning resources, guide the application of these testing concepts within an Agile project environment. These resources emphasize the importance of iterative development, stakeholder collaboration, and prioritization of work to ensure project success and alignment with business needs. Specific references to testing approaches and their application within Agile projects can be found in the official AgilePM® handbook and practitioner-level training materials available through APMG International and affiliated training providers.

Here are the DSDM Principles that would most help to reduce or mitigate the listed risks:

The ‘Hoy for Hoy Hall’ Action Group may cause delay to the project if they are not kept updated on how the finished rooms are going to look.

G. Communicate continuously and clearly

Timber Tigers will ensure that the front rooms are finished and approved by the end of Timebox A.

E. Build incrementally from firm foundations

The Architecture Angels IT support team may require more detail up front in order to approve the initial design for the new online reservation system.

A. Focus on the business need

The morale of the Solution Development Team may be adversely affected if the external web design specialist is not a team player.

C. Collaborate

Empowering the Solution Development Team to manage themselves on a day-to-day basis may result in the Project Manager losing sight of what activities are being carried out, by whom and when.

H. Demonstrate control

The two actions that the Workshop Facilitator should take if the team cannot agree on the system content are:

C. Facilitate the creation of a list of actions to be carried out after the workshop, to resolve the issue. This will ensure that the disagreement does not stall the project and that there is a clear plan for how to move forward.

E. Prepare a report describing the outcome of the workshop. This will provide a record of the discussion and any decisions made, which can be useful for future reference and for keeping stakeholders informed.

Please note that while presenting their own interpretation of what the system should include (option A) or presenting the group with a predefined specification of what should be included (option B) might seem like potential solutions, these actions could bias the discussion and may not lead to a solution that meets all stakeholders’ needs. Agreeing to disagree and closing the workshop (option D) could leave the issue unresolved, which could cause problems later in the project. The facilitator’s role is to guide the discussion and help the team reach a consensus, not to impose their own views or prematurely end the discussion.

For each action in Column 1, here is the iterative development activity that the action represents from Column 2:

The Solution Development Team cleared and prepared the area, ready for the bar infrastructure to be installed.

B. Action

The Gardener decided the order in which the flowers would be planted in the borders and jotted it down in a notebook.

A. Thought

Before the Solution Development Team built the infrastructure for the bar area, the Architect pointed out what was required.

C. Conversation

The Architect checked with the decorators that tasks had been completed to a satisfactory standard, and agreed a list of items that needed further coats of paint or cleaning up.

C. Conversation

The Gardener began planting the borders and has placed an order for further bulbs to complete this task.

B. Action