PT209 – CQI and IRCA Practitioner Managing and Influencing Stakeholders Examination [paper 3][v3]

Section 1 – Governance

Question 1.1

What is the purpose of Stakeholder Analysis?

(select ONE answer)

Question 1.2

Using stakeholder analysis, how would you manage a stakeholder with High Influence but Low Importance?

(select ONE answer)

Question 1.3

When establishing a personal contract with your stakeholder, which of the following elements do NOT need to be addressed as part of the contract?

(select TWO answers)

Question 1.4

Which of the following are actions you should take when working with Key Players?

(select TWO answers)

Question 1.5

You have been leading a project team who have successfully completed a 6-month project to improve the speed, consistency, quality and reliability of your Finance department. You want to celebrate the results the team have achieved. Which three of the following activities are likely to have the most sustainable impact on the team members development in the business?

(select THREE answers)

Question 1.6

A group of process workers have expressed their dismay at a change program that will affect their process and work area. How will you get their engagement in the change program?

(select THREE answers)

Section 2 – Assurance

Question 2.1

According to Kotter and Schlesinger there are four reasons that certain people resist change. Which of the following is not true?

(select ONE answer)

Question 2.2

Which of the following does the HEAR mnemonic for active listening stand for?

(select ONE answer)

Question 2.3

You are working on a time critical project. One of your senior stakeholders is sceptical whether it is possible to deliver the project goals in the planned timescales and insists you produce performance dashboards as part of every review meeting. Which two of the influencing styles below are you most likely to employ when working with this stakeholder?

(select TWO answers)

Question 2.4

You are working with a department on a challenge with faulty supplies from their Cornwall depot. Despite several conference calls with the depot, nothing has improved, the Depot Manager has told you that they have too much work, not enough people and no budget for new equipment. Which of the following are appropriate actions to take?

(select TWO answers)

Question 2.5

You have been facilitating a planning workshop of a senior team and you have set up the senior leader in the group to summarise their learning and their commitment. They do a good job of enthusing everyone but get some important details of principle / technique / language wrong. What should you do?

(select THREE answers)

Question 2.6

If you were talking to a supplier how would you fully describe the purpose of process review?

(select THREE answers)

Section 3 – Improvement

Question 3.1

If you were talking to a Stakeholder, how would you best describe what Check means in PDCA?

(select ONE answer)

Question 3.2

What is the typical flow of the response to change emotions as described in the Scott & Jaffe change model?

(select ONE answer)

Question 3.3

You are a process improvement manager making a progress visit to a project review meeting and it is clear that although the team has been assembled to work through the organisation’s Improvement Project Cycle, the project leader is set on applying a remedy without going through the proper set up and diagnostic processes. They believe the remedy is very obvious. Some team members are frustrated, and the project leader is getting heated at their resistance. How do you intervene?

(select TWO answers)

Question 3.4

You have been working successfully with one of your major suppliers on improving the consistency of the services they supply to you. A new internal project has now been prioritised which means you can no longer continue the work with this supplier. The supplier does not have a dedicated improvement team and are concerned about your organisation’s expectations of the improvements that have been achieved to date and what the ongoing expectations are. What should you do?

(select TWO answers)

Question 3.5

You are a newly appointed head of business improvement for a new programme. You have little previous experience of change management. The Managing Director wants to launch a company-wide programme with 10 major improvement projects to start within two months. How do you most effectively respond?

(select THREE answers)

Question 3.6

There are three basic areas in every stakeholder relationship which need to be managed for the relationship between a stakeholder and an improvement consultant to work well. The issues are:

(select THREE answers)

Section 4 – Context

Question 4.1

What is Gleicher’s formula?

(select ONE answer)

Question 4.2

One of your team members has interviewed some customers of the process they are improving but cannot establish some basic requirements for the output of the process as the customers are struggling to define them in meaningful terms. What further action would you most effectively advise as a first step?

(select ONE answer)

Question 4.3

In Transactional Analysis, which of the following indicate the Child level of positioning?

(select TWO answers)

Question 4.4

If you were talking to a supplier what would you say their company should be working towards in terms of its process performance?

(select THREE answers)

Section 5 – Leadership

Question 5.1

You have completed an analysis of your stakeholders. Two stakeholders in particular, are both influential but have little support for the project. What action would you take?

(select ONE answer)

Question 5.2

Thinking about Kotter and Schlesinger’s Six Change Approach, which of the following is true?

(select ONE answer)

Question 5.3

You are starting a new programme of work with a senior stakeholder in your organisation. What are the recommended activities to do at the first meeting with the stakeholder do you?

(select TWO answers)

Question 5.4

In Transactional Analysis, which of the following indicate the Parent level of positioning?

(select TWO answers)

Question 5.5

Which of the following is true in regard to Gleicher’s formula?

(select TWO answers)

Question 5.6

Due to changes in the marketplace the senior management team has changed priorities and developed some significant changes to the company strategy. This has resulted in the need to cancel a major IT project. Which of the following actions should you consider in order to ensure effective management of these changes?

(select THREE answers)

Question 5.7

You have noticed that a member of an improvement team, that is usually keen to help others achieve their goals, has become distant and disengaged. This is affecting the performance of the team in a negative way. You understand, from the rest of the team, that one of their children is seriously ill. How do you approach the team member to reengage them with the team?

(select THREE answers)

Question 5.8

You and your team have completed an analysis of your stakeholders. The team ask your advice on the next steps with some stakeholders in particular, who are influential but have only a moderate support for the project. What actions should you advise?

(select THREE answers)