Pass the ACMP Global Change Management Professional CCMP Questions and answers with ValidTests

Execution meanscarrying out the workdefined in the plan. According to ACMP, this includes delivering communications, stakeholder engagement activities, training and development, resistance management, and measurement activities. Monitoring and controlling (A) is a project management function but not the primary purpose. Providing guidance (C) and clarifying roles (D) are important but achieved through earlier planning. Execution ensures thatresources and strategies are applied in practiceto achieve adoption and benefits realization.

(Reference: ACMP Standard, Process Group 4 – Execute the Change Management Plan; Core outcome: Implement planned activities for adoption and benefits.)

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.)

If stakeholders are unclear about their roles and expected behaviors, the root issue often lies in acommunication plan that failed to build awareness. ACMP outlines communication outcomes as building awareness, creating understanding, and enabling action. A weak communication plan may not have clarified“what does this mean for me?”Stakeholder engagement (A) focuses on involvement, not awareness; business case (C) supports rationale but not role clarity. Feedback requirements (B) affect monitoring, not communication. Therefore, the gap is explained by a communication plan deficiency.

(Reference: ACMP Standard, Process Group 4 – Execute Communications; Outcomes: Awareness, understanding, and role clarity.)

Thechange management leadis accountable for ensuring change management activities are properly coordinated, applied, and monitored. While sponsors provide leadership and stakeholders participate, the change management lead ensures integration of plans, tracks progress, and adjusts activities as needed. Change agents support by influencing peers, but they are not accountable for overall coordination. ACMP clearly defines thechange lead’s role as orchestrator of the processacross all groups.

(Reference: ACMP Standard, Process Groups 2–5; Role of Change Lead: Develop, coordinate, execute, and monitor change management activities.)

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.)

During sponsor identification, ACMP recommends capturingmotivation, abilities, expectations, and concerns. This information helps in coaching, aligning, and ensuring sponsors are prepared to fulfill their role. Obstacles (B), culture (C), and risks (D) are important but are addressed in separate analyses. The sponsorship process focuses specifically on individual leaders’ readiness and capabilities, making option A the correct answer.

(Reference: ACMP Standard, Process Group 2 – Sponsorship; Activity: Identify sponsors and capture motivations, expectations, and abilities.)

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.)

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.)

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.)

Feedback mechanisms (surveys, focus groups, one-on-one sessions) serve as amonitoring toolto ensure the change plan is working as intended. According to ACMP, they provide actionable information that allows the change team todevelop responses to emerging challenges and adjust the plan. Options B, C, and D are outcomes of feedback but not the fundamental reason for using feedback mechanisms. The core purpose is option A — to monitor effectiveness and adjust accordingly.

(Reference: ACMP Standard, Process Group 4 – Execute; Activity: Use feedback to monitor effectiveness of the plan and inform corrective action.)