Free Practice Questions for ACMP Global CCMP Exam

The ACMPDuty of Responsibilityrequires practitioners to accept assignments only when they have the skills, qualifications, and experience to perform them competently. Taking on a role beyond one’s expertise could put the organization, stakeholders, and the practitioner at risk. While Honesty (D) and Fairness (B) also apply to ethical behavior, the specific tenet addressing this situation isResponsibility— ensuring accountability and due diligence in accepting professional engagements. Respect (C) concerns valuing diversity and stakeholder perspectives. Thus, option A aligns directly with ACMP’s Code of Ethics.

(Reference: ACMP Code of Ethics, Duty of Responsibility — practitioners must only undertake assignments they are qualified to perform.)

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.)

Closure requiresformal transfer of outcomesto operational owners. ACMP explains this ensures sustainability by embedding responsibility into business operations. Business operations planning (A), surveys (C), and education plans (D) may support continuity, but the required condition for closure is documented transfer of ownership. Without this, the change may revert or fail to sustain. Thus, option B aligns with ACMP best practices.

(Reference: ACMP Standard, Process Group 5 – Close; Activity: Transfer ownership of outcomes to operational resources.)

Aclear vision of the future stateprovides stakeholders with a compelling picture of what the organization will look like after the change. ACMP highlights this as crucial for aligning actions, reducing uncertainty, and directing energy toward anticipated outcomes. Objectives and measurements (C, D) support the vision, but they are not the vision itself. The operating state (A) describes details after adoption, but thevision (B) provides direction and clarity before and during implementation.

(Reference: ACMP Standard, Process Group 2 – Vision of Future State; Purpose: Direct focus to results and anticipated outcomes.)

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.)

The first outcome of an effective communication strategy isawareness and understanding of the purpose of the change. ACMP states that communication buildsawareness (why), understanding (what/how), and reinforcement. While adaptability, knowledge, and ability are further outcomes linked to training or leadership, thedirect communication outcomeis that stakeholders clearly understandwhy the change is happening. Thus, option A is the best answer.

(Reference: ACMP Standard, Process Group 4 – Execute Communication Strategy; Outcome: Build awareness of the purpose of the change.)

ACMP emphasizes the importance of definingclear goals, objectives, and criteria for successbefore rolling out change. These provide atangible and measurable baselinefor tracking progress and adoption. Success criteria guide communications, training, resistance management, and sponsor accountability. While alignment to strategy (C) and stakeholder commitment (A) are important, they are broader considerations. Accountability (D) is part of sponsorship planning. The key purpose is to establishmeasurable progress indicatorsto ensure the change achieves adoption and intended outcomes.

(Reference: ACMP Standard, Process Group 2 – Formulate; Activity: Identify goals, objectives, and criteria for success.)

When monitoring KPIs and adoption metrics during execution, the relevant plan is themeasurement and benefits realization plan. This plan sets out the metrics, reporting mechanisms, and thresholds to identify whether the change is achieving expected benefits. The transition plan focuses on handover, the stakeholder engagement plan on participation, and the sustainability plan on long-term embedding. Detectingshortfalls in performance indicatorsdirectly aligns with reviewing the measurement and benefits realization plan.

(Reference: ACMP Standard, Process Group 4 – Execute; Outcomes: Monitor adoption and benefits; Activities: Implement measurement and benefits realization strategy.)

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.)

ACMP stresses that success should be measured from bothpeople adoption outcomesandbusiness performance results. The most comprehensive set includes:

Performance metrics: concrete operational improvements tied to the initiative.

Cultural indicators: alignment with values and behaviors supporting sustainability.

Employee behaviors: observable evidence of adoption in daily practices.

Customer satisfaction scores: external confirmation of impact.Options A, B, and D emphasize financial or operational results but neglect culture and behavior, which ACMP highlights as essential for sustained change. Thus, option C offers the balanced approach consistent with the ACMP Standard.(Reference: ACMP Standard, Process Group 5 – Close; Activity: Evaluate success using adoption metrics, culture, behavior, and performance outcomes.)