APMG Agile Change Agent flashcards
APMG Agile Change Agent · Build recall with a focused review session.
32 cards. Read the term and the definition here. The deck at the top of this page is optional.
- Roadmap
- A time-sequenced view of change activity showing increments, dependencies, and value released, at a level of detail that decreases with distance into the future.
- Roadmap horizon
- A time band such as Now, Next, or Later within which roadmap items are placed, with commitment and detail decreasing as the horizon extends further out.
- Roadmap increment
- A discrete slice of change delivered as a unit, sequenced on the roadmap so that value is released and dependencies are respected in order.
- Roadmap dependency
- A recorded relationship in which one roadmap item cannot start or finish until another item, team, or decision has completed.
- Roadmap milestone
- A point on the roadmap marking a decision, a release, or a value-realisation check rather than simply the completion of tasks.
- Roadmap re-baselining
- The scheduled review at which roadmap items are re-sequenced or re-scoped in response to changed needs, dependencies, or delivery performance.
- Value release point
- The moment on the roadmap at which an increment becomes usable and the expected benefit can begin to be realised by the business.
- Roadmap traceability
- The link from each roadmap item back to the business need it serves and forward to the outcome measure that will evidence its benefit.
- Business need
- A statement of the gap between current and desired organisational performance, expressed as an outcome rather than as a preferred solution.
- Case for change
- The justification for a change, setting out expected benefits, costs, risks, and the consequence of taking no action.
- Benefit owner
- The named person accountable for realising a stated benefit and for evidencing it against an agreed measure and target.
- Benefit baseline
- The measured starting position against which a benefit target is set, without which realisation cannot be demonstrated.
- Requirement prioritisation
- The ranking of requirements by importance, commonly must-have, should-have, and could-have, so that scope can flex without losing the business need.
- Change impact assessment
- An analysis of who is affected by a change, in what ways, and how severely, used to shape engagement and readiness activity.
- Outcome measure
- An agreed indicator and target used after delivery to judge whether the business need has actually been met.
- Need re-validation
- The check at each increment that the original business need still exists and still justifies continued investment in the change.
- Stakeholder analysis
- The mapping of stakeholders by interest, influence, and attitude towards the change, used to select an appropriate engagement approach for each.
- Engagement approach
- The planned way of involving a stakeholder or group, chosen to match their influence, interest, and current attitude to the change.
- Communication plan
- A schedule defining audience, message, channel, frequency, and sender for each planned communication about the change.
- Sponsor
- The senior person who legitimises the change, provides resources, and communicates support to the wider organisation.
- Line manager role
- The responsibility of an affected person's manager to explain, support, and reinforce the change with their own team.
- Resistance
- Observable opposition or disengagement from a change, usually signalling an unmet need, unmanaged impact, or loss perceived by those affected.
- Co-creation
- Involving affected stakeholders in designing the change so that ownership increases and late resistance is reduced.
- Trust erosion
- The rapid loss of credibility that follows a broken commitment or surprise announcement, requiring consistent honesty to rebuild.
- Organisational culture
- The shared values and behaviours of an organisation, which determine whether stability or adaptability is rewarded and how change is received.
- Readiness assessment
- A pre-implementation check of the receiving area's capability, capacity, and willingness to adopt and sustain the change.
- Change capacity
- The finite amount of change an organisation or team can absorb at one time, which constrains how many changes can run concurrently.
- Change saturation
- The condition in which concurrent changes exceed the receiving area's capacity to absorb them, causing adoption failure or fatigue.
- Governance
- The decision rights, escalation routes, and stage gates that control the change, set at a level proportionate to its size and risk.
- Environmental constraint
- An external or internal limitation such as regulation, legacy technology, or contract terms that shapes what the change can deliver and when.
- Transition to BAU
- The planned handover of a change to business-as-usual, including support model, documentation, and ownership of the new ways of working.
- Sustaining the change
- The reinforcement of new behaviours and processes after go-live so that benefits continue once the change team has withdrawn.