APMG Change Management - Only 3 Days

Seven reasons why you should sit your Change Management course with Firebrand Training

Find Out How We Help You To Learn New Skills Quickly

  1. You'll be Change Management certified in just 3 days. With us, you’ll be Change Management trained in record time
  2. Our Change Management course is all-inclusive. A one-off fee covers all course materials, exams, accommodation and meals. No hidden extras
  3. Pass Change Management first time or train again for free. This is our guarantee. We’re confident you’ll pass your course first time. But if not, come back within a year and only pay for accommodation, exams and incidental costs
  4. You’ll learn more Change Management. A day with a traditional training provider generally runs from 9am – 5pm, with a nice long break for lunch. With Firebrand Training you’ll get at least 12 hours/day quality learning time, with your instructor
  5. You’ll learn Change Management faster. Chances are, you’ll have a different learning style to those around you. We combine visual, auditory and tactile styles to deliver the material in a way that ensures you will learn faster and more easily
  6. You’ll be studying Change Management with the best. We’ve been named in Training Industry’s “Top 20 IT Training Companies of the Year” every year since 2010. As well as winning many more awards, we’ve trained and certified 63,893 professionals, and we’re partners with all of the big names in the business
  7. You'll do more than study Change Management courseware. We use practical exercises to make sure you can apply your new knowledge to the work environment. Our instructors use demonstrations and real-world experience to keep the day interesting and engaging

Think you are ready for the course? Take a FREE practice test to assess your knowledge!

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Here's the Firebrand Training review section. Since 2001 we've trained exactly 63,893 students and asked them all to review our Accelerated Learning. Currently, 96.52% have said Firebrand exceeded their expectations:



"Excellent course, very well structured and delivered."
T.S. - APMG Change Management (3 days) (3/10/2016 to 5/10/2016)

"The course content and delivery was good. I learnt alot in a very short space of time. "
T.H. - APMG Change Management (3 days) (3/10/2016 to 5/10/2016)

"The course was well formed and delivered. The fast pace meant I could focus on the important aspects of change management but also learn from experiences of others in the group."
Hassan Hussain, Hitachi Solutions Europe. - APMG Change Management (3 days) (6/10/2014 to 8/10/2014)

"Courses are always fast paced due to condensed nature of how they run. But the excellent instructors nearly always get the best (results) out of the candidates. Hard work, long days but knowledge fulfilling all the same."
Adele Reed, N/A. - APMG Change Management (3 days) (6/10/2014 to 8/10/2014)

"An eye opening crash course in change management theory. Highly recommended for those wanting to build a holistic knowledge-set in a short amount of time."
Craig Wallace, Vodafone Group. - APMG Change Management (3 days) (23/6/2014 to 25/6/2014)

"I have found the course presentation and approach to be superbly suited to achieve my training objectives, whilst the smooth organisation and facilities were optimised to help students concentration."
Angela Fleming, N/A. - APMG Change Management (3 days) (23/6/2014 to 25/6/2014)

"It gives you a good insight of the theory of change management and gives you tools to use in practice."
Peter Van Init, N/A. - APMG Change Management (3 days) (23/6/2014 to 25/6/2014)

"Really good knowledgeable instructor, well paced course which offered lots of examples and rather recommended reading."
Adele Reed, N/A. - APMG Change Management (3 days) (23/6/2014 to 25/6/2014)

"I found the course really useful and can see how Id use it back in the office. If you want to learn something quickly and don't mind some long days then this is a great way of doing it."
Andy OConnor, Severn Trent Water. - APMG Change Management (3 days) (23/6/2014 to 25/6/2014)

"Relaxed atmosphere, insightful discussions among participants, learning is directly applicable."
S.R. - APMG Agile Project Management Certification (3 days) (31/10/2016 to 2/11/2016)

"Instructor was great, really knew his stuff!"
Simon Prior, Intel. - APMG Agile Project Management Certification (3 days) (25/4/2016 to 27/4/2016)

"Very intense training but definitely worth while. Passionate trainer with excellent knowledge, thanks!"
Thibant Siegmann, Friedrich Miescher Institiute. - APMG Agile Project Management Certification (3 days) (3/11/2015 to 5/11/2015)

"The course gave me both formal and practical knowledge for use as a professional PM, often operating in a mix of Agile/ Waterfall environment when it comes to use of methodology."
J.L.P, Nordiclead AS . - APMG Agile Project Management Certification (3 days) (3/11/2015 to 5/11/2015)

"Training that lets you take in a lot of information in a short period of time."
B.E.R, Prometo AS. - APMG Agile Project Management Certification (3 days) (3/11/2015 to 5/11/2015)

"Intense training. Absolutely worth it"
Anonymous - APMG Agile Project Management Certification (3 days) (19/8/2015 to 21/8/2015)

"The instructor was very knowledgeable in the subject area and a thoroughly likable chap."
Anonymous - APMG Agile Project Management Certification (3 days) (19/8/2015 to 21/8/2015)

"Great place to focus on your certifications, also a lot of great people to learn and learn from."
Anonymous - APMG Agile Project Management Certification (3 days) (19/8/2015 to 21/8/2015)

"Great course, great trainer, great facility."
Emma Morris, MLR Networks Ltd. - APMG Agile Project Management Certification (3 days) (12/11/2014 to 14/11/2014)

"An excellently delivered course, by a extremely knowledgeable and professional trainer."
Alastair Fletcher, Divers IT Consulting Ltd. - APMG Agile Project Management Certification (3 days) (12/11/2014 to 14/11/2014)

"Course content very good and meaningful for critical legislation changes. Trainers knowledgeable in the subject and communicated subject very well."
Anonymous - Data Protection General Data Protection Regulation (GDPR) Masterclass (3 days) (15/5/2017 to 17/5/2017)

"This is an excellent facility to get away from the office and concentrate on the course which is intense."
Mike Vale, University of Manchester. - Data Protection General Data Protection Regulation (GDPR) Masterclass (3 days) (15/5/2017 to 17/5/2017)

"Have been to Firebrand several times and the training is of a high standard. Great way to get qualified in a short time."
Richard Smith, Redcare (5G Communications). - Microsoft MCSA: Windows Server 2012 R2 (9 days) (13/5/2017 to 21/5/2017)

"Doing courses at Firebrand is one of the best things that have happened in my life and career this year. Thanks Firebrand"
Rami Al Dhafiri, Boubyan Bank. - (ISC)2 CISSP Boot Camp (7 days) (15/5/2017 to 21/5/2017)

"If you are prepared to attend an intense training course, Firebrand is for you. After 3 days of training, I gained a huge amount of knowledge. Just be ready to learn! And take your skills to the next level."
Mark Cunningham, Capgemini. - Microsoft Specialist: Dynamics CRM 2016 Customisation and Configuration (4 days) (16/5/2017 to 19/5/2017)

"Firebrand provides great training with brilliant instructors. The course was enjoyable and the resources I had access to were fantastic"
Azimuth Jenkins, Capgemini. - Microsoft Specialist: Dynamics CRM 2016 Customisation and Configuration (4 days) (16/5/2017 to 19/5/2017)

"Firebrand have exceptional facilities and the staff/ tutors are excellent. Ive learned so much, with no real prior knowledge in just 10 days. I cant wait to come back in June for my next course."
Laura OConnor, Utilita Energy. - ISTQB Firebrand's Training for ISTQB's Foundation Software Tester Certification (2 days) (8/5/2017 to 9/5/2017)

"I've found the training at Firebrand to be extremely useful and have been able to appreciate the help and support from the staff at Firebrand. My days here have been well structured and knowledge filled. I would definitely consider any future training I may do, to be done at Firebrand. "
R.H, Computer-eyez. - CompTIA A+ & Network+ (7 days) (8/5/2017 to 14/5/2017)

"Very professional, interesting, comprehensive training! "
Michal Jarosinski, UTILITA.ENERGY. - Microsoft MTA Networking, Security & Windows Server Administration (6 days) (8/5/2017 to 13/5/2017)

"Ive been successfully training with Firebrand for some years now. Cisco up till now (CCNA, CCDA, CCNP & CCDP), so CEH this time round was something totally different. Hard work and challenging, but really enjoyed it. Firebrand have certainly got this type of training sorted!"
Andrew Ian Trow, Harmonic. - EC-Council Certified Ethical Hacker (CEH) (5 days) (8/5/2017 to 12/5/2017)

"Firebrand has best place, friendly environment and best instructors"
Rami Aldhafiri, Boubyan Bank. - EC-Council Certified Ethical Hacker (CEH) (5 days) (8/5/2017 to 12/5/2017)

"I've learnt a lot in the four days of being at Firebrand. I have learnt more in these past few days than I did in a period of weeks during my time at school. Looking forward to the next course!"
M.E, Alcom Computing . - CompTIA A+ (4 days) (8/5/2017 to 11/5/2017)

"Im really pleased I chose Firebrand above other options to complete my ISO27LI course. The trainer was fantastic. The Firebrand facilities and team are perfect for creating a relaxed environment to learn in."
Samantha Spiro. - ISO 27001 Lead Implementer (3 days) (3/5/2017 to 5/5/2017)

"Well organised, enthusiastic trainer in a nice environment with great food!"
Josh Evans, Anglian Water. - ISO 27001 Lead Implementer (3 days) (3/5/2017 to 5/5/2017)

"Each time I've come for training the teaching has been great as well as the overall support from the instructors."
Jon Hanley, shadowfax. - CompTIA Security+ Certification (3 days) (3/5/2017 to 5/5/2017)

"The Sec+ training course was really interesting and intense. I definitely recommend Firebrand Training!"
E.F. - CompTIA Security+ Certification (3 days) (3/5/2017 to 5/5/2017)

"The courses were very short and sweet, got to the exam phase very quickly with a good understanding of the content."
S.M. - CompTIA A+ & Network+ (7 days) (24/4/2017 to 30/4/2017)

"Always a great experience. Excellent training and comfortable environment to pass my exam."
Stephen Cochrane, Mixed Up Logic Ltd. - (ISC)2 CISSP Boot Camp (7 days) (24/4/2017 to 30/4/2017)

"For an intensive, challenging training course or professional certification, finding the right instructor and environment is critical, so thats why I chose Firebrand."
John Archer, N/A. - (ISC)2 CISSP Boot Camp (7 days) (24/4/2017 to 30/4/2017)

"Outstanding staff, dynamic instructors, and superb facilities make Firebrand an easy choice for my future training requirements."
Keith Price, US Army. - (ISC)2 CISSP Boot Camp (7 days) (24/4/2017 to 30/4/2017)

"Firebrand training gave me more understanding of the subject then was required to pass the exam so i felt confident taking my knowledge into the workplace"
Matthew Corbett. - BCS CISMP (4 days) (19/4/2017 to 22/4/2017)

"I had a great learning experience with Firebrand, all staff were very polite and helpful. I'd train again with them, highly recommended."
Stacey Gribble, Expro Group Ltd. - Cisco CCNA (Routing & Switching) Certification (7 days) (14/4/2017 to 20/4/2017)

"This is my third time going to the Firebrand Training centre and it is still a wonderful experience to learn and increase your knowledge in IT"
R.M, Reliance ACSN. - CompTIA Security+ Certification (3 days) (18/4/2017 to 20/4/2017)

"Excellent instructor, excellent facilities, fantastic experience. Highly recommended to anybody considering training. The best learning experience by far."
J.L, cybsec. - EC-Council Certified Ethical Hacker (CEH) (5 days) (14/4/2017 to 18/4/2017)

"Firebrand as a whole experience has been an eye-opener not only the course but the rest of the class learning, the instructor was really easy to talk to and go to for anything. The whole stay has been something that I would recommend to anyone who is trying improve their career. Firebrand, for my personal opinion, have been as professional as one can except (and some). Everyone from Firebrand has been really helpful and especially the Instructor. It doesn`t matter what time of the day it was he was there for you for literally anything - not just question about the courseware. If there was 11 I would have said 11/10. "
Artur Ramadani, Contractor. - EC-Council Certified Ethical Hacker (CEH) (5 days) (14/4/2017 to 18/4/2017)

"Starting as a very newbie to much of the material, I come out so much more able and knowledgeable in this arena. The practical exercises coupled with great presentation of the material and the clear deep expertise of the instructor meant the course flew by but delivered great learning"
Timothy Canning, GTE Ltd. - EC-Council Certified Ethical Hacker (CEH) (5 days) (14/4/2017 to 18/4/2017)

"Firebrand is exactly what is says on the tin. It's hard work and intense but by far the best way of working. "
Chris Owen, BeyondTrust. - EC-Council Certified Ethical Hacker (CEH) (5 days) (14/4/2017 to 18/4/2017)

"An intense but rewarding course which covers the material well. A good mix of theoretical and practice exercises reinforced with real world examples."
Mark Edwin, Lojo Systems. - AXELOS PRINCE2® Foundation & Practitioner (3 days) (14/4/2017 to 16/4/2017)

"Excellent course and materials, pre course reading and the venue is really good."
N.E. - AXELOS PRINCE2® Foundation & Practitioner (3 days) (14/4/2017 to 16/4/2017)

"The course has been fantastic. Accelerated learning is hard but definitely the way forward. The instructor has been excellent and has been very supportive to everyone attending the course. His delivery style is very effective, friendly and encouraging."
Jennifer Hamling-Hills. - AXELOS PRINCE2® Foundation & Practitioner (3 days) (14/4/2017 to 16/4/2017)

"An excellently well run course, with a Tutor who had brilliant knowledge and kept the course interesting - despite the long days. "
Ganesh Gnanamoorthy. - AXELOS PRINCE2® Foundation & Practitioner (3 days) (14/4/2017 to 16/4/2017)

Get two APMG Change Management certifications in just three days - 40% faster than traditional training. You'll sit both the Foundation and Practitioner exams as part of the programme.

On this accelerated course, you'll study the refreshed Change Management curriculum, aligned to the change management body of knowledge.

The APMG Change Management course helps you to deal effectively with change, and manage its impact on your organisation. This certification is ideal for project, programme, change, department and operational managers involved in organisational change.

On this course, you'll learn:

  • How your employees react to change
  • How to guide your employees through the phases of transition to minimise resistance
  • How to apply appropriate change theories to your organisation's needs
  • How to reduce the risk of failure or delay, by maintaining productivity and reducing costs

The APMG Change Management certification complements process-driven methods like PRINCE2® and MSP®.

Note: This course is provided in conjunction with Thynk an APMG-UK accredited training organisation.

Read more ...

Interested? See prices or call 080 80 800 888

Other accelerated training providers rely heavily on lecture and independent self-testing and study.

Effective technical instruction must be highly varied and interactive to keep attention levels high, promote camaraderie and teamwork between the students and instructor, and solidify knowledge through hands-on learning.

Firebrand Training provides instruction to meet every learning need:

  • Intensive group instruction
  • One-on-one instruction attention
  • Hands-on labs
  • Lab partner and group exercises
  • Question and answer drills
  • Independent study

This information has been provided as a helpful tool for candidates considering training. Courses that include certification come with a Certification Guarantee. Pass first time or train again for free (just pay for accommodation, exams and incidental costs). We do not make any guarantees about personal successes or benefits of obtaining certification. Benefits of certification determined through studies do not guarantee any particular personal successes.

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Interested? See prices or call 080 80 800 888

Change and the Individual

Key elements and characteristics associated with:

  • Maslow’s hierarchy of needs (including their sequence)
  • Satisfaction and growth (Herzberg, Pink)

The terms used in MBTI® to describe key differences between people, and the meaning of those terms.

The defining features of models which describe how people learn:

  • The role of reinforcement (reward and punishment) in learning.
  • The stages and sequence of the ‘learning cycle’ (Kolb) and the related learning styles (Honey and Mumford)
  • The ‘Conscious Competence’ learning model and its impact on performance (the learning dip)

Understand the concepts, principles, model types, approaches and roles relating to change and the individual, as described in the Course Text. Specifically to identify:

  • The process of the human response to change represented in ‘change curve’ models and its significances for managing change. [Note: The term ‘change curve’ is always used in examinations when referring to this model.]
  • The significance for managing change of Bridges’ model of human transitions:
    • The phases of the model itself
    • The ‘Endings’ phase
  • The significance for managing change of Bridges’ model of human transitions:
    • The ‘Neutral Zone’ phase
    • The ‘New Beginnings’ phase
  • The significance for managing change of Maslow’s hierarchy of needs
  • The significance for managing change of key motivation theories
    • Satisfaction and growth (Herzberg)
    • The role of autonomy, mastery and purpose (Pink)
  • The significance for managing change of key motivation theories
    • Survival and learning anxieties (Schein)
    • Personal growth (Rogers)
  • The significance for relationships and communication in change of individuals’ differences of temperament, as seen through MBTI® terminology.
  • The elements of theories and models on learning and how they relate to what happens when individuals go through change:
    • The role and limitations of simple reinforcement (reward and punishment) in learning and change.
    • Practical examples of the ‘Conscious Competence’ learning process, and the performance implications of the learning dip.
  • The stages and sequence of the learning cycle (Kolb).
  • Different learning preferences/styles and how they relate to the cycle; appropriate learning activities for each learning style (Honey & Mumford). 2.10
  • Key principles in defining what is to be learned [NOTE: The example ‘Learning to drive a car’ in ECMH 9B3.3 will not be examined, but the principles illustrated by the example will be.]

Be able to apply within a particular scenario particular models, tools, principles or approaches relating to change and the individual. Specifically to identify:

  • Insights about a change situation offered by change curve models, and relevant actions that change managers can take or recommend based on these insights.
  • Actions and approaches based on Bridges’ model of human transitions that change managers can apply or recommend to help manage the human side of a change.
  • Factors likely to affect the motivation of people engaged in a change process; how change mangers can use their understanding of these factors to encourage and support high motivation, and to consolidate and embed change. (As identified in CI0101, 0103.1, 0204, 0205 & 0206)
  • Varying individual responses to a change situation likely to result from differences in temperament, and steps that change managers can take or recommend to engage the widest possible range of individuals.
  • Appropriate applications of learning theory and practices when planning a change.
  • Be able to analyse and distinguish in a scenario between appropriate and inappropriate application of the particular principles, approaches, models and tools relating to change and the individual.
  • Specifically to analyse with reasons whether:
    • The use or recommendation by a change manager of particular approaches, techniques or actions affecting individuals in change (as identified in 0301 to 0305) is appropriate.

Change and the Organization

Know facts from the Course Text relating to change and the organization, including concepts, terms, principles, model types, approaches and roles. Specifically to recall:

  • Key stages, sequences and characteristics associated with
    • Lewin’s three-stage model
    • Kotter’s eight-step model
  • The archetypal roles involved in the process of organizational change and their characteristics
  • The terms used in force field analysis, the assumptions on which it is based and appropriate steps used in applying the technique.

Understand the concepts, principles, model types, approaches and roles relating to change and the organization, as described in the Course Text. Specifically to identify:

  • The value of using a range of images/metaphors to think about organizations, how such insights affect leadership and how they may affect the way change is approached.
  • Insights deriving from Gareth Morgan’s metaphor of ‘organizations as machines’
  • Insights deriving from Gareth Morgan’s metaphor of ‘organizations as brains’
  • Insights deriving from Gareth Morgan’s metaphor of ‘organizations as political systems’
  • Insights deriving from Gareth Morgan’s metaphor of ‘organizations as flux and transformation’
  • The elements and use in organizational change of:
    • Kotter’s eight-step model
    • Kotter’s ‘dual operating system’ approach to continuous change
  • The implications for organizational change of systems thinking (Senge).
  • Effective behaviours in change of:
    • The change sponsor
    • A change agent
    • The line manager
  • What is meant by ‘organizational culture’, how it develops, how it is shaped, how it differs from the concept of ‘climate’, and the significance of leadership.
  • What is meant by ‘emergent change’, mechanisms by which change may evolve and characteristics of change situations requiring an ‘emergent’ approach.
  • Appropriate ways to define and move towards a desired ‘future state’ including the role of leadership.
  • The characteristics of an appropriate change vision including:
    • Definition of a vision (as opposed to a mission statement)
    • An appropriate approach to writing a vision statement including pitfalls to avoid.
  • Typical ways that an organization’s strategic objectives are expressed in portfolios, programmes and projects (P3); the governance structures, roles and common methodologies found in a P3 environment; how change initiatives typically interface with this environment; and the implications for delivery of change initiatives.

Be able to apply within a particular scenario particular models, tools, principles or approaches relating to change and the organization. Specifically to identify:

  • The connections between a change and wider organization strategy; useful approaches to developing a vision for the change; and the relationship of that change (and its delivery) with any P3 governance structures.
  • Organizational metaphors that are affecting the thinking and behaviours of those involved in a change process and their implications for the way change is approached.
  • Useful ways to identify and understand organization culture, and to discuss it with other people involved in the change initiative; the implications of the organization’s culture for a change initiative.
  • The models of the change process appropriate to a particular change initiative, and the relevant tools to use, or actions to be taken or recommended by the change manager in support of the change.
  • Change situations where the paradigm of ‘planned change’ may not be fully appropriate, the factors in those situations which suggest the need for an ‘emergent’ approach, and appropriate actions for a change manager to take or recommend in support of ‘emergent change’.
  • Characteristic roles (independently of formal job titles) taken by different people associated with a change process, and appropriate actions and behaviours used or recommended by a change manager to fulfil those roles effectively.
  • Be able to analyse and distinguish in a scenario between appropriate and inappropriate application of the particular principles, approaches, models and tools relating to change and the organization. Specifically to analyse with reasons whether:
    • The insights drawn by a change manager from observation of organizational culture or of metaphors being used are justified, and whether any resulting actions or recommendations are appropriate.
    • Particular approaches or tools recommended, or actions taken by a change manager, which relate to planned or emergent models of organizational change and to the behaviours required of people taking different roles (as identified in 0304 to 0306) are appropriate.

Communications and Stakeholder engagement

Know facts from the Course Text relating to communication and stakeholder engagement, including concepts, terms, principles, model types, approaches and roles. Specifically to recall:

  • Major features that underpin effective stakeholder engagement:
    • Definition of a stakeholder
    • Principles of stakeholder engagement
  • The elements of methods and techniques for determining appropriate levels of involvement with stakeholders:
    • Stakeholder radar
    • Mapping in two dimensions
  • Characteristics associated with ‘push’ and ‘pull’ communication channels, and lean and rich communication channels.

Understand the concepts, principles, model types, approaches and roles relating to communication and stakeholder engagement, as described in the Course Text. Specifically to identify:

  • Useful approaches to identifying stakeholders
  • Reasons for segmenting stakeholders and the CPIG classification
  • The value of techniques to deepen understanding of stakeholder ‘segments’ and how to use them:
    • Personas
    • Empathy mapping
  • The purpose and value of determining appropriate levels of involvement with stakeholders:
    • Stakeholder radar
    • Mapping in two dimensions
  • The effects of some common sources of bias during a change process and the way that communications approaches may be used to mitigate these effects.
  • The advantages and challenges in change processes of including feedback mechanisms in communication, and the role of communication to achieve engagement.
  • Principles of maintaining a people-focused approach to communication and factors to encourage engagement
  • Elements of communication and techniques which improve communication effectiveness and engagement.
  • The range of methods and channels which can foster collaboration in change, and the strengths and weaknesses of each.
  • Key elements in developing a communications strategy for a change initiative, and a communication plan which focuses on the ‘when’ and ‘how’ of how that strategy will be implemented.

Be able to apply within a particular scenario particular models, tools, principles or approaches relating to communication and stakeholder engagement. Specifically to identify:

  • How the principles of stakeholder engagement apply to a change initiative, and how stakeholders in a change may be appropriately identified, segmented and mapped.
  • How communications theory and principles (as identified in CS0103,& 0206) may be appropriately used to enhance communications relating to a change initiative.
  • How to recognize and mitigate some common sources of bias in change situations, and how communication approaches may be used to mitigate them.
  • How to communicate change to people, increasing communication effectiveness and encouraging engagement.
  • How to develop a communication strategy and plans for a change initiative, selecting appropriate communication channels to foster collaboration.
  • Be able to analyse and distinguish in a scenario between appropriate and inappropriate application of the particular principles, approaches, models and tools relating to communication and stakeholder engagement.
  • Specifically to analyse with reasons whether:
    • Stakeholder engagement and communication approaches selected or recommended by a change manager

Change management Practice

  • Know facts from the Course Text relating to change management practice, including concepts, terms, principles, model types, approaches and roles.
  • The elements of the change formula (Beckhard & Harris), and how they may be used to increase motivation for change.
  • The purposes and key elements of a change management plan.
  • The stages of team development (Tuckman) and how they relate to typical behaviours found in a change team at various stages of its lifecycle.

Understand the concepts, principles, model types, approaches and roles relating to change management practice, as described in the Course Text. Specifically to identify:

  • Approaches and methods for identifying change impacts:
    • Change management as a risk management strategy
    • Categories of change impacts and key inputs
  • The elements of the McKinsey 7S model, the significance of each element, and the way elements interact with one another.
  • Steps involved in conducting a stakeholder impact assessment and typical considerations or components of each steps
  • Four factors which influence the severity of change impact and tools appropriate to evaluating each factor.
  • Approaches to working with individuals in large changes and how they can be made effective.
  • Practices which lay the foundation for a successful change through building a change team using internal and external recruitment.
  • Practices which lay the foundation for a successful change through developing an effective team (Glaser and Glaser).
  • Key aspects of preparing for and addressing resistance to change:
    • Understanding the ‘psychological contract’
    • Common reasons for resistance and how to deal with them
  • Key aspects of preparing for and addressing resistance to change:
    • Common symptoms of resistance and how to respond
    • Effective approaches to managing resistance
  • Practices that can build and sustain momentum in a change initiative.
  • Change ‘levers’ that can be used to support and sustain the adoption of a change and how to apply them appropriately.
  • The level of adoption of a change, its implications for achieving critical mass and reinforcing systems that can help sustain change.

Be able to apply within a particular scenario particular models, tools, principles or approaches relating to change management practice. Specifically to identify:

  • How to assess the impact of a change, including both scope and severity.
  • How to work effectively with individuals in change, building motivation for change and involving people appropriately in large-scale changes.
  • Approaches to assessing team effectiveness (including change teams), factors that limit effectiveness and ways to improve it.
  • Change management activities which create favourable conditions for change, including elements required in a change plan.
  • Likely causes of resistance to change and appropriate strategies to address them, including strategies to build and sustain momentum.
  • Change management actions that can support and sustain adoption of change.

Be able to analyse and distinguish in a scenario between appropriate and inappropriate application of the particular principles, approaches, models and tools relating to change management practice. Specifically to analyse with reasons whether:

  • A change impact assessment has been developed using an appropriate process and is fit for purpose.
  • Change management practices are being applied appropriately in a change situation to build and sustain that change.

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During the course you'll prepare for and sit the following exams:

Change Management Foundation Exam:

  • 50 multiple-choice questions (50% pass mark)
  • 40 minutes duration
  • Closed book

Change Management Practitioner Exam:

  • Four questions per paper, 20 marks available per question
  • 50 marks required to pass (out of 80 available)
  • 2.5 hours duration
  • Restricted open book - manual and candidate handbook only

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Interested? See prices or call 080 80 800 888

Included:

  • APMG-accredited courseware
  • The Effective Change Manager's Handbook: Essential Guidance to the Change Management Body of Knowledge - ISBN - 978-0749473075

Firebrand Training offers top-quality technical education and certification training in an all-inclusive course package specifically designed for the needs and ease of our students. We attend to every detail so our students can focus solely on their studies and certification goals.

Our Accelerated Learning Programmes include:

  • Intensive Hands-on Training Utilising our (Lecture | Lab | Review)TM Delivery
  • Comprehensive Study Materials, Program Courseware and Self-Testing Software including MeasureUp *
  • Fully instructor-led program with 24 hour lab access
  • Examination vouchers **
  • On site testing ***
  • Accommodation, all meals, unlimited beverages, snacks and tea / coffee****
  • Transportation to/from designated local railway stations
  • Examination Passing Policy

Our instructors teach to accommodate every student's learning needs through individualised instruction, hands-on labs, lab partner and group exercises, independent study, self-testing, and question/answer drills.

Firebrand Training has dedicated, well-equipped educational facilities where you will attend instruction and labs and have access to comfortable study and lounging rooms. Our students consistently say our facilities are second-to-none.

Firebrand goes digital

We’re currently migrating from printed to digital courseware. Some courseware is already available in digital, while other books remain in printed form. To find out if this course is digital, call us on 080 80 800 888.

There are several benefits of easy-to-use digital courseware: downloads are immediate, and you’ll always have your courseware available wherever you are. You won’t need to wait for a printed book to be delivered before you start learning – and it’s better for the environment. You can choose to download the courseware to your own device, or borrow one of ours.

Considering a Microsoft course? Always have the most up-to-date Microsoft digital courseware with ‘Fresh Editions’. This gives you access to all versions of digital courseware – you’ll receive updates and revisions of your textbook, at no charge, for the life of that course.

Examination Passing Policy

Should a student complete a Firebrand Training Program without having successfully passed all vendor examinations, the student may re-attend that program for a period of one year.  Students will only be responsible for accommodations and vendor exam fees.

Please note

  • * Not on all courses
  • ** Examination vouchers are not included for the following courses: PMI, CISA, CISM, CGEIT, CRISC, CISSP CBK Review and CSX Practitioner Level 1,2 and 3
  • *** On site testing is not included in our PMI, CISA, CISM, CGEIT, CRISC, CSX Practitioner or ITIL Managers and Revision Certifications. On site testing for GIAC courses is only available in selected regions.
  • **** Accommodation not included on the CISSP CBK Review Seminar

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Interested? See prices or call 080 80 800 888

We recommend that you are familiar with change management concepts, and the basic functions of change management within an organisation.

Unsure whether you meet the prerequisites?

Don’t worry - we’ll discuss your technical background, experience and qualifications to determine whether this accelerated course suits you.

Just call us on 080 80 800 888 and speak to one of our enrolment consultants.

Firebrand is an immersive environment and requires commitment. Some prerequisites are simply guidelines; you may find your unique experience, attitude and determination enables you to succeed on your accelerated course.

Interested? See prices or call 080 80 800 888