ACMP Global CCMP Exam Dumps

If the case for change is weak, employees struggle to understand why the change is necessary, how it benefits the organization, and what it means for their daily work. ACMP stresses that articulating a compelling case for change is foundational for awareness and buy-in. Inadequate planning (D) or behavior assessment (C) cause other risks, and weak sponsorship (A) compounds resistance, but the direct barrier to understanding is a weak case for change.

(Reference: ACMP Standard, Process Group 2 -- Formulate; Activity: Define the case for change to establish rationale and benefits.)

Sponsorship strategy identifies who owns the change and clarifies accountability for adoption and benefits. ACMP stresses connecting initiatives to executive owners who can authorize, remove barriers, and model commitment. Budget support is vital, but the sponsorship task primarily establishes ownership and accountability for outcomes. (Reference: ACMP Standard, Process Group 2 -- Formulate Strategy; Sponsorship Strategy & Plan: define sponsors, accountabilities, engagement/visibility expectations.)

Feedback is valuable only if it is shared and acted upon. ACMP directs that performance feedback should be:

Shared with project leadership to enable decision-making and corrective action.

Incorporated into future change management activities to continuously improve.

While stakeholder sharing (B and C) may be appropriate, the critical accountability lies with leadership and the improvement of change practices. Option D reflects this continuous improvement cycle, making it the most aligned answer.

(Reference: ACMP Standard, Process Group 4 -- Execute; Activity: Capture, analyze, and integrate feedback into current and future change activities.)

The first execution step is to develop learning materials that support the curriculum. ACMP outlines that before delivery or assessment can occur, appropriate materials, job aids, and resources must be designed and validated. Availability of venues (B), delivery (C), and outcomes (D) follow later. Therefore, the correct first step is option A.

(Reference: ACMP Standard, Process Group 3 -- Learning and Development Plan; Activity: Prepare learning materials and curriculum before delivery.)

ACMP specifies that assigning owners for each measure and target is crucial to ensure accountability in benefits realization. Without clear ownership, tracking progress and achieving adoption goals becomes fragmented. Training delivery (A), communication of the business case (B), and impact analysis (D) are important activities but belong to other components of the change plan. In measurement strategy, the focus is on defining metrics, targets, and accountable owners.

(Reference: ACMP Standard, Process Group 3 -- Measurement and Benefits Realization Plan; Activity: Define metrics and assign owners.)