Answer the following questions about the acceptance criteria within the project. Decide whether the approach to setting and using acceptance criteria has been applied appropriately and select the response that supports your decision. The requirement to 'install a heat reclamation system' shows as a Should Have in the Prioritised Requirements List. During Investigation in Solution Development Timebox B, the Project Manager advised the team NOT to set detailed acceptance criteria for this requirement until later in the Timebox, since the requirement may have to be dropped and the work would be wasted. Is this an appropriate action related to acceptance criteria?
The Change Manager is discussing the relocation of the Selco staff to the UniCo office with the Operations Director. They are using the SCARF framework of people's social experience to guide management actions. Answer the following questions about the use of David Rock's SCARF framework to increase the motivation for change. On seeing plans for the office move, the Selco staff are worried that some desk allocations do not have access to natural light. The relocation leadership team held a workshop as soon as the issue was raised and has allocated these desks to be ‘hot -desks,’ not used by staff permanently based in the office. Is this an appropriate approach to reward the brain in the need for ‘certainty,’ and why?
The Change Manager is discussing the relocation of the Selco staff to the UniCo office with the Operations Director. They are using the SCARF framework of people's social experience to guide management actions. Answer the following questions about the use of David Rock’s SCARF framework to increase the motivation for change. One aim of the relocation is to develop a less hierarchical culture. The relocation team hear that staff believe managers are still getting special treatment in the allocation of desks. To mitigate this concern, they have planned for groups to move separately over a few weeks and have communicated details with each group independently. Is this an appropriate approach to reward the brain in the need for ‘fairness,’ and why?
HOTSPOT The Change Manager has read Goleman's articles on the Hay -McBer six dimension model of organization climate. This gives leaders practical ways that leadership style can improve organizational culture and performance as measured by staff surveys. Questions PDF 108/157 Answer the following question about recommendations a change manager could make to the CEO applying these six dimensions to improve climate across the organization. Column 1 is a list of recommendations the Change Manager has made to the CEO seeking to initiate or support a change in the organizational culture. For each recommendation in Column 1, select from Column 2 the 'dimension' in organizational climate MOST likely to improve as a result. Each selection from Column 2 can be used once, more than once or not at all. xplanation: Questions PDF 109/157 The Hay -McBer six dimensions of organizational climate provide a framework for analyzing and improving work environments. The six dimensions are: Clarity: Employees understand their roles, goals, and the direction of the organization. Responsibility: Employees feel empowered to make decisions and take ownership of their work. Standards: There is a focus on high-performance expectations. Rewards: Contributions are recognized and rewarded. Flexibility: Employees feel that the organization is adaptable and open to new ideas. Commitment: Employees feel a strong sense of belonging and loyalty to the organization. 1. Joint Meetings to Discuss UniCo’s Strategic Focus (Clarity) Reason: These meetings aim to communicate the organization’s strategic direction, providing employees with a clear understanding of goals and expectations. This directly improves clarity, as employees gain insight into the company’s vision and how their roles align with it. 2. Internal Marketing Campaign on New Contract (Rewards) Reason: Highlighting the success of the new contract through an internal campaign boosts employee pride and morale. This is a form of recognition, aligning with the rewards dimension. Employees feel their contributions are acknowledged and celebrated, motivating further engagement. 3. Shared Leadership Workshops for Decision -Making (Responsibility) Reason: Empowering staff by delegating decision -making responsibilities enhances their sense of ownership and accountability. This supports the responsibility dimension, as it shifts decision -making closer to those executing the work, increasing engagement and confidence. 4. Engaging Staff to Define Service Levels (Flexibility) Reason: Involving staff in shaping service levels fosters adaptability and innovation. This shows the Questions PDF 110/157 organization values employee input, improving flexibility by encouraging open -mindedness and collaboration. Summary of Dimensions Applied The recommendations align with specific dimensions to address identified gaps in organizational climate, improving overall engagement and performance: Clarity: Joint meetings to communicate strategy. Rewards: Internal campaigns celebrating achievements. Responsibility: Delegating decision -making through leadership workshops. Flexibility: Involving staff in defining processes.
To ensure that the UniCo change programme is successful, the Chief Executive Officer (CEO) knows that correctly assigning the key change roles will be essential. Which 2 statements BEST explain why the CEO is appropriate for the role of Sponsor for the Change Programme?
Using the Project Scenario and the additional information provided for this question in the Scenario Booklet, answer the following questions about Feasibility. Remember to limit your answers to the number of selections requested in each question. Which 2 statements describe the appropriate application of Agile Project Management when developing the Feasibility Assessment?
