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NEW QUESTION # 69
What are the two inputs in a change impact and readiness strategy that are critically important?

• A. Stakeholder engagement strategy and change impact assessment
• B. Stakeholder engagement and resource plan
• C. Stakeholder engagement strategy and sponsor's budget
• D. Stakeholder engagement strategy and impact results

Answer: A

Explanation:
ACMP identifieschange impact assessmentand thestakeholder engagement strategyas the two key inputs for readiness strategy. Impact assessment determines the depth and scope of change; engagement strategy ensures stakeholders are identified and prepared. Together, these inputs guide readiness activities and tailor interventions. Budget, resource plans, or impact "results" are supportive but not the primary critical inputs.
(Reference: ACMP Standard, Process Group 2 - Change Impact and Readiness Strategy; Inputs: Stakeholder engagement strategy and impact analysis.)

NEW QUESTION # 70
The change project is ongoing but the sponsor is concerned about the readiness of the business and has asked for a change manager to be brought in. The project manager has never before worked with a change manager.
What is an appropriate first measure for the change manager to take?

• A. Begin with stakeholder analysis
• B. Introduce a tool to monitor the change management plan
• C. Send out a newsletter about the onboarding of a change manager
• D. Clarify roles and responsibilities of the project manager and the change manager

Answer: D

Explanation:
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.)

NEW QUESTION # 71
You are developing the communications strategy and as part of the process are considering who will deliver specific messages to employees. One of the key messages you wish to be delivered is the "What's in it for me" from the employees' perspective. Who should be the preferred sender of this message?

• A. Executive manager
• B. Employees' supervisor
• C. Change management team leader
• D. Human resources representative

Answer: B

Explanation:
ACMP emphasizes that communications are most effective when tailored toaudience trust. For personal questions like "What's in it for me?", employees expect to hear from theirdirect supervisors, who understand their roles, daily work, and concerns. Executives are the best senders of enterprise-level "why" messages, and the change management team ensures consistency of strategy. HR provides procedural clarity but lacks the direct authority over daily impact. Thus,supervisors are the preferred sendersfor WIIFM communication.
(Reference: ACMP Standard, Process Group 4 - Execute Plan; Communications activities: Define senders
/receivers for message types; Linkage to stakeholder analysis and impact assessment.)

NEW QUESTION # 72
During execution of the change management plan, what elements are combined to ensure the plan is carried out as intended?

• A. Project schedule, stakeholder engagement plan and resource plan
• B. Timelines, communications and project plans
• C. Resources, strategies, timelines, communications and learnings
• D. Benefits realization plan, resource plan and sustainability plan

Answer: C

Explanation:
Execution requires integration ofresources, strategies, timelines, communications, and learning activities.
ACMP identifies these as the key building blocks of execution. Combining them ensures alignment between what is planned and what is implemented. While other options contain useful elements, option B comprehensively includes the essential factors needed tocarry out the plan as designed.
(Reference: ACMP Standard, Process Group 4 - Execute; Activities: Coordinate resources, implement communications, deliver training, and manage resistance.)

NEW QUESTION # 73
What can be done to avoid duplication of efforts and to increase stakeholder awareness when a change manager joins a project?

• A. Change plan is the master and project plan has to follow it
• B. Project plan and change plan should be independent from each other
• C. Project plan and change plan should be aligned
• D. Project plan is the master and the change manager has to follow this plan

Answer: C

Explanation:
ACMP emphasizes that project and change plans must bealigned, not competing or siloed. Alignment ensures technical deliverables (project management) and people-focused activities (change management) reinforce each other, avoiding duplication and confusion. Making one plan the "master" (A, B) risks imbalance, while independence (C) causes misalignment. Thus, the correct approach is option D - alignment between project and change management plans.
(Reference: ACMP Standard, Process Group 2 - Integration; Activity: Align change management and project management plans to increase efficiency and reduce duplication.)

NEW QUESTION # 74
In resource planning, after defining key roles for each type of labor needed to support the change effort, what is the next step to determine if the skills required exist in the organization?

• A. Skill gap analysis
• B. Readiness assessment
• C. Risk assessment
• D. Sponsorship planning

Answer: A

Explanation:
Once roles are defined, the next step is conducting askill gap analysis. ACMP emphasizes this activity to identify whether existing staff possess the competencies required or if additional training, hiring, or external support is needed. Risk assessment (A) and readiness (D) are broader evaluations, while sponsorship planning (C) focuses on leadership. To align resources with capability needs,skill gap analysisis the correct follow-up.
(Reference: ACMP Standard, Process Group 1 - Evaluate; Activity: Conduct skill gap analysis after defining roles.)

NEW QUESTION # 75
When developing a strategy to engage stakeholders, what level of engagement should be the goal of the strategy?

• A. Uniform among internal stakeholder groups and among external stakeholder groups
• B. Uniform across all stakeholder groups
• C. The level of engagement will depend on what each stakeholder group needs to know and do in the change
• D. Highest among senior stakeholder groups and lowest among front-line stakeholder groups

Answer: C

Explanation:
Stakeholder engagement strategy istailored, not uniform. ACMP specifies that engagement depends on the role, 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.)

NEW QUESTION # 76
In which stage of the project timeline should integration of change management and project management plans be considered?

• A. After defining change goals
• B. After change impact assessment
• C. At the beginning of the project
• D. 2-3 months into the project

Answer: C

Explanation:
ACMP stresses thatintegration of change and project management plans must occur at the startof the project. This ensures people-focused activities (communications, training, resistance management) are aligned with technical deliverables from the outset. Waiting until after assessments (A, C) or months into the project (B) risks misalignment, duplicated efforts, and resistance. Thus, option D reflects best practice for integrated planning.
(Reference: ACMP Standard, Process Group 2 - Formulate; Guidance: Integrate change management and project management early, ideally at project initiation.)

NEW QUESTION # 77
What is the main purpose of assessing how well new change initiatives are aligned to the strategic objectives and performance measures of an organization?

• A. To ensure that the change would add value in supporting the organization
• B. To set a priority listing for all new change initiatives
• C. To examine and test the validity of performance measures in the organization
• D. To gather the views of a wide cross-section of employees

Answer: A

Explanation:
ACMP directs practitioners to teststrategic alignmentearly to confirm that the changeadds valueand supports enterprise priorities and KPIs. Prioritization may follow, but the core purpose is verifying contribution to strategy and performance, thereby justifying investment and sponsorship. (Reference:ACMP Standard, Process Group 1 - Evaluate; Activities: Assess strategic alignment and value contribution; Inputs: business case, strategy, measures.)

NEW QUESTION # 78
What is a key consideration when developing a change management plan?

• A. Business case for change
• B. Objectives, goals and intended outcomes
• C. Sponsorship engagement
• D. Resource availability

Answer: B

Explanation:
ACMP directs practitioners to ground all plans inobjectives, goals, and intended outcomes. These provide clarity on what adoption looks like, what success means, and how progress will be measured. Resource availability (A), business case (B), and sponsorship (C) are critical, but they feed into or support the plan. The anchorof the plan is defining objectives and outcomes. Thus, option D is correct.
(Reference: ACMP Standard, Process Group 3 - Develop Plan; Activity: Define objectives and outcomes before designing activities.)

NEW QUESTION # 79
When executing the change management plan, it is possible that the initial financial forecasting of budget and resources may change. What are the key measures the change lead should take to ensure senior stakeholders are kept informed?

• A. Provide updates to senior stakeholders only if and when the planned budget is impacted to minimize confusion and time
• B. Ask the project/program manager to provide updates on the planned budget for the change
• C. Provide regular reports on spending against the budget for senior stakeholders to ensure transparency
• D. Regularly send an email to the project team asking for more funding for resources as needed

Answer: C

Explanation:
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.)

NEW QUESTION # 80
Completing the change management effort should include which of the following actions to evaluate the outcomes of the change initiative against the change objectives?

• A. A competency review of employees to ensure that they have the confidence to adopt the new direction of their role in the organization
• B. A review and assessment of the change lead's performance in leading the change initiative
• C. An assessment of the sponsor's effectiveness as a sponsor for the change effort
• D. Compare the outcomes of the change management effort against the change objectives set at the beginning of the change effort

Answer: D

Explanation:
ACMP requires aformal evaluation of outcomes against objectivesas part of closure. This ensures accountability, provides evidence of success, and informs future projects. Reviewing the change lead (A), employee competencies (B), or sponsor effectiveness (C) may contribute to lessons learned but do not represent the core closure evaluation. The correct evaluation step is option D.
(Reference: ACMP Standard, Process Group 5 - Close; Activity: Evaluate outcomes compared to initial objectives.)

NEW QUESTION # 81
Why is a sponsor important in a change effort?

• A. Sponsor(s) validate the change management plan
• B. Sponsor(s) are the primary identifier and mitigators of risks
• C. Sponsor(s) are individually responsible for ensuring adoption of the change
• D. Sponsor(s) are primarily responsible for providing consistent feedback

Answer: C

Explanation:
ACMP positions sponsorship as theaccountablerole for realizing benefits and securing adoption within the sponsor's span of control. Sponsors authorize, prioritize, visibly lead, and ensure middle managers and teams adopt new ways of working. While they also validate plans, give feedback, and help mitigate risks, their defining responsibility isensuring adoptionandbenefits realizationthrough visible, sustained leadership.
(Reference:ACMP Standard, cross-cutting role of Sponsorship; Process Groups 2-5: Define sponsorship strategy, engage sponsors, coach sponsors, and sustain visible leadership.)

NEW QUESTION # 82
What is the overall purpose of a sustainability strategy?

• A. To describe how the change will become part of the organization's normal functioning
• B. To ensure that responsibilities for different parts of the change process are transferred as necessary
• C. To ensure that the change process continues after the objective has been met
• D. To increase the chances that the organization will still exist in the future

Answer: A

Explanation:
The ACMP Standard defines asustainability strategyas the plan that ensures the change becomes "the new normal" within the organization. It includes reinforcement activities, continuous improvement, recognition programs, and alignment of performance management. Options B and D represent partial benefits but not the comprehensive purpose. Option C is unrelated to change adoption and focuses instead on organizational survival. Thus, option A best describes the overarching purpose.
(Reference: ACMP Standard, Process Group 4 - Sustainability Plan; Objective: Ensure the change is embedded into daily organizational functioning.)

NEW QUESTION # 83
You are in the role of identifying obstacles to achieve the desired future state. What document are you likely to have as an output of this effort?

• A. Stakeholder analysis
• B. Change input
• C. Culture assessment
• D. Risk register

Answer: D

Explanation:
When identifyingobstacles to achieving the desired future state, the output is arisk register. ACMP defines this as a document cataloging risks, their probability, impacts, and mitigation strategies. Culture assessments (B) and stakeholder analysis (C) provide input for identifying risks, but the final deliverable is the risk register. Change input (A) is too vague. Thus, option D is correct.
(Reference: ACMP Standard, Process Group 1 - Evaluate; Output: Risk register documenting identified risks and mitigation plans.)

NEW QUESTION # 84
The change project aims at growing market shares for division X. Over the past weeks customers have been indicating that they are not ready for the new product line. What do you need to do to decrease the speed of change?

• A. Modify the feedback mechanism
• B. Modify the organizational readiness assessment
• C. Modify the measurement plan
• D. Modify the change management plan execution

Answer: D

Explanation:
If customers indicate lack of readiness, the change manager mustadjust executionof the plan. This may involveslowing rollout, extending training, or revising communicationsuntil readiness increases. ACMP stresses flexibility during execution, making real-time adjustments based on feedback and adoption data.
Modifying readiness assessment (B) is retrospective, not corrective. Feedback mechanisms (A) and measurement (D) are tools for detection, not immediate corrective action. Therefore,execution adjustments are required to align with stakeholder readiness.
(Reference: ACMP Standard, Process Group 4 - Execute; Activities: Monitor adoption and adjust implementation as required based on readiness feedback.)

NEW QUESTION # 85
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