Agile Organization Coursera Quiz Answers – Networking Funda

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The theory of Agile is simple. However, it takes experience, knowledge, and expertise to scale it successfully.

In this course, you will focus on leading change at an organizational level and scaling Agile appropriately. When studying Agile application success stories and theory, it’s easy to think in terms of adopting “best practices.” However, what’s best for one industry, company, and most importantly, culture is not always the best for another.

Not every aspect of the business is suitable for the application of Agile. Not every organization will benefit from adopting Agile, and not every leader will facilitate yet another change to success.

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Week 01: Agile Organization Coursera Quiz Answers

Module 1 Practice Quiz Answers

True or False

Q1. McKinsey created the Three-Stage Model theory.

  • False
  • True

Q2. Unfreeze/Change/Refreeze refers to which theory?

  • Nudge Theory
  • Lewin’s Change Management Theory
  • ADKAR Change Management Model
  • McKinsey 7S Framework.

True or False

Q3. According to the McKinsey 7S Framework, soft components are intangible and difficult to define.

  • False
  • True

Q4. Lewin’s Planned Approach to Organizational Change model has three stages. What are they?

  • Liquify, Change, Freeze
  • Unfreeze, Shape, Freeze
  • Unfreeze, Change, Freeze
  • Gas, Liquid, Solid

Q5. During what stage of Kurt Lewin’s model do we shake things up?

  • Unfreeze
  • Freeze (re-freeze)
  • Change

Q6. What are the seven elements of the McKinsey 7S Model?

  • Strategy
  • Skills
  • Syntax
  • Systems
  • Shared Values
  • Structure
  • Software
  • Staff
  • Synergy
  • Supervisors
  • Style
  • Standardize

Q7. What are the hard elements of McKinsey 7S Theory?

  • Style, Shared Values, Skill, Staff
  • Strategy, Structure, and Systems
  • Strategy, Structure, Skill, and Staff
  • Systems, Skill, and Style

Change Management Theories Part I Quiz Answers

Q1. What are the three stages of Kurt Lewin’s Planned Approach to Organizational Change model?

  • Unfreeze, Shape, Freeze
  • Liquify, Change, Freeze
  • Unfreeze, Change, Freeze

Q2. During what stage of Kurt Lewin’s model, we break the status quo?

  • Unfreeze
  • Change
  • Freeze (re-freeze)

Q3. McKinsey 7S theory helps track and monitor how changes in one part of the organization influence change across the entire organization.

  • False
  • True

Q4. What are the seven elements of the McKinsey 7S Model?

  • Strategy, Structure, Systems, Shared Values, Style, Supervisors, and Skills
  • Strategy, Software, Systems, Shared Values, Style, Staff, and Skills
  • Strategy, Structure, Systems, Shared Values, Style, Staff and Skills

Q5. What are the soft elements of McKinsey 7S Theory?

  • Structure, Style, Shared Values
  • Style, Shared Values, Skill, Staff
  • Systems, Style, Shared Values

Week 02: Agile Organization Coursera Quiz Answers

Module 2 Practice Quiz Answers

Q1. What are the three types of nudges?

  • Participation
  • Ability
  • Motivation
  • Perception
  • Status
  • Aptitude

Q2. In Thaler and Sustain’s 7 step approach, at what step is the employee’s point of view is considered?

  • Step 3
  • Step 2
  • Step 1

Q3. What are the five stages of grief?

  • acceptance
  • grief
  • agression
  • denial
  • isolation
  • defense
  • depression
  • anger
  • bargaining

Q4. The steps below belong to what model?

Step 1. Create a sense of urgency

Step 2. Build a powerful coalition

Step 3. Develop a strategic vision

Step 4. Enlist change advocates

Step 5. Enable action by removing obstacles

Step 6. Generate short-term wins

Step 7. Sustain change acceleration

Step 8. Institute change

  • Kübler-Ross Five Stage Model
  • Kotter’s 8 Step Model
  • Nudge Theory
  • Bridges’ Transition Model

Change Management Theories Part II Quiz Answers

Q1. What do Thaler and Sustein mean by “nudge” in the Nudge theory?

  • Nudge is continuously pushing employees until they agree to a proposed change.
  • Nudge is when leadership mandates participation in a change in an organization.
  • Nudge uses the power of suggestion and positive reinforcement to influence the environment in such a way that it supports the best decision making.

Q2. Name the three types of nudges?

  • Perception, Status, and Ability
  • Participation, Motivation, and Ability
  • Perception, Motivation, and Ability

Q3. In step 2 of Thaler and Sustain’s 7 step approach, whose point of view is considered?

  • CEO
  • Middle management
  • Employee

Q4. According to Hiatt, what are the two dimensions of change that have to be addressed simultaneously for an organization to be successful during a transition?

  • Process and financial side
  • Strategy and financial side
  • Organizational and people side

Q5. William Bridges first introduced the Transition model in 1991 in his book Managing Transitions. Which one is NOT a stage in the human emotional experience of transition?

  • New beginning
  • Ending of the current state
  • Ending of the neutral zone
  • The neutral zone

Q6. What is the primary benefit of step six in Kotter’s 8 Step model?

  • It helps us build on change.
  • It helps keep your team energized and motivated.
  • It helps communicate the overall vision for change.

Q7. When initiating change, what does Kotter recommend to start with before we begin using the model?

  • Build a powerful coalition
  • Communicate the sense of urgency
  • Big Opportunity

Q8. An individual may go through each of the five stages of grief multiple times, or that they may skip a step or go backward.

  • True
  • False

Q9. What is the main benefit of the Kubler-Ross model?

  • Understanding that change can never be fun.
  • Understanding that change triggers a unique emotional response and has an individual processing time.
  • Knowing that organizational change can never be successful because people feel emotions when going through change.

Q10. What are the stages in the Five Stages of Grief model?

  • Denial, Anger, Bargaining, Violence, and Acceptance
  • Denial, Anxiety, Bargaining, Violence, and Acceptance
  • Denial, Anger, Bargaining, Depression, and Acceptance

Week 03: Agile Organization Coursera Quiz Answers

Module 3 Practice Quiz Answers

True or False

Q1. Agile at Scale means having dozens of Agile teams working on projects across at organization.

  • True
  • False

True or False

Q2. Agile Enterprise means having dozens of Agile teams working on projects across at organization.

  • False
  • True

True or False

Q3. The agile approach is designed to solve large complex problems in an incremental way by keeping in close contact with customers, asking for their feedback, and continuously adding value.

  • False
  • True

Q4. What are the stepping stones to an Agile Enterprise?

  • No Agile
  • Agile Organization
  • Agile Theory
  • Agile Enterprise
  • Agile Team
  • Agile at Scale

Scaling Agile Quiz Answers

Q1. What is the definition of Agile at Scale?

  • Agile at Scale means having one Agile team working on projects across the organization.
  • Agile at Scale means having dozens of Agile teams working on projects across at organization.
  • Agile at scale is an organization that has fully adopted Agile philosophy and values throughout the organization, is prepared to capitalize on last-minute opportunities, and has a unique balance of bureaucracy and flexibility that supports the delivery of higher customer value.

Q2. What’s the definition of an Agile Enterprise (organization)?

  • Agile Enterprise means having dozens of Agile teams working on projects across at organization.
  • Agile Enterprise is one that has fully adopted traditional philosophy and values throughout the organization, is not prepared to capitalize on last-minute opportunities and focuses on bureaucracy and processes without focusing on customer value
  • Agile Enterprise is one that has fully adopted Agile philosophy and values throughout the organization, is prepared to capitalize on last-minute opportunities, and has a unique balance of bureaucracy and flexibility that supports the delivery of higher customer value.

Q3. What are the stepping stones to an Agile Enterprise?

  • No Agile, Agile at Scale, and Macro Agile
  • Agile Leader, Agile Team, and Agile Organization
  • No Agile, Agile at Scale, and Agile Enterprise

Q4. To scale Agile, you must fit your organization into Agile theory.

  • False
  • True

Q5. What are the three steps of scaling Agile across an organization? (select all that apply)

  • Balance out traditional and Agile components
  • Research Agile
  • Pilot Agile
  • Ensure that your organization has a vision and mission and prioritizes customer value
  • Remove points of friction and transform business processes to support agile teams.

Q6. What is one of the main takeaways from Agile case studies of the module?

  • For Agile to be successful, customer service and technology have to be aligned
  • For Agile to be successful, product, business processes, and technology have to support the goal of delivering the most value to its customers
  • For Agile to be successful, finance, human resources, and technology have to be aligned

Q7. What is the primary purpose of an Agile approach?

  • The agile approach is designed to solve problems of medium complexity at once.
  • The agile approach is designed to solve large complex problems in an incremental way by keeping in close contact with customers, asking for their feedback, and continuously adding value.
  • The agile approach is designed to solve large complex problems fast by never asking for customer feedback.

Q8. You must implement either all Agile or all traditional elements at an organization.

  • True.
  • False

Q9. How long does it take to transition between different stages of scaling Agile?

  • A few decades on average
  • A few months on average
  • A few years on average

Q10. What are the long-term risks of Agile at Scale?

  • Non-Agile parts of the organization may become resentful toward their Agile counter-parts because of greater attention, talent, and funding support
  • Agile teams may become frustrated with how slow traditional processes, like funding a project, take
  • Agile teams may accelerate the delivery of products
Conclusion:

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This course is intended for audiences of all experiences who are interested in learning about new skills in a business context; there are no prerequisite courses.

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