ACMP Global CCMP Practice Test Questions Answers

When assessments highlighthigh risk, ACMP advises incorporatingresistance management activitiesinto the mitigation plan. These activities include addressing concerns, clarifying roles, and creating feedback mechanisms. Hiring vendors (B) may help with training but does not address resistance. Reinforcing the vision (C) is important but not comprehensive, and budget increases (D) are reactive. Proactively managing resistance (A) is the recommended mitigation.

(Reference: ACMP Standard, Process Group 2 – Risk Management Strategy; Activity: Include resistance management activities in mitigation planning.)

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.)

When stakeholders struggle to adopt, the problem often lies ininsufficient preparation through learning and development. ACMP highlights the importance of equipping employees with the skills, knowledge, and behaviors to operate effectively in the new environment. While communications raise awareness, they do not ensure ability. Sustainability strategies help maintain adoption once achieved, and benefit realization measures outcomes after adoption. Revisiting thelearning and development strategyaddresses capability gaps that hinder adoption.

(Reference: ACMP Standard, Process Group 3 – Learning and Development Plan; Ensure stakeholders are equipped to adopt change successfully.)

Subject matter expertise is aresource requirement. If expertise is unavailable, theresource planis impacted, since this plan defines roles, skills, and availability required to support the change. Risk mitigation (B) may eventually address consequences, but the direct plan affected is the resource plan. Learning (A) and sustainability (D) come later, after execution and adoption.

(Reference: ACMP Standard, Process Group 3 – Develop Resource Plan; Identify skill requirements, assign resources, and address gaps in expertise.)

ACMP emphasizes thecriticality of sponsorship. If leadership is absent or unclear about their responsibilities, the change manager must create or refine asponsorship plan. This plan specifies sponsor roles, required visible behaviors, engagement activities, and alignment with stakeholders. Communications and resource plans address supporting activities, but they cannot substitute for active leadership. Without a sponsorship plan, resistance increases, employees lack direction, and adoption falters. Therefore, the most direct remedy to leadership absence is option D.

(Reference: ACMP Standard, Process Group 2 – Sponsorship Strategy and Plan; Activities: Define sponsor role, create plan for engagement and visibility, coach leaders.)