DUMPS
BASE
EXAM DUMPS
ACMP GLOBAL
CCMP
28% OFF Automatically For You
Certified Change Management Professional
,1.What two activities are most critical to focus on when managing employee
resistance?
A. Clarifying the expectations of managers and informing them how the change is
progressing
B. Creating a training delivery plan and demonstrating sponsor commitment to the
change
C. Identifying and addressing rumors and explaining how the change is being
implemented
D. Raising awareness of why change is needed and informing employees how
change will impact them
Answer: D
Explanation:
ACMP emphasizes that resistance is most effectively reduced when people
ly
ve
understand why the change is necessary and how it affects their roles (“what’s in it
ti
ec
for me”). The Standard situates resistance management within execution, calling for
ff
E
targeted communications that build awareness of the business rationale and provide
m
xa
impact-based information to individuals and groups. Training and rumor management
E
r
matter, but they are secondary to establishing awareness and personal impact
ou
Y
clarity?the core precursors to willingness and adoption. (Reference: ACMP Standard
r
fo
for Change Management®, Process Group 4 C Execute the Change Management
re
pa
Plan; Activities: Manage
re
P
Resistance; Communications aligned to impact; Linkage to Process Group 1 impact
to
)
assessment & WIIFM messaging.)
02
8.
(V
ps
um
2.What should the change manager do before formally closing her work to evaluate
D
P
the change management effort?
M
C
C
A. Compare the change outcomes to the original change and project objectives
e
as
B. Transfer ownership of change outcomes to stakeholder operational resources
B
ps
C. Release all change resources
um
D
D. Seek formal approval from the sponsor to close the change management effort
e
os
Answer: A
ho
C
Explanation:
Closing requires evaluation before handover and formal approval. The Standard
directs practitioners to assess outcomes versus defined objectives and success
criteria to determine if adoption, usage, and benefits targets were achieved. Only after
this evidence-based evaluation should ownership be transferred, resources released,
and closure approval sought. Therefore, comparing outcomes with the original
objectives is the correct pre-closure step that informs the rest of the closure activities.
(Reference: ACMP Standard, Process Group 5 C Close the Change Management
Effort; Outcomes: Evaluate outcomes against objectives; Activities: Assess
adoption/usage/proficiency, document lessons, recommend sustainability actions.)
, 3.Why is a sponsor important in a change effort?
A. Sponsor(s) validate the change management plan
B. Sponsor(s) are primarily responsible for providing consistent feedback
C. Sponsor(s) are individually responsible for ensuring adoption of the change
D. Sponsor(s) are the primary identifier and mitigators of risks
Answer: C
Explanation:
ACMP positions sponsorship as the accountable role for realizing benefits and
securing adoption within the sponsor’s span of control. Sponsors authorize, prioritize,
visibly lead, and ensure middle managers and teams adopt new ways of working.
While they also validate plans, give feedback, and help mitigate risks, their defining
responsibility is ensuring adoption and benefits realization through visible, sustained
ly
ve
leadership. (Reference: ACMP Standard, cross-cutting role of Sponsorship; Process
ti
ec
Groups 2C5: Define sponsorship strategy, engage sponsors, coach sponsors, and
ff
E
sustain visible leadership.)
m
xa
E
r
ou
Y
4.How would you best define a change sponsor?
r
fo
A. An individual who expects the change implementation to happen
re
pa
B. An individual who is accountable for the change implementation
re
P
C. An individual who is enthusiastic about the change implementation
to
)
D. An individual who clearly understands benefits and costs of the change
02
8.
implementation
(V
ps
Answer: B
um
Explanation:
D
P
The sponsor is the accountable executive who owns the outcomes and benefit
M
C
C
realization, secures resources, resolves cross-functional issues, and models
e
as
commitment. Enthusiasm and understanding are helpful, but accountability is the
B
ps
defining characteristic in ACMP guidance. (Reference: ACMP Standard,
um
D
Sponsorship?accountability for change success; Process Groups 2C4: Sponsorship
e
os
strategy and engagement.)
ho
C
5.What refers to the extent to which an organization uses change management and
project management methodologies, techniques, and tools?
A. Change alignment
B. Change capacity
C. Change absorption
D. Change maturity
Answer: D
Explanation:
“Change maturity” describes systematic, consistent use of methods, tools, and
BASE
EXAM DUMPS
ACMP GLOBAL
CCMP
28% OFF Automatically For You
Certified Change Management Professional
,1.What two activities are most critical to focus on when managing employee
resistance?
A. Clarifying the expectations of managers and informing them how the change is
progressing
B. Creating a training delivery plan and demonstrating sponsor commitment to the
change
C. Identifying and addressing rumors and explaining how the change is being
implemented
D. Raising awareness of why change is needed and informing employees how
change will impact them
Answer: D
Explanation:
ACMP emphasizes that resistance is most effectively reduced when people
ly
ve
understand why the change is necessary and how it affects their roles (“what’s in it
ti
ec
for me”). The Standard situates resistance management within execution, calling for
ff
E
targeted communications that build awareness of the business rationale and provide
m
xa
impact-based information to individuals and groups. Training and rumor management
E
r
matter, but they are secondary to establishing awareness and personal impact
ou
Y
clarity?the core precursors to willingness and adoption. (Reference: ACMP Standard
r
fo
for Change Management®, Process Group 4 C Execute the Change Management
re
pa
Plan; Activities: Manage
re
P
Resistance; Communications aligned to impact; Linkage to Process Group 1 impact
to
)
assessment & WIIFM messaging.)
02
8.
(V
ps
um
2.What should the change manager do before formally closing her work to evaluate
D
P
the change management effort?
M
C
C
A. Compare the change outcomes to the original change and project objectives
e
as
B. Transfer ownership of change outcomes to stakeholder operational resources
B
ps
C. Release all change resources
um
D
D. Seek formal approval from the sponsor to close the change management effort
e
os
Answer: A
ho
C
Explanation:
Closing requires evaluation before handover and formal approval. The Standard
directs practitioners to assess outcomes versus defined objectives and success
criteria to determine if adoption, usage, and benefits targets were achieved. Only after
this evidence-based evaluation should ownership be transferred, resources released,
and closure approval sought. Therefore, comparing outcomes with the original
objectives is the correct pre-closure step that informs the rest of the closure activities.
(Reference: ACMP Standard, Process Group 5 C Close the Change Management
Effort; Outcomes: Evaluate outcomes against objectives; Activities: Assess
adoption/usage/proficiency, document lessons, recommend sustainability actions.)
, 3.Why is a sponsor important in a change effort?
A. Sponsor(s) validate the change management plan
B. Sponsor(s) are primarily responsible for providing consistent feedback
C. Sponsor(s) are individually responsible for ensuring adoption of the change
D. Sponsor(s) are the primary identifier and mitigators of risks
Answer: C
Explanation:
ACMP positions sponsorship as the accountable role for realizing benefits and
securing adoption within the sponsor’s span of control. Sponsors authorize, prioritize,
visibly lead, and ensure middle managers and teams adopt new ways of working.
While they also validate plans, give feedback, and help mitigate risks, their defining
responsibility is ensuring adoption and benefits realization through visible, sustained
ly
ve
leadership. (Reference: ACMP Standard, cross-cutting role of Sponsorship; Process
ti
ec
Groups 2C5: Define sponsorship strategy, engage sponsors, coach sponsors, and
ff
E
sustain visible leadership.)
m
xa
E
r
ou
Y
4.How would you best define a change sponsor?
r
fo
A. An individual who expects the change implementation to happen
re
pa
B. An individual who is accountable for the change implementation
re
P
C. An individual who is enthusiastic about the change implementation
to
)
D. An individual who clearly understands benefits and costs of the change
02
8.
implementation
(V
ps
Answer: B
um
Explanation:
D
P
The sponsor is the accountable executive who owns the outcomes and benefit
M
C
C
realization, secures resources, resolves cross-functional issues, and models
e
as
commitment. Enthusiasm and understanding are helpful, but accountability is the
B
ps
defining characteristic in ACMP guidance. (Reference: ACMP Standard,
um
D
Sponsorship?accountability for change success; Process Groups 2C4: Sponsorship
e
os
strategy and engagement.)
ho
C
5.What refers to the extent to which an organization uses change management and
project management methodologies, techniques, and tools?
A. Change alignment
B. Change capacity
C. Change absorption
D. Change maturity
Answer: D
Explanation:
“Change maturity” describes systematic, consistent use of methods, tools, and
