ACMP Global CCMP - Certified Change Management Professional

Thesponsorship planoutlines how sponsors will be engaged, coached, and supported throughout the change. According to ACMP, this plan includes expectations for visible behaviors, communications, and governance participation. Sponsor assessments (B and D) help evaluate readiness and alignment, while strategy (C) is higher-level. Theplan(A) provides actionable guidance, ensuring the sponsor understands roles and receives support.

(Reference: ACMP Standard, Process Group 2 – Sponsorship Plan; Output: Define sponsor responsibilities and provide coaching/support activities.)

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.)

ACMP identifiesrewards and recognition systemsas key elements of thesustainability strategy. They reinforce desired behaviors, prevent regression to old practices, and motivate adoption. Impact and readiness (A) identify scope and preparedness. Learning and development (C) builds skills, and measurement (D) evaluates progress. Only sustainability (B) directly incorporates reinforcement through recognition.

(Reference: ACMP Standard, Process Group 4 – Sustainability Plan; Activity: Integrate rewards and recognition to sustain adoption.)

ACMP outlinesclosure as a structured process. Before approval, three critical conditions must be satisfied:

Evaluation of outcomes vs. objectives– validating adoption and benefits achievement.

Lessons learned report– capturing successes, gaps, and recommendations for future efforts.

Agreement of transfer of ownership– ensuring accountability is shifted from the project to operations for sustainability.Options A and B miss the explicit ownership transfer, while C lacks outcome evaluation. Option D captures all required closure conditions.(Reference: ACMP Standard, Process Group 5 – Close; Activities: Evaluate outcomes, document lessons, and transfer ownership to operational owners.)

“Change maturity” describes systematic, consistent use of methods, tools, and governance across initiatives. ACMP encourages assessing organizational maturity to tailor approach and risk posture. Capacity/absorption relate to the volume/timing of changes; alignment relates to strategy fit. (Reference:ACMP Standard, Process Group 1 – Evaluate; Organizational context & maturity considerations for tailoring the approach.)

ACMP highlights that culture is apowerful enabler or barrierto change. Cultural norms, values, and shared assumptions can eitherpropel adoptionby aligning with the change vision orretard progressif they contradict the desired state. Culture cannot be quickly shifted by inducements or commands; it evolves slowly. Deep cultural traits exist in all organizations, not just old ones. It is not inherently agile, but rather contextual—supportive in some cases, resistant in others. Thus, the accurate framing is that culture can eitherpropel or hinderthe direction of change.

(Reference: ACMP Standard, Process Group 1 – Evaluate; Assess organizational culture and readiness for change; Risks and opportunities.)

ACMP highlightsvolume of concurrent changesas a primary constraint on capacity. For a small restaurant that doubled in size, growth already consumes resources and attention. Adding an IT change during this period could exceed capacity to absorb more change. External stability (C), cultural assessment (B), and factor analysis (A) are relevant but less impactful than concurrent workload. Thus, option D best reflects ACMP’s view on saturation as a capacity limiter.

(Reference: ACMP Standard, Process Group 1 – Capacity and Saturation Assessment; Factor: Volume of concurrent changes as capacity constraint.)

Resistance and execution issues are best addressed by reviewing thestakeholder engagement plan. This plan includes strategies to involve stakeholders, address concerns, and promote ownership of the change. Communication (A) supports awareness, sponsorship (B) ensures leadership backing, and project management (D) addresses technical tasks. However, direct stakeholder involvement and resistance management fall under option C.

(Reference: ACMP Standard, Process Group 3 – Stakeholder Engagement Plan; Purpose: Foster involvement and mitigate resistance.)

Thestakeholder engagement planis built onstakeholder analysis, which identifies who is impacted, their influence, and readiness. ACMP stresses that without this input, engagement efforts risk being misaligned or incomplete. Clear metrics (A) and communication (D) are valuable, but they don’t ensure outcomes unless the plan is grounded in a thoroughanalysis of stakeholders. Thus, option B is the correct answer.

(Reference: ACMP Standard, Process Group 3 – Stakeholder Engagement Plan; Input: Stakeholder analysis ensures alignment of engagement to intended outcomes.)