ACMP Global Certified Change Management Professional CCMP Exam Dumps: Updated Questions & Answers (November 2025)

Human resources are central to addressingskill and capability gapsin impacted stakeholders. According to ACMP, theresource planmust account for training, coaching, and allocation of people with the right skills to support adoption. While physical (B), financial (C), and informational (A) resources are also necessary, they do not directly addressskills development. Human resources include internal staff, trainers, and external experts who enable stakeholders to transition successfully. Thus, option D is correct.

(Reference: ACMP Standard, Process Group 3 – Resource Plan; Identify human resources to close skill gaps and build adoption capability.)

Formal closure of a change management effort requiresapproval from the senior sponsor. This ensures the accountable executive validates that outcomes were achieved, ownership transferred, and sustainability measures are in place. The project manager approves project closure, while the change lead and training lead execute tasks but do not have the authority to formally close. Thus, the sponsor’s approval is required to ensure accountability for benefits realization.

(Reference: ACMP Standard, Process Group 5 – Close; Activity: Seek formal sponsor approval for closure.)

ACMP stresses thateffective sponsorshipis the strongest predictor of success in change initiatives. It requires leaders to beactive, visible, and aligned— recognizing the people side of change and engaging directly with stakeholders. Communication (A) is a tool, while change management (D) is the discipline. Top-down management (C) implies directive authority rather than visible, supportive engagement. Thus, option B correctly defines the concept.

(Reference: ACMP Standard, Process Group 2 – Sponsorship; Critical Success Factor: Active and visible sponsorship.)

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.)

The ACMP Standard highlights that themost critical component of a communication strategyis ensuring it communicates thebusiness rationale: why the change is needed, what it involves, who is affected, how it will be executed, and when it will occur. This ensures clarity, builds awareness, and drives buy-in. While consistent messaging (A), formal channels (C), and top-down updates (B) are valuable, they do not guarantee understanding. Option D reflects the true essence of effective communication — providing meaning and context so stakeholders understand the change.

(Reference: ACMP Standard, Process Group 3 – Communication Plan; Activity: Communicate the business rationale of the change clearly to all stakeholders.)

When a change significantly affects financial health, it is classified as ahigh-risk initiative. ACMP highlights that risk increases with larger impacts on finances, operations, and culture. Awareness (A), commitment (B), and adoption (D) are important factors for success but do not describe the inherent risk. Therefore, the correct framing of financial impact ishigh level of risk(C). This requires stronger governance, sponsor involvement, and monitoring.

(Reference: ACMP Standard, Process Group 1 – Evaluate; Activity: Risk assessment considers organizational financial performance as a major factor.)

The stakeholder engagement strategy defineshow individuals and groups impacted by the change will be engagedthroughout the initiative. According to ACMP, the purpose is to build trust, reduce resistance, and strengthen adoption by ensuringthose affected are actively involved in the process. While resistant employees (B) and managers (A) are subsets of stakeholders, the broader objective is inclusivity of all affected groups (option D). Identification (C) is part of stakeholder analysis, not the engagement strategy itself.

(Reference: ACMP Standard, Process Group 2 – Stakeholder Engagement Strategy; Outcome: Ensure engagement of individuals and groups impacted by the change.)

Thesustainability planensures that new behaviors, processes, and systems are embedded into everyday organizational functioning. According to ACMP, sustainability activities include reinforcement mechanisms, monitoring adoption, and integrating changes into performance systems. Benefits realization (B) measures outcomes, while the business case (C) provides rationale. Stakeholder engagement (D) supports adoption but does not ensure permanence. Thus, the sustainability plan (A) is the section that institutionalizes change.

(Reference: ACMP Standard, Process Group 4 – Sustainability Plan; Outcome: Integrate change into the organization’s ongoing operations.)

Thesustainability planensures results arereinforced and maintainedafter initial adoption. ACMP explains that this plan integrates reinforcement mechanisms, monitoring adoption, aligning performance management, and recognizing behaviors. Transition plans (A) handle operational handoffs, stakeholder engagement (B) supports involvement, and human resource plans (D) address capacity. To ensure outcomes are sustained, the correct plan is the sustainability plan (C).

(Reference: ACMP Standard, Process Group 4 – Execute; Sustainability Plan ensures long-term adoption and embedding into operations.)

Stakeholder analysis reveals who is impacted, their level of influence, and their readiness. ACMP specifies this analysis as aninput to multiple plans, particularly:

Stakeholder engagement plan(who needs to be engaged and how),

Communication plan(what messages to whom, by whom, and when),

Training plan(who requires what type of capability development).Resistance and coaching plans also use insights, but the most direct set linked to stakeholder analysis is answer A.(Reference: ACMP Standard, Process Group 3 – Develop Plan; Inputs: Stakeholder analysis; Outputs: Stakeholder engagement, communication, and learning plans.)