CCMP Exam Dumps - Certified Change Management Professional

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.)

ACMP states that asponsorship planis developed using:

Thesponsorship strategy(how sponsors will be engaged overall).

Stakeholder analysis(to identify where sponsorship is required and what influence sponsors must exercise).

Sponsor assessment(to understand current sponsor effectiveness and gaps).The charter and business case inform higher-level strategy but are not direct inputs to the sponsorship plan. Therefore, option A accurately lists the three critical inputs.(Reference: ACMP Standard, Process Group 2 – Sponsorship Strategy and Plan; Inputs: Stakeholder analysis and sponsor assessment; Output: Detailed sponsorship plan.)

ACMP emphasizesmulti-channel communicationbecause individuals absorb and retain information differently. Limiting all communications to a single channel (e.g., weekly email) risks low engagement and reduced retention. While routine can also cause disengagement (D), the stronger principle is thatvariety of format(town halls, videos, one-on-ones, digital platforms) ensures reinforcement and comprehension. Option C is aligned with ACMP’s guidance on communications effectiveness.

(Reference: ACMP Standard, Process Group 4 – Execute Communications Plan; Best practice: Use multiple channels and formats for reinforcing key messages.)

Stakeholder analysisis the process of systematically identifying individuals and groups who are affected by the change and who have influence over its success. ACMP positions this as a foundational evaluation activity that informs communications, engagement, resistance management, and sponsorship strategy. Competency assessment focuses on skill gaps, sponsor assessment evaluates sponsor readiness, and learning needs analysis determines training requirements. The broad impact–influence mapping required here is stakeholder analysis.

(Reference: ACMP Standard, Process Group 1 – Evaluate; Activities: Conduct stakeholder analysis and assess influence and impact.)

Formal closure of a change management effort requiresapproval from the senior sponsor. This ensures the accountable executive validates that outcomes were achieved, ownership transferred, and sustainability measures are in place. The project manager approves project closure, while the change lead and training lead execute tasks but do not have the authority to formally close. Thus, the sponsor’s approval is required to ensure accountability for benefits realization.

(Reference: ACMP Standard, Process Group 5 – Close; Activity: Seek formal sponsor approval for closure.)

ACMP stresses that sponsors must remainactive and visible throughout the change. The change manager sustains this engagement by providingregular updates, coaching, and reminders of required actions. Delegating responsibilities (D) dilutes sponsor accountability. Engaging lower-level managers (B) or bypassing to front-line staff (C) weakens sponsorship. The best practice is to keep sponsors informed and aligned throughconsistent updates(A).

(Reference: ACMP Standard, Process Group 4 – Sponsorship; Activity: Sustain sponsor engagement with regular updates and coaching.)

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.)

ACMP highlights that readiness assessments should considerexternal environment factorssuch as market conditions, regulations, competition, and economic stability. The purpose is not just to list these factors but to determinehow they will enable or constrain the change effort. Competitors (A) and policies (B) are examples, and SWOT (C) is a method, but the broader and most compelling reason is option D.

(Reference: ACMP Standard, Process Group 1 – Evaluate; Activity: Assess external environment and identify enablers/constraints.)