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APMG Change Management

- Only 3 Days

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.

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®.

Read more...

See prices now to find out how much you could save when you train at twice the speed.

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

  1. You'll be Change Management trained and certified faster. Learn more on this 3-day accelerated course. You'll get at least 12 hours a day of quality learning time in a distraction-free environment
  2. Your Change Management course is all-inclusive. One simple price covers all course materials, exams, accommodation and meals – so you can focus on learning
  3. Pass Change Management first time or train again for free. Your expert instructor will deliver our unique accelerated learning methods, allowing you to learn faster and be in the best possible position to pass first time. In the unlikely event that you don't, it's covered by your Certification Guarantee
  4. Study Change Management with an award-winning training provider. We've won the Learning and Performance Institute's "Training Company of the Year" three times. Firebrand is your fastest way to learn, with 75360 students saving more than one million hours since 2001

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

Benefits of Training with Firebrand

  • Two options of training - Residential classroom-based, or online courses
  • A purpose-built training centre – get access to dedicated Pearson VUE Select facilities
  • Certification Guarantee – pass first time or train again free (just pay for accommodation, exams and incidental costs)
  • Everything you need to certify – you’ll sit your exam on the course and return home certified
  • No hidden extras – one cost covers everything you need to certify

See Curriculum...

Individual Change

Facts including concepts, terms, principles, model types, approaches and roles relating to Individual Change:

  • Defining features of models which describe how people learn.
  • Perspectives associated with the following approaches to change:
    • Behavioural
    • Cognitive
    • Psychodynamic
    • Humanistic Psychology
  • Individual personality ‘preferences’ identified by the MBTITM and the responses of four types of individuals to change (Myers and Briggs).
  • Factors that influence how to manage change in self and others.
  • How managers and change agents can help others to change.

Understanding the concepts, principles, model types, approaches and roles relating to Individual Change:

  • Elements of theories and models on learning and how they relate to what happens when individuals go through change.
  • Elements of theories that underpin the behavioural and cognitive approaches to change.
  • Elements of theories using the concept of the ‘change curve’ (also called the ‘transition curve’) and their application to plot suitable leadership interventions (Kubler-Ross; Adams, Hayes and Hopson).
  • Stages and key events in the Virginia Satir model and its application to ‘critical points in the change process’ (Satir; Weinberg).
  • Elements of theories that underpin the humanistic psychology approach to change.
  • The eight MBTI personality preferences and the four types (combinations of ‘preferences’); the significant insights these can offer into an individual’s responses to a change process.
  • Factors that influence how managers can manage change in their organisation.
  • How learning theories and the different psychological approaches to change can be used to help individuals through change.
  • How individual responses to change are impacted by personality preferences and other factors.
  • How to support individuals going through change using coaching (GROW model) and supporting techniques: asking questions; active listening; giving feedback.

Application of particular models or approaches relating to Individual Change to a given scenario.

Analysis of appropriate and inappropriate use of particular approaches and models relating to Individual Change within the context of a scenario.

Team Change

Facts including concepts, terms, principles, model types, approaches and roles relating to Team Change.

  • Theories and models about the nature of teams.
  • How to Improve Team Effectiveness. The five elements that contribute to the level of a team’s effectiveness or ineffectiveness (Glaser and Glaser).
  • Tuckman’s model of team change and the stages of development that teams go through.
  • Leadership Issues in Team Change. The phases that groups go through and the challenges for leaders (Bion and Turquet).
  • How individuals affect team dynamics.

Understanding of the concepts, principles, model types, approaches and roles relating to Team Change.

  • Differences between groups and teams, the need for teamwork, the different types of organisational teams, and how they operate and contribute to change.
  • Characteristics and outcomes associated with each of the five elements that contribute to the level of a team’s effectiveness or ineffectiveness (Glaser and Glaser).
  • Characteristics of each stage of Tuckman’s model of team change and how this applies to teams going through a change process.
  • Leadership issues in team change (Bion and Turquet) and the related requirements on team leaders.
  • Elements of theories and models about how individuals affect team dynamics.
  • How team effectiveness can be improved during change using:Glaser and Glaser’s five elements; Tuckman’s model of team change; Bion and Turquet’s leadership issues; the John Adair model; the team leader’s role and behaviours; facilitation; and action learning.
  • How different types of teams and different individuals within teams affect the way teams react to change.

Application of particular models or approaches relating to Team Change to a given scenario.

Analysis of appropriate and inappropriate use of particular approaches and models relating to Team Change within the context of a scenario.

Organisational Change

Facts including concepts, terms, principles, model types, approaches and roles relating to Organisational Change.

  • Key beliefs and assumptions associated with the following organisational metaphors:
    • the Machine
    • the Political Systems
    • the Organisms
    • the Flux and Transformation
  • Underlying principles behind understanding the driving forces and resisting forces in any situation if change is to happen.
  • Four phases of planned change that draws on the disciplines of project management (Bullock and Batten).
  • The Eight Step Model for transforming your organisation (Kotter).
  • The four components in the congruence model that draws on the socio-technical view of organisations and addresses the dynamics of what happens in an organisation when we try to change it (Nadler and Tushman).
  • Three phases in managing transition and the distinction between planned change and transition (Bridges).
  • The “principles of environmental systems” for how organisations operate and its relevance to sustaining and renewing organisational change (Senge et al).

Understanding the concepts, principles, model types, approaches and roles relating to Organisational Change.

  • How organisations really work and the Machine organisational metaphor (Morgan).
  • The Political Systems organisational metaphor (Morgan).
  • The Organisms organisational metaphor (Morgan).
  • The Flux and Transformation organisational metaphor (Morgan).
  • The underlying principles behind understanding the driving forces and resisting forces in any situation and how this can be used to support organisational change.
  • The activities that are performed in each of the phases of planned change in order to manage the change process (Bullock and Batten).
  • The key lessons reflected in the Eight Step Model for transforming your organisation and the activities described in each step (Kotter).
  • The principles that underpin the congruence model and how each of the four components contributes towards effective management of the transformation process (Nadler and Tushman).
  • How the characteristics and key elements of each of the three phases of transition can be used to manage this process more effectively (Bridges).
  • How the challenges of initiating; sustaining; and redesigning and rethinking change address the “forces at play” when managing change (Senge et al).
  • The organisational change models and approaches associated with each of Morgan’s Metaphors and the associated key beliefs and assumptions about change and how change is tackled.
  • The strategic change process and how the six essential characteristics can be applied to achieve successful organisation-wide strategic change initiatives.
  • When change goes wrong and when change goes right: applying the lessons from approaches used in organisations.
  • Different approaches to getting ready for change and how this relates to the successful management of change.
  • How the tools that support complex change can be used to engage people interactively in a variety of ways.

Application of particular models or approaches relating to Organisational Change to a given scenario.

  • Suitable approaches to organisational change using Morgan’s metaphors and the associated key beliefs and assumptions about change and how change is tackled.
  • Suitable models and approaches to manage organisational change appropriately.
  • How to apply the strategic change process and an understanding of the essential characteristics of successful change initiatives to enable a change approach to work well.
  • The factors that other organisations have learned from their successes and failures are an indication of when change is going wrong and when change is going right.
  • Suitable approaches that enable an organisation to get ready for managing and implementing successful change.
  • How to apply the tools that support the different approaches to engaging with people when managing complex change.

Analysis of appropriate and inappropriate use of particular approaches and models relating to Organisational Change within the context of a scenario.

  • Whether use of particular principles, approaches and models and their application to achieve successful change is appropriate.

Leading Change

Facts including concepts, terms, principles, model types, approaches and roles relating to Leading Change.

  • The leader’s role linked to each of the four key organisational metaphors.
  • The description of visionary leadership.
  • The characteristics of other theories on leadership approaches.
  • The roles that leaders play.
  • The leadership styles and skills (Goleman).
  • The different leadership focus for different phases of change.
  • The importance of self-knowledge and inner resources.

Understanding the concepts, principles, model types, approaches and roles relating to Leading Change.

  • The leader’s role and the type of leadership required linked with each of the four organisational metaphors.
  • The use of visionary leadership including the different focus of leadership and management and how each applies in practice (Bennis; Kotter).
  • The elements of other leadership approaches.
  • The characteristics and responsibilities of the roles that leaders play.
  • The characteristics of leadership styles and skills.
  • The different leadership approach and focus needed for different phases of change.
  • How self-knowledge and inner resources can be developed to improve the ability of leaders to lead organisational change.
  • Which leadership approaches, roles and styles should be adopted for leading change situations.
  • The approach and focus needed by leaders for different phases of change.
  • The process and activities required to engage stakeholders effectively, including stages of the AIDA(S) framework.
  • How leaders can overcome the pitfalls linked to the four key organisational metaphors by adopting different types of leadership and leadership approaches.
  • How to adopt and apply appropriate leadership roles, styles and skills in different change situations.
  • Appropriate leadership actions for different phases of change.
  • The activities required to engage stakeholders effectively by using the stakeholder engagement process and AIDA(S) framework.

Analysis of appropriate and inappropriate use of particular approaches and models relating to Leading Change within the context of a scenario.

  • Use of particular leadership approaches, roles and styles in different change situations and phases is appropriate.
  • Use of the stakeholder engagement process and the AIDA(S) framework is appropriate.

See Exam Track...

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

Change Management Foundation Exam:

  • 60 multiple-choice questions (30 marks required to pass)
  • 60 minutes duration
  • Closed book

Change Management Practitioner Exam:

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

See What's Included...

Included:

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

Your accelerated course includes:

  • Accommodation*
  • Meals, unlimited snacks, beverages, tea and coffee*
  • On-site exams**
  • Exam vouchers**
  • Practice tests**
  • Certification Guarantee***
  • Courseware
  • Up-to 12 hours of instructor-led training each day
  • 24-hour lab access
  • Digital courseware**
  • * For residential training only. Doesn't apply for online courses
  • ** Some exceptions apply. Please refer to the Exam Track or speak with our experts
  • *** Pass first time or train again free (just pay for accommodation, exams and incidental costs)

See Prerequisites...

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. Your training consultant will discuss your background with you to understand if this course is right for you.

See Dates...

APMG Change Management Course Dates

APMG - Change Management

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Finish

Status

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18.5.2020 (Monday)

20.5.2020 (Wednesday)

Open

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9.11.2020 (Monday)

11.11.2020 (Wednesday)

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Here's the Firebrand Training review section. Since 2001 we've trained exactly 75360 students and asked them all to review our Accelerated Learning. Currently, 96.78% have said Firebrand exceeded their expectations.

Read reviews from recent accelerated courses below or visit Firebrand Stories for written and video interviews from our alumni.


"Great trainer, great and very interesting topic and a great atmosphere to learn."
Anonymous, CGI (12.11.2019 to 14.11.2019)

"Excellent course, very well structured and delivered."
T.S. (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. (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. (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. (6.10.2014 to 8.10.2014)

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