APMG Change Management - Only 3 Days

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

Find Out How We Help You To Learn New Skills Quickly

  1. You'll be Change Management certified in just 3 days. With us, you’ll be Change Management trained in record time
  2. Our Change Management course is all-inclusive. A one-off fee covers all course materials, exams, accommodation and meals. No hidden extras
  3. Pass Change Management first time or train again for free. This is our guarantee. We’re confident you’ll pass your course first time. But if not, come back within a year and only pay for accommodation, exams and incidental costs
  4. You’ll learn more Change Management. A day with a traditional training provider generally runs from 9am – 5pm, with a nice long break for lunch. With Firebrand Training you’ll get at least 12 hours/day quality learning time, with your instructor
  5. You’ll learn Change Management faster. Chances are, you’ll have a different learning style to those around you. We combine visual, auditory and tactile styles to deliver the material in a way that ensures you will learn faster and more easily
  6. You’ll be studying Change Management with the best. We’ve been named in Training Industry’s “Top 20 IT Training Companies of the Year” every year since 2010. As well as winning many more awards, we’ve trained and certified 63,177 professionals, and we’re partners with all of the big names in the business
  7. You'll do more than study Change Management courseware. We use practical exercises to make sure you can apply your new knowledge to the work environment. Our instructors use demonstrations and real-world experience to keep the day interesting and engaging

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

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Here's the Firebrand Training review section. Since 2001 we've trained exactly 63,177 students and asked them all to review our Accelerated Learning. Currently, 96.47% have said Firebrand exceeded their expectations:



"Excellent course, very well structured and delivered."
T.S. - APMG Change Management (3 days) (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. - APMG Change Management (3 days) (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. - APMG Change Management (3 days) (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. - APMG Change Management (3 days) (6/10/2014 to 8/10/2014)

"An eye opening crash course in change management theory. Highly recommended for those wanting to build a holistic knowledge-set in a short amount of time."
Craig Wallace, Vodafone Group. - APMG Change Management (3 days) (23/6/2014 to 25/6/2014)

"I have found the course presentation and approach to be superbly suited to achieve my training objectives, whilst the smooth organisation and facilities were optimised to help students concentration."
Angela Fleming, N/A. - APMG Change Management (3 days) (23/6/2014 to 25/6/2014)

"It gives you a good insight of the theory of change management and gives you tools to use in practice."
Peter Van Init, N/A. - APMG Change Management (3 days) (23/6/2014 to 25/6/2014)

"Really good knowledgeable instructor, well paced course which offered lots of examples and rather recommended reading."
Adele Reed, N/A. - APMG Change Management (3 days) (23/6/2014 to 25/6/2014)

"I found the course really useful and can see how Id use it back in the office. If you want to learn something quickly and don't mind some long days then this is a great way of doing it."
Andy OConnor, Severn Trent Water. - APMG Change Management (3 days) (23/6/2014 to 25/6/2014)

"Relaxed atmosphere, insightful discussions among participants, learning is directly applicable."
S.R. - APMG Agile Project Management Certification (3 days) (31/10/2016 to 2/11/2016)

"Instructor was great, really knew his stuff!"
Simon Prior, Intel. - APMG Agile Project Management Certification (3 days) (25/4/2016 to 27/4/2016)

"Very intense training but definitely worth while. Passionate trainer with excellent knowledge, thanks!"
Thibant Siegmann, Friedrich Miescher Institiute. - APMG Agile Project Management Certification (3 days) (3/11/2015 to 5/11/2015)

"The course gave me both formal and practical knowledge for use as a professional PM, often operating in a mix of Agile/ Waterfall environment when it comes to use of methodology."
J.L.P, Nordiclead AS . - APMG Agile Project Management Certification (3 days) (3/11/2015 to 5/11/2015)

"Training that lets you take in a lot of information in a short period of time."
B.E.R, Prometo AS. - APMG Agile Project Management Certification (3 days) (3/11/2015 to 5/11/2015)

"Intense training. Absolutely worth it"
Anonymous - APMG Agile Project Management Certification (3 days) (19/8/2015 to 21/8/2015)

"The instructor was very knowledgeable in the subject area and a thoroughly likable chap."
Anonymous - APMG Agile Project Management Certification (3 days) (19/8/2015 to 21/8/2015)

"Great place to focus on your certifications, also a lot of great people to learn and learn from."
Anonymous - APMG Agile Project Management Certification (3 days) (19/8/2015 to 21/8/2015)

"Great course, great trainer, great facility."
Emma Morris, MLR Networks Ltd. - APMG Agile Project Management Certification (3 days) (12/11/2014 to 14/11/2014)

"An excellently delivered course, by a extremely knowledgeable and professional trainer."
Alastair Fletcher, Divers IT Consulting Ltd. - APMG Agile Project Management Certification (3 days) (12/11/2014 to 14/11/2014)

"The course is very interesting and will help you improve your knowledge and skills in different types of domains."
Nasser AlNasri, Etihadrail Company. - (ISC)2 CISSP Boot Camp (7 days) (4/10/2015 to 10/10/2015)

"Firebrand is the best learning experience in Dubai."
Anonymous - (ISC)2 CISSP Boot Camp (7 days) (1/6/2014 to 7/6/2014)

"Firebrand Training is the key to success for this CISSP exam, If you attend this program and get time to review and do many hours, you will pass."
Anonymous - (ISC)2 CISSP Boot Camp (7 days) (1/6/2014 to 7/6/2014)

"I had great time in class. Met new friends and learned few more tactics to understand the situations."
Mohammad Ali Butt. - (ISC)2 CISSP Boot Camp (7 days) (23/3/2014 to 29/3/2014)

"Firebrand was a one stop shop for all our training needs. We were met with courtesy and professionalism from the sales stage through logistics and the training itself. Excellent group of professionals, that know the score when it comes to appropriate training methodologies. We look forward to future classes with Firebrand."
J.A. - ISO 27001 Lead Auditor (3 days) (19/2/2014 to 21/2/2014)

"The trainer is extremely knowledgeable.The course is extremely scientific. Firebrand helps to get the certification with proper guidance"
Debomitra Banerjee, Tata Consultancy Services. - AXELOS PRINCE2® Foundation & Practitioner (3 days) (13/2/2014 to 15/2/2014)

"Good. The trainer was very good."
Anonymous - AXELOS PRINCE2® Foundation & Practitioner (3 days) (13/2/2014 to 15/2/2014)

"My trainerl is an experienced trainer and he put in his best efforts to make sure everyone understands everything needed to carry out practical day-to-day work."
Mohanram C Seshadri. - AXELOS PRINCE2® Foundation & Practitioner (3 days) (13/2/2014 to 15/2/2014)

"Firebrand is one of the most professional training I ever been to"
Saad Alharbi, University of Taibah. - Project Management Institute (PMI)® Project Management Professional (PMP)® (4 days) (9/2/2014 to 12/2/2014)

"The course is very informative with a lot of good material; any student that attends needs to prepare for long days and nights for study. I feel very confident in the material that I received while attending this course. The instructor was very knowledgeable on the subject matter, approachable, and had a great sense of humour. I will attend Firebrand training if I need a good understanding on any other training needs I may have in the future. "
Sheldon Jackson, Student. - Project Management Institute (PMI)® Project Management Professional (PMP)® (4 days) (9/2/2014 to 12/2/2014)

"it was a good informative experience that I enjoyed"
dana hajjan, FSHD. - Project Management Institute (PMI)® Project Management Professional (PMP)® (4 days) (9/2/2014 to 12/2/2014)

"guys you are the best in the training field."
mohammad alrwahneh. - Project Management Institute (PMI)® Project Management Professional (PMP)® (4 days) (9/2/2014 to 12/2/2014)

"I will definitely recommend Firebrand to my colleagues for future training. The CISM training I attended from Firebrand was good. The trainer was extremely good and having very good knowledge and command in the subject. It was an excellent opportunity to know more about the enterprise security management concepts through this course and I would like to rate the trainer 9 out of 10. "
PK Unnithan, Schlumberger. - ISACA CISM Certification (4 days) (24/11/2013 to 27/11/2013)

"CISM Instructor have deep knowledge in the security domain, and help to understand the concept other than exam oriented."
Fenil Raphy Payyappilly. - ISACA CISM Certification (4 days) (24/11/2013 to 27/11/2013)

"The instructor is very knowledgeable. He made the course very interesting with his real life experience."
John Wong. - ISACA CISM Certification (4 days) (24/11/2013 to 27/11/2013)

"The facilities provided are excellent."
Aji Yadima, NNPC. - Cisco CCNA (Routing & Switching) Certification (7 days) (16/11/2013 to 21/11/2013)

"Not only the certification one can get, also working through with experienced instructor to get exposure on Cisco networking devices. I will recommend Firebrand as one of the top trainers one can get."
Sanusi Yerima, NNPC. - Cisco CCNA (Routing & Switching) Certification (7 days) (16/11/2013 to 21/11/2013)

"this training enriched my knowledge about project management "
Anonymous - Project Management Institute (PMI)® Project Management Professional (PMP)® (4 days) (17/11/2013 to 20/11/2013)

"Good training, Knowledgeable and experienced instructor. Etisalat Academy in Dubai is a quiet place to study and stay. Labs time is open time for trainees. I recommend the training for security professionals."
Anonymous - EC-Council Certified Ethical Hacker (CEH) (5 days) (29/9/2013 to 3/10/2013)

"The Instructor is probably the most knowledgeable guy in the Security field with immense amount of experience. The way he trains his students is simply brilliant as he explains what is what and why along with the concept also maintaining a light mood in the hall. "
Ankit Satsangi. - EC-Council Certified Ethical Hacker (CEH) (5 days) (29/9/2013 to 3/10/2013)

"Good focused Course Material with knowledgeable, experienced as well as forthcoming Instructor. Facility is just the right kind of environment for such course. discussions and insights from Trainer, Course participants representing varied backgrounds and industry made it a great learning experience. "
Intakhab Shah, Saudi International Petrochemical Company. - Six Sigma Green Belt (5 days) (20/10/2013 to 24/10/2013)

"Instructor is well aware of the topics and an expert. He encourages interaction which improves the learning experience. "
G.B, Saudi International Petrochemical. - Six Sigma Green Belt (5 days) (20/10/2013 to 24/10/2013)

"Great way to learn in isolation, away from daily routine, excellent method used to transfer knowledge."
Narayan Iyer, El Seif Engineering Contracting Co Ltd. - Six Sigma Green Belt (5 days) (20/10/2013 to 24/10/2013)

"If you're lucky enough to get this instructor, you can look forward to a fun, insight filled and thoroughly rewarding 5 days. My third time at Firebrand, first time outside the UK, and another great training experience. "
F.M. - EC-Council Certified Ethical Hacker (CEH) (5 days) (29/9/2013 to 3/10/2013)

"The Firebrand Black Belt course was intense and far exceeded my expectations. I learned the practical application of the tools and techniques in the real world through exercises and case study. If you want more than just a certification and want to learn HOW to apply the knowledge and skills to improve your Company... then go with Firebrand!"
Jack White, DynCorp International. - Six Sigma Black Belt (5 days) (13/9/2013 to 17/9/2013)

"The training is very good and easy to understand. It's a mix of practical & theory work. the examples and method of teaching is very closely related to my daily routine work which makes it easy to apply in my daily life. "
Raza Khan, ATIC. - Six Sigma Black Belt (5 days) (13/9/2013 to 17/9/2013)

"Training by Firebrand; you can pass the exam as well as get insight of the best practices "
Anonymous - ISACA CISM Certification (4 days) (25/8/2013 to 28/8/2013)

"This was a very intensive course, where we were working 14 hrs or so each day. A dedicated, energetic and knowledgeable lecturer still made the course very interesting and practical. Also the service from the local Firebrand office in Dubai was very expedient and helpful. "
Mindor Sjastad, DNV. - Project Management Institute (PMI)® Project Management Professional (PMP)® (4 days) (18/8/2013 to 21/8/2013)

"Professional, friendly and very knowledable of the subject. Instructor was happy to help and assist throughout the course."
Ali Abdel-Hafiz. - AXELOS PRINCE2® Foundation & Practitioner (3 days) (10/2/2013 to 12/2/2013)

"Firebrand provided exceptional training for a rigorous, demanding course within a relatively short period of time."
A.S. - AXELOS PRINCE2® Foundation & Practitioner (3 days) (10/2/2013 to 12/2/2013)

"Goodtrainer, course was good. "
A.G. - AXELOS PRINCE2® Foundation & Practitioner (3 days) (10/2/2013 to 12/2/2013)

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.

On this accelerated course, you'll study the refreshed Change Management curriculum, aligned to the change management body of knowledge.

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®.

Note: This course is provided in conjunction with Thynk an APMG-UK accredited training organisation.

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Interested? See prices or call +971 4 3199019

Other accelerated training providers rely heavily on lecture and independent self-testing and study.

Effective technical instruction must be highly varied and interactive to keep attention levels high, promote camaraderie and teamwork between the students and instructor, and solidify knowledge through hands-on learning.

Firebrand Training provides instruction to meet every learning need:

  • Intensive group instruction
  • One-on-one instruction attention
  • Hands-on labs
  • Lab partner and group exercises
  • Question and answer drills
  • Independent study

This information has been provided as a helpful tool for candidates considering training. Courses that include certification come with a certification guarantee. Pass first time or train again for free (just pay for accommodation and exams on your return). We do not make any guarantees about personal successes or benefits of obtaining certification. Benefits of certification determined through studies do not guarantee any particular personal successes.

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Interested? See prices or call +971 4 3199019

Change and the Individual

Key elements and characteristics associated with:

  • Maslow’s hierarchy of needs (including their sequence)
  • Satisfaction and growth (Herzberg, Pink)

The terms used in MBTI® to describe key differences between people, and the meaning of those terms.

The defining features of models which describe how people learn:

  • The role of reinforcement (reward and punishment) in learning.
  • The stages and sequence of the ‘learning cycle’ (Kolb) and the related learning styles (Honey and Mumford)
  • The ‘Conscious Competence’ learning model and its impact on performance (the learning dip)

Understand the concepts, principles, model types, approaches and roles relating to change and the individual, as described in the Course Text. Specifically to identify:

  • The process of the human response to change represented in ‘change curve’ models and its significances for managing change. [Note: The term ‘change curve’ is always used in examinations when referring to this model.]
  • The significance for managing change of Bridges’ model of human transitions:
    • The phases of the model itself
    • The ‘Endings’ phase
  • The significance for managing change of Bridges’ model of human transitions:
    • The ‘Neutral Zone’ phase
    • The ‘New Beginnings’ phase
  • The significance for managing change of Maslow’s hierarchy of needs
  • The significance for managing change of key motivation theories
    • Satisfaction and growth (Herzberg)
    • The role of autonomy, mastery and purpose (Pink)
  • The significance for managing change of key motivation theories
    • Survival and learning anxieties (Schein)
    • Personal growth (Rogers)
  • The significance for relationships and communication in change of individuals’ differences of temperament, as seen through MBTI® terminology.
  • The elements of theories and models on learning and how they relate to what happens when individuals go through change:
    • The role and limitations of simple reinforcement (reward and punishment) in learning and change.
    • Practical examples of the ‘Conscious Competence’ learning process, and the performance implications of the learning dip.
  • The stages and sequence of the learning cycle (Kolb).
  • Different learning preferences/styles and how they relate to the cycle; appropriate learning activities for each learning style (Honey & Mumford). 2.10
  • Key principles in defining what is to be learned [NOTE: The example ‘Learning to drive a car’ in ECMH 9B3.3 will not be examined, but the principles illustrated by the example will be.]

Be able to apply within a particular scenario particular models, tools, principles or approaches relating to change and the individual. Specifically to identify:

  • Insights about a change situation offered by change curve models, and relevant actions that change managers can take or recommend based on these insights.
  • Actions and approaches based on Bridges’ model of human transitions that change managers can apply or recommend to help manage the human side of a change.
  • Factors likely to affect the motivation of people engaged in a change process; how change mangers can use their understanding of these factors to encourage and support high motivation, and to consolidate and embed change. (As identified in CI0101, 0103.1, 0204, 0205 & 0206)
  • Varying individual responses to a change situation likely to result from differences in temperament, and steps that change managers can take or recommend to engage the widest possible range of individuals.
  • Appropriate applications of learning theory and practices when planning a change.
  • Be able to analyse and distinguish in a scenario between appropriate and inappropriate application of the particular principles, approaches, models and tools relating to change and the individual.
  • Specifically to analyse with reasons whether:
    • The use or recommendation by a change manager of particular approaches, techniques or actions affecting individuals in change (as identified in 0301 to 0305) is appropriate.

Change and the Organization

Know facts from the Course Text relating to change and the organization, including concepts, terms, principles, model types, approaches and roles. Specifically to recall:

  • Key stages, sequences and characteristics associated with
    • Lewin’s three-stage model
    • Kotter’s eight-step model
  • The archetypal roles involved in the process of organizational change and their characteristics
  • The terms used in force field analysis, the assumptions on which it is based and appropriate steps used in applying the technique.

Understand the concepts, principles, model types, approaches and roles relating to change and the organization, as described in the Course Text. Specifically to identify:

  • The value of using a range of images/metaphors to think about organizations, how such insights affect leadership and how they may affect the way change is approached.
  • Insights deriving from Gareth Morgan’s metaphor of ‘organizations as machines’
  • Insights deriving from Gareth Morgan’s metaphor of ‘organizations as brains’
  • Insights deriving from Gareth Morgan’s metaphor of ‘organizations as political systems’
  • Insights deriving from Gareth Morgan’s metaphor of ‘organizations as flux and transformation’
  • The elements and use in organizational change of:
    • Kotter’s eight-step model
    • Kotter’s ‘dual operating system’ approach to continuous change
  • The implications for organizational change of systems thinking (Senge).
  • Effective behaviours in change of:
    • The change sponsor
    • A change agent
    • The line manager
  • What is meant by ‘organizational culture’, how it develops, how it is shaped, how it differs from the concept of ‘climate’, and the significance of leadership.
  • What is meant by ‘emergent change’, mechanisms by which change may evolve and characteristics of change situations requiring an ‘emergent’ approach.
  • Appropriate ways to define and move towards a desired ‘future state’ including the role of leadership.
  • The characteristics of an appropriate change vision including:
    • Definition of a vision (as opposed to a mission statement)
    • An appropriate approach to writing a vision statement including pitfalls to avoid.
  • Typical ways that an organization’s strategic objectives are expressed in portfolios, programmes and projects (P3); the governance structures, roles and common methodologies found in a P3 environment; how change initiatives typically interface with this environment; and the implications for delivery of change initiatives.

Be able to apply within a particular scenario particular models, tools, principles or approaches relating to change and the organization. Specifically to identify:

  • The connections between a change and wider organization strategy; useful approaches to developing a vision for the change; and the relationship of that change (and its delivery) with any P3 governance structures.
  • Organizational metaphors that are affecting the thinking and behaviours of those involved in a change process and their implications for the way change is approached.
  • Useful ways to identify and understand organization culture, and to discuss it with other people involved in the change initiative; the implications of the organization’s culture for a change initiative.
  • The models of the change process appropriate to a particular change initiative, and the relevant tools to use, or actions to be taken or recommended by the change manager in support of the change.
  • Change situations where the paradigm of ‘planned change’ may not be fully appropriate, the factors in those situations which suggest the need for an ‘emergent’ approach, and appropriate actions for a change manager to take or recommend in support of ‘emergent change’.
  • Characteristic roles (independently of formal job titles) taken by different people associated with a change process, and appropriate actions and behaviours used or recommended by a change manager to fulfil those roles effectively.
  • Be able to analyse and distinguish in a scenario between appropriate and inappropriate application of the particular principles, approaches, models and tools relating to change and the organization. Specifically to analyse with reasons whether:
    • The insights drawn by a change manager from observation of organizational culture or of metaphors being used are justified, and whether any resulting actions or recommendations are appropriate.
    • Particular approaches or tools recommended, or actions taken by a change manager, which relate to planned or emergent models of organizational change and to the behaviours required of people taking different roles (as identified in 0304 to 0306) are appropriate.

Communications and Stakeholder engagement

Know facts from the Course Text relating to communication and stakeholder engagement, including concepts, terms, principles, model types, approaches and roles. Specifically to recall:

  • Major features that underpin effective stakeholder engagement:
    • Definition of a stakeholder
    • Principles of stakeholder engagement
  • The elements of methods and techniques for determining appropriate levels of involvement with stakeholders:
    • Stakeholder radar
    • Mapping in two dimensions
  • Characteristics associated with ‘push’ and ‘pull’ communication channels, and lean and rich communication channels.

Understand the concepts, principles, model types, approaches and roles relating to communication and stakeholder engagement, as described in the Course Text. Specifically to identify:

  • Useful approaches to identifying stakeholders
  • Reasons for segmenting stakeholders and the CPIG classification
  • The value of techniques to deepen understanding of stakeholder ‘segments’ and how to use them:
    • Personas
    • Empathy mapping
  • The purpose and value of determining appropriate levels of involvement with stakeholders:
    • Stakeholder radar
    • Mapping in two dimensions
  • The effects of some common sources of bias during a change process and the way that communications approaches may be used to mitigate these effects.
  • The advantages and challenges in change processes of including feedback mechanisms in communication, and the role of communication to achieve engagement.
  • Principles of maintaining a people-focused approach to communication and factors to encourage engagement
  • Elements of communication and techniques which improve communication effectiveness and engagement.
  • The range of methods and channels which can foster collaboration in change, and the strengths and weaknesses of each.
  • Key elements in developing a communications strategy for a change initiative, and a communication plan which focuses on the ‘when’ and ‘how’ of how that strategy will be implemented.

Be able to apply within a particular scenario particular models, tools, principles or approaches relating to communication and stakeholder engagement. Specifically to identify:

  • How the principles of stakeholder engagement apply to a change initiative, and how stakeholders in a change may be appropriately identified, segmented and mapped.
  • How communications theory and principles (as identified in CS0103,& 0206) may be appropriately used to enhance communications relating to a change initiative.
  • How to recognize and mitigate some common sources of bias in change situations, and how communication approaches may be used to mitigate them.
  • How to communicate change to people, increasing communication effectiveness and encouraging engagement.
  • How to develop a communication strategy and plans for a change initiative, selecting appropriate communication channels to foster collaboration.
  • Be able to analyse and distinguish in a scenario between appropriate and inappropriate application of the particular principles, approaches, models and tools relating to communication and stakeholder engagement.
  • Specifically to analyse with reasons whether:
    • Stakeholder engagement and communication approaches selected or recommended by a change manager

Change management Practice

  • Know facts from the Course Text relating to change management practice, including concepts, terms, principles, model types, approaches and roles.
  • The elements of the change formula (Beckhard & Harris), and how they may be used to increase motivation for change.
  • The purposes and key elements of a change management plan.
  • The stages of team development (Tuckman) and how they relate to typical behaviours found in a change team at various stages of its lifecycle.

Understand the concepts, principles, model types, approaches and roles relating to change management practice, as described in the Course Text. Specifically to identify:

  • Approaches and methods for identifying change impacts:
    • Change management as a risk management strategy
    • Categories of change impacts and key inputs
  • The elements of the McKinsey 7S model, the significance of each element, and the way elements interact with one another.
  • Steps involved in conducting a stakeholder impact assessment and typical considerations or components of each steps
  • Four factors which influence the severity of change impact and tools appropriate to evaluating each factor.
  • Approaches to working with individuals in large changes and how they can be made effective.
  • Practices which lay the foundation for a successful change through building a change team using internal and external recruitment.
  • Practices which lay the foundation for a successful change through developing an effective team (Glaser and Glaser).
  • Key aspects of preparing for and addressing resistance to change:
    • Understanding the ‘psychological contract’
    • Common reasons for resistance and how to deal with them
  • Key aspects of preparing for and addressing resistance to change:
    • Common symptoms of resistance and how to respond
    • Effective approaches to managing resistance
  • Practices that can build and sustain momentum in a change initiative.
  • Change ‘levers’ that can be used to support and sustain the adoption of a change and how to apply them appropriately.
  • The level of adoption of a change, its implications for achieving critical mass and reinforcing systems that can help sustain change.

Be able to apply within a particular scenario particular models, tools, principles or approaches relating to change management practice. Specifically to identify:

  • How to assess the impact of a change, including both scope and severity.
  • How to work effectively with individuals in change, building motivation for change and involving people appropriately in large-scale changes.
  • Approaches to assessing team effectiveness (including change teams), factors that limit effectiveness and ways to improve it.
  • Change management activities which create favourable conditions for change, including elements required in a change plan.
  • Likely causes of resistance to change and appropriate strategies to address them, including strategies to build and sustain momentum.
  • Change management actions that can support and sustain adoption of change.

Be able to analyse and distinguish in a scenario between appropriate and inappropriate application of the particular principles, approaches, models and tools relating to change management practice. Specifically to analyse with reasons whether:

  • A change impact assessment has been developed using an appropriate process and is fit for purpose.
  • Change management practices are being applied appropriately in a change situation to build and sustain that change.

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

Change Management Foundation Exam:

  • 50 multiple-choice questions (50% pass mark)
  • 40 minutes duration
  • Closed book

Change Management Practitioner Exam:

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

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Included:

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

Firebrand Training offers top-quality technical education and certification training in an all-inclusive course package specifically designed for the needs and ease of our students. We attend to every detail so our students can focus solely on their studies and certification goals.

Our Certification Programs includes

  • Intensive Hands-on Training Utilising our (Lecture | Lab | Review)TM Delivery
  • Comprehensive Study Materials, Program Courseware and Self-Testing Software including MeasureUp *
  • Fully instructor-led program with 24 hour lab access
  • Examination vouchers **
  • Near site testing, Transportation to/from Testing Center are provided ***
  • Accommodation, all meals, unlimited beverages, snacks and tea / coffee****
  • Examination Passing Policy

Please note

  • * Not on all courses
  • ** Examination vouchers are not included for the following courses: PMP, CAPM, CISA, CISM, CGEIT, CRISC and CISSP CBK Review
  • *** Not included in our PMP, CAPM, CISA, CISM, CGEIT, CRISC, or ITIL Managers and Revision Certifications
  • **** Accommodation not included on the CISSP CBK Review Seminar

Our instructors teach to accommodate every student's learning needs through individualised instruction, hands-on labs, lab partner and group exercises, independent study, self-testing, and question/answer drills.

Firebrand Training has dedicated, well-equipped educational facilities where you will attend instruction and labs and have access to comfortable study and lounging rooms. Our students consistently say our facilities are second-to-none.

Examination Passing Policy

Should a student complete a Firebrand Training Program without having successfully passed all vendor examinations, the student may re-attend that program for a period of one year.  Students will only be responsible for accommodations and vendor exam fees.

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Interested? See prices or call +971 4 3199019

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 - we’ll discuss your technical background, experience and qualifications to determine whether this accelerated course suits you.

Just call us on +971 4 3199019 and speak to one of our enrolment consultants.

Firebrand is an immersive environment and requires commitment. Some prerequisites are simply guidelines; you may find your unique experience, attitude and determination enables you to succeed on your accelerated course.

Interested? See prices or call +971 4 3199019