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1. Before the CIO leaves, she gives you some guidance on how to be successful with the reorganization project. She suggests that you (1) determine the right structure for the reorganized team, (2) create a change management plan, (3) frame the discussion around increasing the maturity of the IT organization, and (4) use your influence to sell it to employees and leadership. She also suggests that to be successful in your role, you will need to inspire and motivate the team to follow you by laying out a vision for what the department can become. Which of the following leadership styles will be most beneficial to aiding with the change?

• Charismatic
• Transformational
• Affiliative
• Ethical

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2. You realize that your natural leadership style is most closely akin to the coaching style. To gain skills that transformational leaders have, you will need to grow your leadership abilities. Which of the following is NOT a step that will help you grow your leadership skills?

• Pick your brand promises.
• Model great leaders.
• Gain organizational awareness.
• Become an active listener.

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3. As you contemplate the right structure for the organization, you realize that you will need to focus on improving the way IT works internally. The current organization already has teams set up for most of the major technical functions. Which of the following teams sometimes plays the role of helping with the internal workings of IT within the IT organization?

• Data and Insights
• Business Applications
• IT Infrastructure
• IT Strategy and Operations

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4. As you start to share your idea about adding a new team to focus on the IT organization, you get feedback from colleagues that people perceive you more as a "doer" than as a strategist. You realize that you need to change the way people perceive your abilities if you are going to be successful in this role. You decide to develop your professional brand. Which of the following would NOT help you build your professional brand?

• Be patient.
• Make bold claims about your abilities.
• Consistently support your brand promise.
• Pick your brand promise.

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5. You realize that, while you have a lot of knowledge in most areas of IT, you are less knowledgeable about data and data science. You realize that you need to bolster your knowledge around modern data practices and that you will need to do this throughout your career if you are to remain the CIO. This is an example of ________.

• Spot education
• Continuous learning
• eLearning
• Remedial education

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6. As you start to share your plans for the future with your colleagues, you realize you need to improve your ability to influence your colleagues. You set time to talk with the head of marketing in your organization. For several months she has been asking that your team revamp her prospecting systems. You determine that you could take on this work and tell your team to start the planning for this project in hopes it will help you win her over to your plans. You then meet with the marketing leader and tell her she will get her project. This is an example of what influencing principle?

• Social proof
• Authority
• Reciprocity
• Commitment and consistency

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7. Your meeting went well with the marketing leader. You are meeting with the CFO next. The CFO is new, and you have not yet had more than a few casual conversations with him. You learn from others that he really likes to play tennis. You don't play, but you know that the Wimbledon tennis match is running at this time. You decide to learn more about those who are playing in the match so you have something to talk about.

You have the meeting with the CFO, and you have a great conversation about tennis and Wimbledon. You believe he enjoyed the conversation, and you even made plans to grab coffee sometime outside of work as friends. He also agreed to support your plan.

This is an example of what influencing principle?

• Commitment and consistency
• Scarcity
• Liking
• Social proof

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8. You run into the head of sales in the break room. You mention to her that you want to get some time on her schedule to talk through your plans for IT. She said she could meet right then, so you jump on the opportunity. During the conversation she indicates that she understands what you are trying to do, but she doesn't know if she can fully support it. You tell her that the other colleagues are on board with the plan and that she needs to decide right away or you will not be able to make the changes required to improve your service to her and the rest of the company. You ask for her support by the end of the week, and you let her know that if you don't get it, you may not be able to complete all the projects she would like next year, which is true. This is an example of what influencing principle?

• Authority
• Social proof
• Scarcity
• Commitment and consistency

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9. Now that you have the support of your key colleagues for your plan, you decide to assemble the project team, which consists of most of your leadership team. Due to the size and complexity of the project, you decide you should create a project vision. Which of the following is NOT a recommendation for creating a project vision?

• Keep the language high level and inspiring.
• Include team members.
• Keep it short and memorable.
• Ensure it is detailed and complete.

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10. You developed the project vision with your key team members. As you were discussing the vision, it became clear that doing the work "right" at a high level of quality will be key to success. You want to instill a quality mindset within the project team. Which of the following will help you build a quality mindset?

• Developing a penalty program for when quality does not meet your standards
• Buying a QA software package
• Developing a process to sample quality throughout the project
• Improving something small to start, then building more improvements from that

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11. You realize that you will need additional budget for the work to get done. You talk with the CFO about making additional funds available. He asks you how much you need. You respond that you need to do the analysis and will get back to him. You work through all of the possible costs and build a budget based on the details.

This type of budgeting is called ________.

• Cross-functional budgeting
• Top-down budgeting
• Capital budgeting
• Bottom-up budgeting

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12. You deliver your budget figure to the CFO. The CFO starts asking you questions about whether the project will create any assets the company can write off incrementally over time. What kind of project budget is the CFO exploring with his questions?

• Cash budget
• Balance sheet budget
• Expense budget
• Capital budget

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13. The CFO tells you that you can have your requested budget, but that it is only valid through the end of the year. If the project runs long, you will have to re-request the budget, and there is no guarantee you will get it. This is an example of ________.

• Budgeting boundaries/periods
• Corporate rigidity
• Capital budgeting
• Amortization

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14. Since you were made interim CIO, you have had to replace a couple of your leaders. The project team is struggling to get along, and there is a lot of tension among your leadership team. What stage of the Tuckman model is your team likely in?

• Norming
• Storming
• Performing
• Forming

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15. You have helped your team overcome the tensions, and they are performing better. However, your head of infrastructure appears to be struggling and is not engaged. She has been in her role for many years. You want to help her to improve her performance. Which of the following is NOT a way to find the root cause of the problem?

• Determine if they are motivated
• Determine if they are depressed
• Determine if they have the skills and abilities
• Determine if they can be coached

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16. It is time to implement the plan, and you know you need to develop a solid change management plan to help the organization adopt the change. As you research change management, you determine that an organizational change that takes place all at once would be classified as which kind of change?

• In-between change
• Adaptive change
• One-time change
• Transformational change

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17. You believe that most employees will accept the change, but you also believe a few will have trouble accepting it. Which of the following will NOT help you persuade those who are resisting change?

• Share believable steps for getting there.
• Promise they will like the change.
• Create a positive vision for the future.
• Highlight problems with the current situation.

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18. You decide you will use an industry-accepted change management model to create your plan. After research, you decide to use the AGS change model. Which of the following is NOT part of the AGS model?

• Playbook and strategy
• Change differentiation
• Change implementation
• Change assessments

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19. As you follow the AGS plan, you are interested in getting the change normalization phase right because it is about ensuring the change lasts long term. Which of the following would help the organization adopt the change long term?

• Closing out all project contracts with vendors
• Ensuring trainings are available after the change
• Holding a post-implementation party
• Holding a retrospective with project team members

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20. Your project is done and was a success. Your colleagues have told you that IT is in a much better position to handle the rapid growth of the company. They even gave their positive feedback to the CEO, and you have just been named the new CIO for the organization. You are excited to lead the IT organization, but you know that even with all the progress that has been made, you still have a lot of work to do. In fact, just as you assume the new role, a colleague in sales tells you that your team needs to implement a new technical solution the sales team has been researching. You politely tell the sales leader that you will not implement the solutionat least not until your own team takes a look at the requirements and proposes their own solution to ensure it is right for the company. By refusing the request from sales until you do further analysis, you are asserting your team as ________, as opposed to ________ who just do what is asked of them.

• Strategic partners; strategic consultants
• Executional workers; operational workers
• Strategic partners; order takers
• Knowledge workers; strategic workers

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