CCMP Exam Dumps - Certified Change Management Professional

According to ACMP, sponsors areaccountable for benefits realization. They provide authority, resources, and alignment to ensure the change achieves its intended outcomes. While sponsors often influence (D) and are usually senior executives (B), their defining characteristic isaccountability for adoption and benefits. Direct contribution (C) may occur, but the unique responsibility is realizing the value of the change.

(Reference: ACMP Standard, Process Group 2 – Sponsorship Strategy; Role of Sponsors: Accountable for benefits realization and adoption.)

Definingsuccess criteria and measures to track progressis the essence of ameasurement and benefits realization strategy. ACMP defines this plan as a framework for identifying metrics, assigning accountability, and monitoring progress toward adoption and benefits. Sustainability (B) focuses on reinforcement after adoption, while evaluation strategies (C, D) are generic terms not part of the ACMP Standard. Thus, option A is the accurate and standard-aligned choice.

(Reference: ACMP Standard, Process Group 3 – Measurement and Benefits Realization Plan; Purpose: Define success criteria and measures to track adoption.)

Alessons learned evaluationcaptures what worked well and what did not during a change effort, producing insights for future initiatives. ACMP specifies that documenting lessons is essential for organizational learning and improving maturity in change management. While transferring ownership (B) and evaluating outcomes (D) are important closure steps, the action that most directly enhances the organization’s ability tohandle future changesis conducting and sharing a lessons learned evaluation.

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

The first execution step is todevelop learning materials that support the curriculum. ACMP outlines that before delivery or assessment can occur, appropriate materials, job aids, and resources must be designed and validated. Availability of venues (B), delivery (C), and outcomes (D) follow later. Therefore, the correct first step is option A.

(Reference: ACMP Standard, Process Group 3 – Learning and Development Plan; Activity: Prepare learning materials and curriculum before delivery.)

Thestakeholder engagement strategyis designed to involve stakeholders who have the power to affect success, either positively or negatively. ACMP explains this includes executives, managers, employees, and informal influencers. Stakeholder analysis (B) identifies them, but the engagement strategy (A) ensuresthey are involved in meaningful waysto support adoption. Sponsorship engagement (C) is specific to leaders, while communications engagement (D) covers messaging but not active participation.

(Reference: ACMP Standard, Process Group 2 – Stakeholder Engagement Strategy; Activities: Define how stakeholders are engaged to maximize success.)

The ultimate value of change management is ensuring the organizationachieves the expected benefitsof a change. ACMP highlights that adoption and usage by stakeholders directly determine whether intended benefits are realized. While reducing resistance (A) and preventing performance drops (B) are positive outcomes, they areintermediate results. Successful adoption (D) is also critical, but the board-level framing focuses on benefits realization (C), which ties directly to business value.

(Reference: ACMP Standard, Introduction and Purpose; Primary outcome of change management: achieving expected benefits through adoption.)

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 emphasizes that when project and change managers collaborate for the first time, thefirst step is clarifying roles and responsibilities. This ensures alignment, avoids duplication, and sets expectations for collaboration. Stakeholder analysis (C) and monitoring tools (D) are important but premature without clarity on responsibilities. Sending a newsletter (A) adds no strategic value. Option B best aligns with ACMP’s guidance on establishing effective partnership between project and change managers.

(Reference: ACMP Standard, Process Group 1 – Evaluate; Activity: Clarify roles and responsibilities to align change and project management efforts.)