Comprehensive and Detailed Step-by-Step Explanation:

In Agile Project Management and collaborative workshop settings, choosing the right tool is essential

to summarize and interpret staff or customer reactions. Here's a breakdown of why B (Empathy map)

is the most suitable answer:

1. Relevance of Empathy Maps in Co-Design Workshops:

Empathy maps are visual tools used to gain deeper insights into individuals or groups, such as

customers or staff. They help capture reactions, emotions, and behaviors in a structured way.

The tool focuses on what individuals:

Say (verbal feedback),

Think (internal feelings),

Do (actions), and

Feel (emotions).

This makes it ideal for understanding and summarizing reactions during a co-design workshop,

especially when exploring how stakeholders perceive a given situation.

2. Analysis of the Options:

Option A: Project plan

A project plan is a tool for structuring the work and managing timelines, resources, and deliverables.

It does not capture or summarize reactions and would not be suitable in a workshop context for this

purpose.

Option B: Empathy map (Correct Answer)

Specifically designed to document reactions and emotions, the empathy map helps identify what

stakeholders are experiencing and provides actionable insights. This aligns with AgilePM’s emphasis

on understanding and addressing stakeholder needs.

Option C: McKinsey 7s Model

This strategic framework analyzes organizational alignment across seven dimensions (strategy,

structure, systems, shared values, skills, staff, style). While useful for identifying systemic

organizational issues, it is less effective for capturing individual or group reactions during a

workshop.

Option D: Establish and discuss basic principles for interaction at the start of the workshop

Setting ground rules can help structure the workshop itself but does not directly contribute to

summarizing reactions or gaining insights into staff or customer perceptions.

3. Importance in UniCo’s Scenario:

UniCo's organizational change and integration efforts depend heavily on understanding reactions

from both Selco and UniCo staff.

Since UniCo staff may resist the shift towards innovative solutions and mobile applications, an

empathy map can effectively document and analyze these reactions to shape actionable strategies.

4. Agile Practitioner Documentation Reference:

Stakeholder Engagement in AgilePM: Empathy maps are highlighted as key tools for understanding

and managing stakeholder expectations and ensuring alignment with project goals.

Agile Manifesto Principle: Focuses on "individuals and interactions" and emphasizes the need for

tools that capture human perspectives.

Agile Workshops Best Practices: Empathy maps are recommended for capturing reactions and

feedback in co-creative sessions.

Reference:

Agile Project Management Handbook, Chapter 7: Stakeholder Engagement and Feedback Tools

Agile Manifesto: Customer Collaboration Over Contract Negotiation

Design Thinking in Agile: Empathy Mapping Techniques

Comprehensive and Detailed Explanation:

This question uses the Myers-Briggs Type Indicator (MBTI) framework. The behavior described aligns

most closely with the Judging preference, which is associated with organization, structure, and a

desire for clear plans and deadlines.

1. Why the Answer is Judging (C):

The Legal Specialist is focused on establishing deadlines and ensuring their input is scheduled. These

traits are characteristic of the Judging preference.

People with a Judging preference prefer:

Planning and structure.

Clarity in schedules and deadlines.

Order and predictability in tasks.

Pressing for specific deadlines and schedules reflects a strong inclination toward structured,

organized work.

2. Analysis of Other Options:

Option A: Thinking

The Thinking preference is about decision-making based on logic and objectivity. While the Legal

Specialist's assessment of contract impacts involves analysis, their behavior in this scenario focuses

on planning and organization rather than logical evaluation.

Eliminate.

Option B: Feeling

The Feeling preference relates to decision-making based on empathy and values. This behavior is not

motivated by emotional considerations or interpersonal dynamics but by a focus on task

management and structure.

Eliminate.

Option D: Perceiving

The Perceiving preference is characterized by flexibility, adaptability, and a preference for keeping

options open. The Legal Specialist’s push for deadlines and structure contrasts with the more fluid,

spontaneous approach associated with Perceiving.

Eliminate.

3. Practical Example of Judging Behavior:

A Judging individual might request a clear project timeline with milestone dates to ensure they can

prioritize their work effectively. They value predictability and dislike ambiguity, which aligns with the

described behavior of the Legal Specialist.

4. Reference to MBTI:

Judging (J):

Focuses on order, structure, and planned decision-making.

Prefers defined timelines and organized approaches to work.

Perceiving (P):

Prefers flexibility, spontaneity, and keeping options open.

Comprehensive and Detailed Step-by-Step Explanation

A Sponsor is a critical role in any change program, tasked with providing high-level support, ensuring

resources are allocated, and maintaining alignment between the change initiative and the

organization's strategic priorities. The CEO is best suited for this role because they have the authority,

vision, and ability to secure the necessary resources for the program.

1. Why D (Budget Allocation) is Correct

A sponsor’s primary responsibility is ensuring that the change initiative has adequate resources,

including financial support.

The CEO’s ability to assign budgets promptly ensures that the program can progress without delays

caused by a lack of funding.

This aligns with the sponsor's role of prioritizing resources to avoid disruptions to the change

process.

2. Why E (Commitment and Authority) is Correct

A key attribute of a successful sponsor is their commitment to the change initiative and their

authority to prioritize it across the organization.

The CEO’s position as the ultimate decision-maker and their endorsement of the change program as

UniCo’s future direction reinforces the legitimacy and importance of the initiative.

By promoting the change and making it a strategic priority, the CEO ensures alignment at all levels of

the organization.

3. Analysis of Incorrect Options

Option A:

While a thoughtful leadership style can be valuable, this alone does not align with the core

responsibilities of a sponsor. The sponsor must be proactive in decision-making, resource allocation,

and strategic oversight rather than focusing on creating an environment for behavior changes.

Eliminate.

Option B:

While acknowledging unease about the new direction might indicate self-awareness, it does not

demonstrate why the CEO is the best fit for the sponsor role. Sponsors are expected to lead with

confidence and conviction, even in unfamiliar situations.

Eliminate.

Option C:

Being heavily involved in operational details is not the role of a sponsor. Instead, the sponsor should

focus on strategic oversight and delegating operational responsibilities to program managers or

change leaders.

Eliminate.

4. Practical Implications

A sponsor like the CEO ensures alignment between the change initiative and organizational goals.

Their ability to secure resources and champion the program ensures its visibility and priority within

the organization, fostering commitment at all levels.

In the context of Agile Project Management when developing the Prioritised Requirements List

during Feasibility, the two statements that align with Agile principles are:

B . The re-laying of the driveway and a landscaping solution should be listed as Must Have

requirements.

E . Regulatory obligations associated with the redevelopment of Hoy Hall should be recorded as Must

Have requirements.

Here's the rationale:

•

B: In Agile, requirements are often categorized by priority such as "Must Have", "Should

Have", "Could Have", and "Won't Have for now" (the MoSCoW method). The re-laying of the

driveway and a landscaping solution are essential for the project's success and thus should be

classified as "Must Have".

•

E: Regulatory requirements are non-negotiable constraints that the project must adhere to.

These should always be prioritized in the requirements list to ensure compliance and to avoid legal

issues, making them "Must Have" items as well.

Comprehensive and Detailed Explanation:

This question uses the Myers-Briggs Type Indicator (MBTI) framework, which identifies personality

p

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.

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.

Comprehensive and Detailed Step-by-Step Explanation

Understanding Inclusivity in Change Management

Inclusivity involves ensuring that all individuals impacted by the change feel included, valued, and

heard. It requires active engagement, participation, and consideration of diverse perspectives and

needs. As per Hodges' principles for building engagement, inclusivity fosters collaboration and

reduces resistance by addressing emotional and cultural barriers.

Option Analysis

A. Consider providing everyone at the next staff event with pens and notebooks with the UniCo logo

and an image representing this change programme

While distributing branded items helps promote a sense of identity and connection, this action does

not directly foster inclusivity. It is more of a promotional activity than one aimed at active

participation or involvement.

Incorrect.

B. Define in early key messages how the inclusion of Selco links to the strategic repositioning of

UniCo in the marketplace

While this action is important for clear communication, it focuses on alignment with strategic goals

rather than creating an inclusive environment. Inclusivity requires active engagement of individuals,

which this option does not fully address.

Incorrect.

C. Encourage the team from Selco to continue to use their old logo as a way of maintaining some

familiar symbolism they can identify with

Allowing Selco to retain their old logo might help preserve some sense of identity, but it creates a

division rather than fostering integration. True inclusivity would involve bringing teams together

under a shared vision or brand.

Incorrect.

D. Provide opportunities for staff who had volunteered to act as mentors during the Change

Programme to meet to resolve resistance issues

This action fosters inclusivity by actively involving staff members in resolving issues collaboratively.

Mentors can bridge gaps between teams, address concerns, and ensure that everyone feels included

in the change process.

Correct.

E. Invite those staff who are asking questions about the Change Programme proposals to suggest

what might work for them

This demonstrates inclusivity by giving staff a platform to voice their concerns and contribute to

solutions. By involving them in decision-making, it ensures that their perspectives are considered,

fostering ownership and reducing resistance.

Correct.

Why D and E are the Correct Answers (Scenario Alignment)

Both options emphasize participation, collaboration, and addressing individual concerns. These

actions align with Hodges' principles for inclusivity by enabling direct involvement and empowering

stakeholders in the change process.

Reference (AgilePM and Scenario Alignment):

UniCo Scenario: "Staff concerns must be addressed to build alignment and reduce resistance to

change."

AgilePM Handbook, Chapter 6: Building Stakeholder Engagement and Inclusivity.

Agile Business Consortium – Managing Cultural and Emotional Barriers During Change.

In Agile Project Management, it's important to involve key stakeholders and to ensure that there's a

collaborative approach to project decisions. Considering the Agile principles and the given scenario,

the appropriate application of Agile to the Feasibility Assessment would likely involve the following

statements:

B . The Architecture Angels' Finance Director should approve the final Business Case as part of the

Feasibility Assessment. In Agile, it's crucial to ensure that the business aspect of any project aligns

with the financial feasibility. The Finance Director's approval would be significant in validating the

economic viability of the project.

D . The different options should be presented to the 'Hoy for Hoy Hall' Action Group for their

feedback before the chosen outline solution is finalised. Agile encourages stakeholder engagement

and iterative feedback. Presenting options to the action group aligns with the Agile value of

customer collaboration over contract negotiation, allowing for community input that could be vital

due to the building's heritage status and the community's interest.

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.

Comprehensive and Detailed Step-by-Step Explanation:

When identifying a statement that fits under the Change Management Team and Relationships

heading, it is crucial to focus on relationships, interactions, and dynamics within the team and

between stakeholders.

1. Key Elements of the "Change Management Team and Relationships" Heading:

This heading relates to how the change management team interacts, communicates, and builds

relationships with other stakeholders to address concerns or resistance.

It emphasizes understanding team dynamics, addressing concerns, and fostering collaboration.

2. Option Analysis:

Option A: The training available to UniCo staff needs to be realigned to include mobile application

technology, so that the necessary skills are developed to support customers.

This is related to capability building rather than relationships or team dynamics. It focuses on skills

alignment, which falls under training and development, not the Change Management Team and

Relationships heading.

Eliminate.

Option B: The CEO seems to be a little concerned about taking the company in a different direction

and his reservations need to be addressed.

This directly relates to the dynamics between the change management team and a key stakeholder

(the CEO). Addressing the CEO’s concerns is essential for fostering trust and alignment, which is a

core aspect of managing relationships within a change initiative.

Correct Answer.

Option C: The Project Management Office has offered to provide support in planning, scheduling,

monitoring, and control.

While this statement highlights an offer of assistance, it pertains to project governance and support

functions rather than team dynamics or relationship management. It does not directly address

relationships or concerns.

Eliminate.

Option D: The Sales staff need to understand how the changes will lead to greater opportunities for

increased commissions before they are likely to participate.

This is related to motivating the sales staff and aligning them with the change initiative but does not

address team dynamics or relationships within the change management team itself.

Eliminate.

3. Relevance in UniCo’s Scenario:

The CEO’s concern about the strategic direction of the company is a potential risk to the success of

the change initiative. Addressing his reservations is crucial for securing executive sponsorship, which

is a key factor in successful change management.

Building trust and fostering alignment with the CEO ensures that the change management team has

the support and resources needed to execute the change effectively.

4. Agile Practitioner Documentation Reference:

Stakeholder Management in Agile: Managing relationships with key stakeholders, including

executives, is critical for ensuring alignment and addressing concerns.

Change Management Best Practices: Emphasizes addressing resistance and building strong

relationships with all stakeholders involved in the change.