Awareness of the new processes in the Customer Services department is good, but so far there has been little progress on implementation with the majority of staff. Which approach is LEAST likely to…

Question

Options

• AAssign the team who facilitate new orders to take the lead in implementing new processes.
• BDelegate responsibility for implementation to the line leadership in the department.
• CShare the initial successes when providing mobile solutions to the Utility company.
• DIncrease the number of newsletters issued covering the strategy and delivery plans.

• A
  5% (2)
• B
  11% (4)
• C
  3% (1)
• D
  81% (30)

Explanation

Comprehensive and Detailed Step-by-Step Explanation: Context from the UniCo Scenario: implementing the processes. Building momentum for change requires active engagement, focusing on delivering and demonstrating value while motivating teams to act. Simply providing more information (like newsletters) does not directly contribute to implementation. Analysis of Each Option: Why Correct: Assigning responsibility to a specific team who is familiar with the operations ensures direct ownership of the processes. This approach helps create role clarity and demonstrates action to Why Correct: Empowering line leaders aligns with AgilePM's principles of delegating decision- making to individuals who are close to the operations, ensuring accountability and progress. Why Correct: Sharing success stories is an effective way to build confidence and momentum. AgilePM recommends celebrating quick wins to motivate teams and show the value of change. Why Incorrect (Answer): While communication is critical, simply issuing more newsletters does not actively engage staff or address implementation challenges. Newsletters are passive forms of communication that do not drive action or momentum. Why D Is Correct (LEAST Likely): Lack of Active Engagement: Increasing newsletters only adds more information but does not address staff reluctance or encourage active participation. Momentum Requires Action, Not Just Awareness: Awareness is already present; the focus now should shift to tangible steps, like assigning responsibilities or showcasing early wins. Limited Impact on Implementation: AgilePM advocates active involvement, like delegating roles or leveraging pilot teams, rather than relying on one-way communication. Empowered Teams: AgilePM stresses the importance of empowering teams and leaders to take ownership of changes. (AgilePM Practitioner Guide, Chapter 6: Empowered Teams) Celebrating Successes: Sharing quick wins reinforces the benefits of change and motivates others to follow suit. (AgilePM Practitioner Guide, Chapter 9: Delivering Value Early) Active Stakeholder Engagement: AgilePM emphasizes that communication should drive engagement and actions, rather than be limited to information sharing. (AgilePM Practitioner Guide, Chapter 8: Stakeholder Engagement)

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