Free ACMP Global CCMP Practice Exam with Questions & Answers | Set: 4

At closure, ACMP requires practitioners to conduct alessons learned evaluation, documenting successes, challenges, and recommendations. This evaluation informs future change initiatives by providing a repository ofbest practices and pitfalls to avoid. A risk log (A) captures risks during execution but does not focus on future learning. The charter (B) and change management plan (C) are current-project tools, not future-facing. Therefore, the lessons learned evaluation (D) is the document explicitly created forfuture guidance.

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

A communications plan must includeclear stakeholder messagingtailored to different groups. ACMP emphasizes that during momentum phases, reinforcingwhat stakeholders need to know, feel, and dois critical. Feedback channels (B) and case studies (D) support engagement but are not the core requirement. Sponsors (A) are senders, not the message itself. Clear, relevant messaging ensures stakeholders remain aligned and supported.

(Reference: ACMP Standard, Process Group 3 – Communication Plan; Key component: Targeted stakeholder messaging.)

Building organizational competency in change requiresongoing assessment of readiness. ACMP emphasizes institutionalizing practices such as evaluating capacity, leadership alignment, stakeholder preparedness, and cultural enablers. While reviewing outcomes (A), sponsorship effectiveness (C), and goal clarity (D) contribute to maturity, the most comprehensive practice for competency building iscontinuous readiness assessment, ensuring the organization is prepared for future changes.

(Reference: ACMP Standard, Process Group 1 – Evaluate; Activity: Conduct ongoing readiness assessments to build organizational change competency.)

ACMP highlights that culture is apowerful enabler or barrierto change. Cultural norms, values, and shared assumptions can eitherpropel adoptionby aligning with the change vision orretard progressif they contradict the desired state. Culture cannot be quickly shifted by inducements or commands; it evolves slowly. Deep cultural traits exist in all organizations, not just old ones. It is not inherently agile, but rather contextual—supportive in some cases, resistant in others. Thus, the accurate framing is that culture can eitherpropel or hinderthe direction of change.

(Reference: ACMP Standard, Process Group 1 – Evaluate; Assess organizational culture and readiness for change; Risks and opportunities.)

Change impact assessmentevaluates the depth and breadth of the change across processes, people, technology, and culture. ACMP specifies this activity determinessize, scope, timing, and complexityof the effort. Stakeholder identification (B) and sponsorship assessment (C) are complementary but not sufficient to define overall impact. Benefits realization (A) occurs later during execution. Thus, option D directly corresponds with this critical evaluation activity.

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

ACMP identifieschange impact assessmentand thestakeholder engagement strategyas the two key inputs for readiness strategy. Impact assessment determines the depth and scope of change; engagement strategy ensures stakeholders are identified and prepared. Together, these inputs guide readiness activities and tailor interventions. Budget, resource plans, or impact “results” are supportive but not the primary critical inputs.

(Reference: ACMP Standard, Process Group 2 – Change Impact and Readiness Strategy; Inputs: Stakeholder engagement strategy and impact analysis.)

Stakeholder analysis is thefoundational activitythat identifies individuals and groups affected by the change. ACMP explains that without knowingwho is impacted, it is impossible to design effective communications, engagement, resistance management, or training. While risks, pitfalls, and strategies are informed by analysis, the primary reason for conducting it is tomap out the population of stakeholders and their level of impact/influence. Thus, option C is correct.

(Reference: ACMP Standard, Process Group 1 – Stakeholder Analysis; Outputs: List of impacted stakeholders with impact/influence mapping.)

A communication strategy must build on an understanding ofexisting communication channels, tools, and methodswithin the organization. According to ACMP, this ensures messages are delivered throughtrusted and accessible meansfor employees. Risk management (B), maturity (C), and benefits realization (D) are relevant at other stages, but the foundation of effective communication planning is tailoring the approach tocurrent communication practices and stakeholder preferences.

(Reference: ACMP Standard, Process Group 3 – Develop Communication Plan; Inputs: Current communication environment and stakeholder analysis.)

Feedback is valuable only if it isshared and acted upon. ACMP directs that performance feedback should be:

Shared with project leadershipto enable decision-making and corrective action.

Incorporated into future change management activitiesto continuously improve.While stakeholder sharing (B and C) may be appropriate, the critical accountability lies with leadership and the improvement of change practices. Option D reflects this continuous improvement cycle, making it the most aligned answer.(Reference: ACMP Standard, Process Group 4 – Execute; Activity: Capture, analyze, and integrate feedback into current and future change activities.)

ACMP notes that thechange management lead, often in collaboration with theproject manager, conducts the lessons learned evaluation. This ensures both technical and people-side perspectives are included. While sponsors (C) and broader teams (D) may contribute input, the responsibility lies with those accountable for the initiative’s delivery. Option A excludes the change lead, which is incorrect. Therefore, option B is the most accurate.

(Reference: ACMP Standard, Process Group 5 – Close; Activity: Change lead and project manager conduct lessons learned evaluation.)