CCMP Exam Dumps - Certified Change Management Professional

Leveraging employees who can influence peers positively is an activity withinstakeholder engagement strategy development. The ACMP Standard identifies stakeholder engagement as aformal planthat ensures key stakeholders are identified, assessed, and engaged according to their influence, impact, and willingness to support. By activatinginformal leaders and influencers, the change manager strengthens adoption across the organization. Sponsorship engagement focuses on executives, while communication strategy covers messaging and delivery. Therefore, the correct strategy output here is thestakeholder engagement strategy.

(Reference: ACMP Standard, Process Group 2 – Formulate Strategy, Stakeholder Engagement Strategy: Identify, analyze, and leverage stakeholders, including influencers.)

Theresource planoutlines what human resources are needed and whatskills and capabilitieseach role must possess. ACMP stresses defining competencies and filling gaps with training, reassignment, or external sourcing. Financial resources and costs are managed in budgets, not in the resource plan itself. Benefits are addressed in the business case and measurement plan, not the resource plan. Thus, option C reflects the ACMP definition.

(Reference: ACMP Standard, Process Group 3 – Develop Resource Plan; Define roles, skills, and competencies needed for change success.)

To minimize the risk ofunsustainability, ACMP highlights three essential levers:

Communication plan– ensures consistent reinforcement of key messages.

Learning and development plan– builds knowledge, skills, and behaviors for sustaining change.

Reward and recognition system– reinforces desired behaviors and motivates continued adoption.Other options contain valuable tools, but none combine reinforcement, capability building, and recognition in the same way. Option D directly addressessustainability riskby embedding and rewarding new ways of working.(Reference: ACMP Standard, Process Group 4 – Execute; Activities: Communication execution, learning and development, reinforcement via recognition systems.)

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.)

The sponsor is theaccountableexecutive who owns the outcomes and benefit realization, secures resources, resolves cross-functional issues, and models commitment. Enthusiasm and understanding are helpful, but accountability is the defining characteristic in ACMP guidance. (Reference:ACMP Standard, Sponsorship—accountability for change success; Process Groups 2–4: Sponsorship strategy and engagement.)

ACMP notes that thechange management lead, often in collaboration with theproject manager, conducts the lessons learned evaluation. This ensures both technical and people-side perspectives are included. While sponsors (C) and broader teams (D) may contribute input, the responsibility lies with those accountable for the initiative’s delivery. Option A excludes the change lead, which is incorrect. Therefore, option B is the most accurate.

(Reference: ACMP Standard, Process Group 5 – Close; Activity: Change lead and project manager conduct lessons learned evaluation.)

The ACMP Standard underscores the importance offinancial transparencyin maintaining sponsor and leadership confidence. The best practice is to provideregular reports on spending versus budget. Option B risks delayed awareness, C passes accountability away from the change lead, and D is unstructured. Therefore, option A is the correct approach to ensuring senior stakeholders are fully informed.

(Reference: ACMP Standard, Process Group 4 – Execute; Activity: Provide transparent reporting on budget and resources to stakeholders.)

ACMP defines a communication plan as specifyingwho (target audience), what (key messages), and why (desired outcomes). These three elements ensure communications are intentional, audience-centered, and outcome-oriented. Frequency, RACI, channels, and measures are helpful details, but the essential backbone isaudience, message, and intended effect. Option B captures these essentials.

(Reference: ACMP Standard, Process Group 3 – Communication Plan; Required components: Audience segmentation, message definition, and outcomes alignment.)