ACMP Global CCMP - Certified Change Management Professional

Stakeholder engagement strategy istailored, not uniform. ACMP specifies that engagement depends on therole, influence, and impacteach stakeholder group has in the change. Senior leaders may require high involvement in sponsorship and governance, middle managers need coaching support, and front-line employees need clear role-specific communications and training. The “one-size-fits-all” approach (answers B or C) is inconsistent with best practice. Likewise, engagement is not automatically highest at senior levels (A), because adoption depends heavily on middle and front-line groups. The correct approach isfit-for-purpose engagement.

(Reference: ACMP Standard, Process Group 2 – Formulate Strategy; Stakeholder Engagement Strategy: Define levels of engagement per stakeholder group based on analysis.)

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.)

ACMP stresses thatmeasurement must be credibleto stakeholders. This credibility comes whenimpacted business unitsare directly involved in tracking and validating results. Including them ensures data reflects real adoption, usage, and performance outcomes rather than only top-down metrics. While sponsors (D) provide authority, credibility rests onoperational evidence. Risk stakeholders (C) or charismatic leaders (A) may influence perceptions but not measurement accuracy. Thus, someone from theimpacted business unitprovides the necessary trust and operational validation of results.

(Reference: ACMP Standard, Process Group 5 – Close; Evaluate outcomes against objectives; Engage impacted groups in benefits validation.)

Once thecase for changehas been defined, ACMP recommends developing aclear vision of the future state. This provides a compelling picture of what success will look like, aligning stakeholders and guiding all downstream planning. Determining why the change is required (A) is already covered by the case for change. The charter (B) formalizes scope later, and success criteria (D) are developed after the vision is articulated. Thus, option C reflects the logical next step.

(Reference: ACMP Standard, Process Group 2 – Formulate; Activities: Define case for change, then articulate a vision of the future state.)

Thestakeholder engagement planoutlines activities to influence, support, and drive the behavior of stakeholders impacted by the change. ACMP highlights that adoption is driven byinvolvement, reinforcement, and targeted interventions. Sponsorship plans (B) define leader roles, transition plans (C) focus on operational handoffs, and resource plans (D) address capacity. Only the stakeholder engagement plan (A) directly specifiesbehavior-driving activitiesfor adoption.

(Reference: ACMP Standard, Process Group 3 – Stakeholder Engagement Plan; Purpose: Define activities to influence and drive stakeholder behavior.)

Maintaining momentum requirestransparent communication of adjustmentsto all relevant stakeholders. ACMP emphasizes that changes in sponsorship or leadership demand careful communication so stakeholders understand impacts on scope, expectations, and behaviors. Communicating only to governing bodies (B) risks disengagement. Identifying a responder (A) is insufficient, and deleting plans (D) removes valuable history. Option C aligns with ACMP’s standard for ensuring adjustments are widely communicated to sustain confidence and momentum.

(Reference: ACMP Standard, Process Group 3 – Plan Development; Guidance: Communicate plan changes clearly to all relevant stakeholders.)

At closure, ACMP requires practitioners to conduct alessons learned evaluation, documenting successes, challenges, and recommendations. This evaluation informs future change initiatives by providing a repository ofbest practices and pitfalls to avoid. A risk log (A) captures risks during execution but does not focus on future learning. The charter (B) and change management plan (C) are current-project tools, not future-facing. Therefore, the lessons learned evaluation (D) is the document explicitly created forfuture guidance.

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

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.)

People are the key enablers of change. To ensure their effective use, ACMP recommendsintegrating human resources into executionby involving them in planning, coaching, and execution decisions. HR can help align staffing, training, and performance systems to support adoption. Controlled spending (B), monitoring physical resources (C), and document management (D) address other aspects of resource management but not the people side. Thus, option A reflects ACMP’s focus on effective utilization of human resources.

(Reference: ACMP Standard, Process Group 4 – Execute; Activity: Leverage human resources effectively to drive change execution.)

Continuous improvement is embedded within thesustainability plan. ACMP emphasizes that sustainability requires monitoring adoption, capturing feedback, and making iterative improvements to ensure the change endures. Learning and development (B) addresses skills, measurement (C) focuses on outcomes, and engagement (D) fosters involvement. Only the sustainability plan (A) formally captures continuous improvement activities.

(Reference: ACMP Standard, Process Group 4 – Sustainability Plan; Activity: Implement feedback-driven continuous improvement to sustain change.)