Change Management Professional CCMP Updated Exam

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 adjustmentsare 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.)

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.)

ACMP defines risk assessment as identifying factors that may undermine adoption and benefits realization. Thefour foundational inputsinclude: (1)Stakeholder analysis—who is impacted and their influence; (2)Change impact assessment—the degree and scope of disruption; (3)Organizational change capacity—how much concurrent change the organization can absorb; and (4)Culture assessment—underlying values and behaviors that may support or block change. These combined inputs provide a holistic picture of adoption risks. While strategy and performance measures matter, they belong to alignment and strategy formulation. Sponsor appetite is relevant but not a primary risk input. Thus, the most accurate answer is optionB.

(Reference: ACMP Standard, Process Group 1 – Evaluate Change Impact and Readiness, Activities: Assess organizational culture, Assess capacity and saturation, Perform stakeholder analysis, and Assess impact.)

The effectiveness of a communication plan is measured not by its structure, but byits impact on stakeholders. ACMP highlights three communication outcomes:awareness, understanding, and ownership. When stakeholders demonstrate these, the plan is effective. Feedback channels (A) and clear strategies (B) are necessary but not sufficient—they are enablers, not outcomes. SMEs (D) may help technically but do not define effectiveness. Therefore, option C reflects theultimate measure of effectiveness.

(Reference: ACMP Standard, Process Group 3 – Communication Plan; Outcomes: Build awareness, understanding, and commitment.)