CCMP Exam Dumps - Certified Change Management Professional

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.)

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.)

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.)

Leadership confidence is built onfinancial transparency. ACMP recommends providingregular reports of spending versus budgetas part of change management governance. Informal updates or public postings lack rigor, and focusing on cost initiatives alone doesn’t address accountability. Regular financial reporting (option D) demonstrates responsible stewardship, builds trust with executives, and supports continued investment in the change effort.

(Reference: ACMP Standard, Process Group 4 – Execute; Activity: Provide regular progress and resource utilization reports to governance bodies.)

Sponsorship strategy identifieswho owns the changeand clarifiesaccountabilityfor adoption and benefits. ACMP stresses connecting initiatives to executive owners who can authorize, remove barriers, and model commitment. Budget support is vital, but the sponsorship task primarily establishesownership and accountabilityfor outcomes. (Reference:ACMP Standard, Process Group 2 – Formulate Strategy; Sponsorship Strategy & Plan: define sponsors, accountabilities, engagement/visibility expectations.)

ACMP stresses that success should be measured from bothpeople adoption outcomesandbusiness performance results. The most comprehensive set includes:

Performance metrics: concrete operational improvements tied to the initiative.

Cultural indicators: alignment with values and behaviors supporting sustainability.

Employee behaviors: observable evidence of adoption in daily practices.

Customer satisfaction scores: external confirmation of impact.Options A, B, and D emphasize financial or operational results but neglect culture and behavior, which ACMP highlights as essential for sustained change. Thus, option C offers the balanced approach consistent with the ACMP Standard.(Reference: ACMP Standard, Process Group 5 – Close; Activity: Evaluate success using adoption metrics, culture, behavior, and performance outcomes.)

ACMP emphasizes that resistance is most effectively reduced when people understandwhythe change is necessary andhowit affects their roles (“what’s in it for me”). The Standard situates resistance management within execution, calling for targeted communications that buildawarenessof the business rationale and provideimpact-basedinformation to individuals and groups. Training and rumor management matter, but they are secondary to establishing awareness and personal impact clarity—the core precursors to willingness and adoption. (Reference:ACMP Standard for Change Management®, Process Group 4 – Execute the Change Management Plan; Activities: Manage Resistance; Communications aligned to impact; Linkage to Process Group 1 impact assessment & WIIFM messaging.)

ACMP emphasizes that project and change plans must bealigned, not competing or siloed. Alignment ensures technical deliverables (project management) and people-focused activities (change management) reinforce each other, avoiding duplication and confusion. Making one plan the “master” (A, B) risks imbalance, while independence (C) causes misalignment. Thus, the correct approach is option D — alignment between project and change management plans.

(Reference: ACMP Standard, Process Group 2 – Integration; Activity: Align change management and project management plans to increase efficiency and reduce duplication.)