APMG Change Practitioner study plan

Describe the stages an individual moves through during a transition (initial shock, resistance, exploration, commitment) and list two observable behaviours at each stage.

Identify the personal factors that shape an individual's response to change - motivation, capability, personality preference, prior change history and current workload - and rank them for a named case.

Separate early adopters from the late majority on an adoption curve and choose a different intervention for each group.

Classify resistance as rational, emotional or political, and match each type to one intervention you could actually deliver.

Start a learning log in which you link every concept from this week to a real change you have personally experienced.

Analyse an organisation's culture with a values-based or cultural-web style lens and predict which change approaches that culture will tolerate.

Compare three whole-organisation change models - a step-based model, a process/phase model and an emergent/learning model - and state the conditions under which each one fails.

Distinguish the sponsor, the change agent and the change team, and specify what each must do at the start, middle and end of a change.

Detect structural and system blockers - reward systems, capability gaps, process design, reporting lines - that quietly undermine a change initiative.

Explain how the organisation's external context (pace of change, scale, readiness, capability, time pressure) should shape the chosen approach.

Design the activities needed to sustain a change after go-live - embedding into process, policy, induction and performance measures.

Explain how change is measured and how benefits are defined, tracked and realised, distinguishing outputs from outcomes.

Sequence the phases of a change through the organisation and identify the decisions that must be made before each phase begins.

Re-test your Domain 1 knowledge by explaining to yourself how individual and organisational models interlock, without notes.

Rehearse short written answers to organisation-level scenario questions under a 10-minute time limit each.

Identify every stakeholder group affected by a change, including the indirect and the hard-to-reach ones, before narrowing to a working list.

Plot stakeholders on a power/interest style map and justify each placement with evidence rather than assumption.

Choose a distinct engagement approach for each quadrant and state the frequency and level of involvement it requires.

Anticipate which stakeholders are likely to resist and design a specific response for the two most influential of them.

Explain the ethical boundaries of stakeholder engagement, including when influence tips into manipulation.

Draft a communication plan that states audience, key message, channel, timing, owner and feedback mechanism for each segment.

Match channels to purpose - awareness, understanding, buy-in, action - and justify why a single all-staff email will not do.

Frame difficult messages (job losses, role changes, delays) so they are honest, specific and actionable.

Design two-way feedback loops that surface resistance early rather than at the resistance stage.

Choose measures that show whether engagement is actually happening, not just whether messages were sent.

Assemble an integrated change plan that pulls together individual, organisational, stakeholder and communication workstreams into a single sequenced timeline.

Define the governance of a change - roles, decision rights, reporting rhythm and escalation route - and explain why weak governance derails delivery.

Identify and assess the top risks to a change, including people-related risks such as change fatigue and capability shortfall.

State what a change practitioner must do to build credibility with both sponsors and delivery teams.

Practise full-length exam technique: read the question, identify the command word and plan the answer before writing.

Complete one full timed mock exam under exam conditions and mark it against the published assessment criteria.

Diagnose your weakest two question types from the mock and rebuild the underlying concepts from source material.

Practise applying stakeholder and communication decisions inside a practice scenario rather than in isolation.

Answer five scenario questions where the correct action depends on context (scale, readiness, culture) rather than on a fixed rule.

Refine your personal answer templates for 'explain', 'evaluate' and 'recommend' command words.

Close the three ranked weaknesses from Week 7 by re-studying and re-testing each one until you can explain it without notes.

Revisit the individual and organisational models that underpin scenario answers, focusing on when each model does not apply.

Sit a second full timed mock and compare the score and error pattern against the first.

Rehearse concise, structured written answers that name the concept, apply it to the scenario and state the consequence.

Finalise a one-page pre-exam crib sheet of models, definitions and command words for last-minute review.