Free Practice Questions for ACMP Global CCMP Exam

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.)

ACMP notes that thechange management lead, often in collaboration with theproject manager, conducts the lessons learned evaluation. This ensures both technical and people-side perspectives are included. While sponsors (C) and broader teams (D) may contribute input, the responsibility lies with those accountable for the initiative’s delivery. Option A excludes the change lead, which is incorrect. Therefore, option B is the most accurate.

(Reference: ACMP Standard, Process Group 5 – Close; Activity: Change lead and project manager conduct lessons learned evaluation.)

Completing thecase for changeensures that all stakeholders understand thereasons for the change and its expected benefits. According to ACMP, this creates awareness, builds urgency, and drives sponsor alignment. Deliverables and activities (A), methodologies (C), and effort/resource estimates (D) are subsequent steps in planning but not the primary purpose of the case for change. Thus, option B is the correct answer.

(Reference: ACMP Standard, Process Group 2 – Case for Change; Purpose: Identify rationale and benefits for change.)

Thechange impact assessmentidentifies who is affected, how they are affected, and the level of change required. ACMP emphasizes this as a critical input to the communication strategy because it allows tailoring ofmessages to audience needs and impacts. Budget and resource assessments inform feasibility, while risk assessment helps mitigate issues, but they do not define messaging needs. Thus, the change impact assessment is the most relevant input.

(Reference: ACMP Standard, Process Group 3 – Communication Plan; Inputs: Change impact assessment and stakeholder analysis.)

Sponsor coaching is critical because sponsorship is thetop success factorin change management. Coaching should focus on ensuring the sponsor understands and enacts theirrole and responsibilities, including visible support, active communication, resource allocation, and barrier removal. While lessons learned may help inform, and funding requests may arise, thecore content of sponsor coachingmust emphasize what they mustdoto be effective. This includesvisible leadership behaviors, stakeholder engagement, and role modeling commitment.

(Reference: ACMP Standard, Process Group 2 – Sponsorship Strategy and Coaching Plan; Key activities: Define sponsor role, actions, visibility, and accountability.)

ACMP defines a communication plan as specifyingwho (target audience), what (key messages), and why (desired outcomes). These three elements ensure communications are intentional, audience-centered, and outcome-oriented. Frequency, RACI, channels, and measures are helpful details, but the essential backbone isaudience, message, and intended effect. Option B captures these essentials.

(Reference: ACMP Standard, Process Group 3 – Communication Plan; Required components: Audience segmentation, message definition, and outcomes alignment.)

Building organizational competency in change requiresongoing assessment of readiness. ACMP emphasizes institutionalizing practices such as evaluating capacity, leadership alignment, stakeholder preparedness, and cultural enablers. While reviewing outcomes (A), sponsorship effectiveness (C), and goal clarity (D) contribute to maturity, the most comprehensive practice for competency building iscontinuous readiness assessment, ensuring the organization is prepared for future changes.

(Reference: ACMP Standard, Process Group 1 – Evaluate; Activity: Conduct ongoing readiness assessments to build organizational change competency.)

Thestakeholder engagement planis built onstakeholder analysis, which identifies who is impacted, their influence, and readiness. ACMP stresses that without this input, engagement efforts risk being misaligned or incomplete. Clear metrics (A) and communication (D) are valuable, but they don’t ensure outcomes unless the plan is grounded in a thoroughanalysis of stakeholders. Thus, option B is the correct answer.

(Reference: ACMP Standard, Process Group 3 – Stakeholder Engagement Plan; Input: Stakeholder analysis ensures alignment of engagement to intended outcomes.)

Sustaining positive outcomes requires capturing and applying lessons learned. ACMP defines thelessons learned evaluationas a closure activity that not only reflects on performance but also shares insights for sustaining gains and improving future initiatives. Revising objectives (B), vision (C), or communication methods (D) may help but do not institutionalize learning. Option A ensures sustainability through reflection and sharing of best practices.

(Reference: ACMP Standard, Process Group 5 – Close; Activity: Conduct lessons learned to sustain improvements and build organizational capability.)