Free ACMP Global CCMP Practice Exam with Questions & Answers

Engagement is best ensured through astakeholder strategy, which specifies how each stakeholder will be involved, supported, and motivated. Readiness (A) and impact analysis (B) provide insights into where engagement is needed, and training strategies (D) address skill gaps. However, the plan that directly ensuresengagement of individualsis the stakeholder strategy. It aligns activities to roles, influence, and readiness levels, making engagement intentional and personalized.

(Reference: ACMP Standard, Process Group 2 – Stakeholder Engagement Strategy; Outcome: Ensure meaningful engagement of stakeholders in the change effort.)

To embed change, thebusiness caseserves as a foundational input because it defines the rationale, expected benefits, and alignment with organizational priorities. ACMP explains that embedding strategies should link to the original business rationale to ensure reinforcement mechanisms support intended outcomes. Resources (A) and communications (D) are useful tools, and key messages (B) guide communication, but they are not the anchor. Thebusiness caseensures alignment with organizational value.

(Reference: ACMP Standard, Process Group 4 – Sustainability Plan; Input: Business case to connect reinforcement to expected benefits.)

Evaluation is collaborative: ACMP advisesreviewing adoption/benefit results with sponsors and stakeholders, validating whether objectives and success criteria were met, and agreeing on remediation or sustainment actions. Designing metrics occurs earlier (Strategy/Plan phases). Ensuring understanding and building a comms plan are execution activities, notevaluationtechniques. (Reference:ACMP Standard, Process Group 5 – Evaluate outcomes vs. objectives; Joint review with governance and stakeholders.)

ACMP distinguishes between incremental and transformational change.Transformational change, particularly when it requires cultural shifts, causes the greatest disruption because it challenges organizational norms, values, and long-standing behaviors. New technology (D) or role changes (B) can be significant but typically occur within existing frameworks. Incremental changes (A) are small and evolutionary. Thus,transformational change with culture changeis the most disruptive.

(Reference: ACMP Standard, Introduction; Defines transformational change as a high-impact shift involving culture and behaviors, creating greater disruption than technical or incremental adjustments.)

Thestakeholder engagement strategyis designed to involve stakeholders who have the power to affect success, either positively or negatively. ACMP explains this includes executives, managers, employees, and informal influencers. Stakeholder analysis (B) identifies them, but the engagement strategy (A) ensuresthey are involved in meaningful waysto support adoption. Sponsorship engagement (C) is specific to leaders, while communications engagement (D) covers messaging but not active participation.

(Reference: ACMP Standard, Process Group 2 – Stakeholder Engagement Strategy; Activities: Define how stakeholders are engaged to maximize success.)

ACMP emphasizesmulti-channel communicationbecause individuals absorb and retain information differently. Limiting all communications to a single channel (e.g., weekly email) risks low engagement and reduced retention. While routine can also cause disengagement (D), the stronger principle is thatvariety of format(town halls, videos, one-on-ones, digital platforms) ensures reinforcement and comprehension. Option C is aligned with ACMP’s guidance on communications effectiveness.

(Reference: ACMP Standard, Process Group 4 – Execute Communications Plan; Best practice: Use multiple channels and formats for reinforcing key messages.)

ACMP emphasizes that a good communications plan must includefeedback channels. These allow two-way communication, enabling leaders to check understanding, adjust messages, and ensure relevance. While clarity (C), repetition (B), and inclusivity (A) are valuable, the distinguishing factor of high-quality communication isfeedback and dialogue. This ensures that timing, content, and audience needs are properly aligned.

(Reference: ACMP Standard, Process Group 3 – Communication Plan; Best Practice: Incorporate feedback loops to confirm message effectiveness.)

The stakeholder engagement strategy defineshow individuals and groups impacted by the change will be engagedthroughout the initiative. According to ACMP, the purpose is to build trust, reduce resistance, and strengthen adoption by ensuringthose affected are actively involved in the process. While resistant employees (B) and managers (A) are subsets of stakeholders, the broader objective is inclusivity of all affected groups (option D). Identification (C) is part of stakeholder analysis, not the engagement strategy itself.

(Reference: ACMP Standard, Process Group 2 – Stakeholder Engagement Strategy; Outcome: Ensure engagement of individuals and groups impacted by the change.)

The effect of learning should be measured throughobservable performance outcomes. ACMP highlights job performance as the most direct indicator, showing that knowledge and skills gained in training are being applied. Communication (A) and teamwork (C) may improve indirectly, while stress reduction (D) is harder to quantify. Tangible evidence comes when employeesperform their roles effectively in the new state, making job performance (B) the correct answer.

(Reference: ACMP Standard, Process Group 3 – Learning and Development Plan; Activity: Measure effectiveness of training through performance outcomes.)

If customers indicate lack of readiness, the change manager mustadjust executionof the plan. This may involveslowing rollout, extending training, or revising communicationsuntil readiness increases. ACMP stresses flexibility during execution, making real-time adjustments based on feedback and adoption data. Modifying readiness assessment (B) is retrospective, not corrective. Feedback mechanisms (A) and measurement (D) are tools for detection, not immediate corrective action. Therefore,execution adjustmentsare required to align with stakeholder readiness.

(Reference: ACMP Standard, Process Group 4 – Execute; Activities: Monitor adoption and adjust implementation as required based on readiness feedback.)