Free ACMP Global CCMP Practice Exam with Questions & Answers | Set: 5

Thebusiness caseprovides a structured explanation of opportunities, risks, consequences, and benefits associated with the change. It ensures stakeholders understand why the change is required and how it aligns with strategic objectives. Change definition (C) focuses on scope, success measures (B) define evaluation, and research (A) provides background but not justification. Thus, option D is correct.

(Reference: ACMP Standard, Process Group 2 – Case for Change; Output: Business case articulates rationale, risks, and benefits.)

Alearning needs assessmentidentifies theknowledge, skills, and behaviorsthat individuals and groups require to perform effectively in the future state. According to ACMP, this assessment is essential to determinegapsbetween current competencies and those required by the change. It informs the learning and development strategy that will close these gaps through training, coaching, or performance support. Availability (A) and methods (D) may influence design, but the fundamental purpose is defining thecapabilities needed to sustain the change. Sponsor approval (C) is an outcome of planning, not the purpose of assessment.

(Reference: ACMP Standard, Process Group 1 – Readiness; Activity: Conduct learning needs assessment; Input to Process Group 3 – Develop Learning and Development Plan.)

Metric tracking serves as anearly warning and feedback mechanism. ACMP requires tracking adoption, usage, and benefits to provideshort-term evidenceof whether the change is progressing. These insights enable corrective actions, communication reinforcement, and sponsor engagement. Rewards (B) and policies (C) may be influenced by metrics, but their core value lies inshowing progress and resultsthat support sustainability. Option A is incorrect because tracking is not for motivation but for monitoring and guiding decisions.

(Reference: ACMP Standard, Process Group 4 – Measurement and Benefits Realization Plan; Activities: Track progress and adoption using defined metrics.)

Organizational readiness involves assessing bothinternal and external conditions. ACMP identifies three crucial factors:

Level of comprehension– Do stakeholders understand the change and its implications?

Culture– Do organizational values and norms support or resist the change?

Sponsorship– Are sponsors active, visible, and aligned to lead the effort?These factors help predict adoption barriers and inform risk and strategy design. While perceptions (D) matter, readiness assessments go deeper intocomprehension. Market factors (A and B) are important at the strategic alignment stage, but not central to readiness evaluation.(Reference: ACMP Standard, Process Group 1 – Evaluate; Readiness Assessment Activities: Assess comprehension, culture, sponsorship, and contextual enablers/barriers.)

ACMP stresses thatintegration of change and project management plans must occur at the startof the project. This ensures people-focused activities (communications, training, resistance management) are aligned with technical deliverables from the outset. Waiting until after assessments (A, C) or months into the project (B) risks misalignment, duplicated efforts, and resistance. Thus, option D reflects best practice for integrated planning.

(Reference: ACMP Standard, Process Group 2 – Formulate; Guidance: Integrate change management and project management early, ideally at project initiation.)