Free ACMP Global CCMP Practice Exam with Questions & Answers | Set: 3

The ACMP Standard highlights that themost critical component of a communication strategyis ensuring it communicates thebusiness rationale: why the change is needed, what it involves, who is affected, how it will be executed, and when it will occur. This ensures clarity, builds awareness, and drives buy-in. While consistent messaging (A), formal channels (C), and top-down updates (B) are valuable, they do not guarantee understanding. Option D reflects the true essence of effective communication — providing meaning and context so stakeholders understand the change.

(Reference: ACMP Standard, Process Group 3 – Communication Plan; Activity: Communicate the business rationale of the change clearly to all stakeholders.)

To ensure alignment with its vision of being socially responsible, leaders shouldadjust the change management planas needed — adding, eliminating, or realigning components. ACMP highlights that plans are dynamic and must evolve to remain consistent with organizational values and vision. While communication (C), measurement (D), and reinforcement (B) are valuable, the comprehensive approach is torealign the plan itselfto reinforce vision consistency.

(Reference: ACMP Standard, Process Group 3 – Develop Plan; Guidance: Adjust plans as necessary to align with organizational vision and strategic priorities.)

Once thecase for changehas been defined, ACMP recommends developing aclear vision of the future state. This provides a compelling picture of what success will look like, aligning stakeholders and guiding all downstream planning. Determining why the change is required (A) is already covered by the case for change. The charter (B) formalizes scope later, and success criteria (D) are developed after the vision is articulated. Thus, option C reflects the logical next step.

(Reference: ACMP Standard, Process Group 2 – Formulate; Activities: Define case for change, then articulate a vision of the future state.)

Thestakeholder engagement planis the document that translates insights from stakeholder analysis intospecific engagement activities. It specifies how stakeholders will be engaged, when, by whom, and with what tools. ACMP defines it as a core output of stakeholder analysis. Resource plans (A) address capacity, while risk charters (C) and sustainability (D) focus on later stages. Thus, the correct plan isstakeholder engagement plan.

(Reference: ACMP Standard, Process Group 3 – Stakeholder Engagement Plan; Output: Activities linked directly to stakeholder analysis results.)

ACMP defines closure as a structured set of steps:

Gain sponsor approvalthat objectives were met.

Transfer ownershipof outcomes to operational stakeholders to ensure sustainability.

Release resources(human and financial) to their original roles or new assignments.Options A and D include useful activities, but the official closure process emphasizesapproval, ownership transfer, and resource releaseas the final actions. Thus, option C is correct.(Reference: ACMP Standard, Process Group 5 – Close; Activities: Secure approval, transfer ownership, release resources.)

A clear vision of the future state requires integrating multiple elements:

Organizational vision, mission, and values– define long-term direction and cultural anchors.

Business case– establishes rationale, risks, and benefits of the change.

Strategic planning– ensures the change aligns with enterprise goals and priorities.Together, these deliverables define not onlywhat the future will look likebut alsowhy it mattersandhow it aligns to the larger organization’s purpose. Other options omit critical components. Option D best reflects the ACMP framework.(Reference: ACMP Standard, Process Group 2 – Formulate Strategy; Define Future State Vision and ensure strategic alignment with organizational purpose and business case.)

Execution requires integration ofresources, strategies, timelines, communications, and learning activities. ACMP identifies these as the key building blocks of execution. Combining them ensures alignment between what is planned and what is implemented. While other options contain useful elements, option B comprehensively includes the essential factors needed tocarry out the plan as designed.

(Reference: ACMP Standard, Process Group 4 – Execute; Activities: Coordinate resources, implement communications, deliver training, and manage resistance.)

Thesponsorship planoutlines how sponsors will be engaged, coached, and supported throughout the change. According to ACMP, this plan includes expectations for visible behaviors, communications, and governance participation. Sponsor assessments (B and D) help evaluate readiness and alignment, while strategy (C) is higher-level. Theplan(A) provides actionable guidance, ensuring the sponsor understands roles and receives support.

(Reference: ACMP Standard, Process Group 2 – Sponsorship Plan; Output: Define sponsor responsibilities and provide coaching/support activities.)

Themeasurement and benefits realization planis not just about tracking adoption but about using measures tosignal gapsandtrigger corrective actionwhen benefits are not being realized. ACMP directs practitioners to monitor KPIs and adoption metrics, compare against targets, and recommend mitigation actions when deviations occur. While rewards (C) and adoption measures (D) are outcomes, the primary intended outcome is ensuringearly detection of issues and activation of mitigation strategiesto safeguard benefits realization.

(Reference: ACMP Standard, Process Group 4 – Execute; Develop and execute measurement and benefits realization plan; Activities: Define metrics, monitor results, recommend mitigation.)

ACMP emphasizes thatlearning and development plansare not limited to frontline employees — they also extend tomanagers and supervisors. Supervisors play a critical role in coaching, reinforcing, and clarifying expectations for their teams. The learning and development plan ensures that leaders are trained in the tools and techniques they need to guide employees effectively. Sustainability (A) occurs later to reinforce adoption. Performance planning (B) supports long-term integration, and stakeholder analysis (D) identifies who is impacted but does not provide tools. Therefore, the correct answer is C.

(Reference: ACMP Standard, Process Group 3 – Learning and Development Plan; Purpose: Equip all levels, including supervisors, to support employees in change adoption.)