Free ACMP Global CCMP Practice Exam with Questions & Answers | Set: 2

Completing thecase for changeensures that all stakeholders understand thereasons for the change and its expected benefits. According to ACMP, this creates awareness, builds urgency, and drives sponsor alignment. Deliverables and activities (A), methodologies (C), and effort/resource estimates (D) are subsequent steps in planning but not the primary purpose of the case for change. Thus, option B is the correct answer.

(Reference: ACMP Standard, Process Group 2 – Case for Change; Purpose: Identify rationale and benefits for change.)

When a change significantly affects financial health, it is classified as ahigh-risk initiative. ACMP highlights that risk increases with larger impacts on finances, operations, and culture. Awareness (A), commitment (B), and adoption (D) are important factors for success but do not describe the inherent risk. Therefore, the correct framing of financial impact ishigh level of risk(C). This requires stronger governance, sponsor involvement, and monitoring.

(Reference: ACMP Standard, Process Group 1 – Evaluate; Activity: Risk assessment considers organizational financial performance as a major factor.)

When evaluatingmarket factors, capacity, and saturation, the activity is anorganizational change capacity assessment. ACMP defines this as analyzing how much change the organization can absorb, considering both external and internal factors. Readiness assessment (A) looks at willingness and preparedness, culture assessment (B) focuses on values and behaviors, and alignment assessment (C) ensures change supports strategic objectives. Option D specifically reflects capacity and saturation analysis.

(Reference: ACMP Standard, Process Group 1 – Evaluate; Activity: Conduct change capacity and saturation assessment.)

Maintaining momentum requirestransparent communication of adjustmentsto all relevant stakeholders. ACMP emphasizes that changes in sponsorship or leadership demand careful communication so stakeholders understand impacts on scope, expectations, and behaviors. Communicating only to governing bodies (B) risks disengagement. Identifying a responder (A) is insufficient, and deleting plans (D) removes valuable history. Option C aligns with ACMP’s standard for ensuring adjustments are widely communicated to sustain confidence and momentum.

(Reference: ACMP Standard, Process Group 3 – Plan Development; Guidance: Communicate plan changes clearly to all relevant stakeholders.)

When stakeholders struggle to adopt, the problem often lies ininsufficient preparation through learning and development. ACMP highlights the importance of equipping employees with the skills, knowledge, and behaviors to operate effectively in the new environment. While communications raise awareness, they do not ensure ability. Sustainability strategies help maintain adoption once achieved, and benefit realization measures outcomes after adoption. Revisiting thelearning and development strategyaddresses capability gaps that hinder adoption.

(Reference: ACMP Standard, Process Group 3 – Learning and Development Plan; Ensure stakeholders are equipped to adopt change successfully.)

Integration ensures that technical deliverables and people-focused activities arealigned to facilitate adoption. ACMP stresses that managing the technical and people sides in silos leads to delays, resistance, or failure to realize benefits. While risk alignment (D) and charter integration (C) are helpful, the overarching objective is ensuringactivities are coordinated to drive adoption. Thus, option B reflects the correct purpose.

(Reference: ACMP Standard, Process Group 2 – Integration of Change and Project Plans; Objective: Align technical and people tasks for adoption success.)

Theprimary objective of closureis totransition to maintenance and sustainabilityactivities, ensuring the change becomes part of everyday operations. ACMP explains that this involves transferring ownership to operational leaders, embedding reinforcement mechanisms, and releasing resources. Assessing capacity (B) and preparing for continuous improvement (C) are useful lessons learned, but they are not the closure objective. Revising targets (D) is a tactical step, not a closure requirement. Option A is the correct answer.

(Reference: ACMP Standard, Process Group 5 – Close; Objective: Transition ownership to sustain adoption and benefits.)

Alessons learned evaluationcaptures what worked well and what did not during a change effort, producing insights for future initiatives. ACMP specifies that documenting lessons is essential for organizational learning and improving maturity in change management. While transferring ownership (B) and evaluating outcomes (D) are important closure steps, the action that most directly enhances the organization’s ability tohandle future changesis conducting and sharing a lessons learned evaluation.

(Reference: ACMP Standard, Process Group 5 – Close; Activity: Document lessons learned and share with organization.)

ACMP stresses the importance ofintegration between project and change management. Incorporating the change management plan into the project plan ensures alignment of deliverables, avoids duplication of effort, and presents a unified roadmap for stakeholders. Separate plans (A) risk silos, while engagement and budgets (B, C) are important but not holistic solutions. Integration (D) reflects best practice for efficiency and consistency.

(Reference: ACMP Standard, Process Group 3 – Develop Plan; Guidance: Integrate change management plan with project plan to align activities.)

Subject matter expertise is aresource requirement. If expertise is unavailable, theresource planis impacted, since this plan defines roles, skills, and availability required to support the change. Risk mitigation (B) may eventually address consequences, but the direct plan affected is the resource plan. Learning (A) and sustainability (D) come later, after execution and adoption.

(Reference: ACMP Standard, Process Group 3 – Develop Resource Plan; Identify skill requirements, assign resources, and address gaps in expertise.)