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100% Pass Reliable ACMP Global - CCMP - Dump Certified Change Management Professional File

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ACMP Global Certified Change Management Professional Sample Questions (Q149-Q154):

NEW QUESTION # 149
Some steering committee members do not understand the difference between project management and change management and, hence, the uniqueness of each. What clarification should be provided to these committee members?

A. Project management and change management are focused on different stakeholders
B. Project management and change management have different plans and outcomes for the project
C. Project management and change management differ regarding the organizational level they are addressing
D. Project management and change management methodologies differ in focus

Answer: D

Explanation:
ACMP explains thatproject managementfocuses on delivering outputs (scope, schedule, budget, quality), whereaschange managementfocuses on ensuring adoption, usage, and benefits realization by addressing the people side of change. This difference infocusis the clearest and most fundamental distinction. While differences in plans, stakeholders, and levels of focus exist, option A captures the primary clarification needed: methodologies differ infocus and objectives.
(Reference: ACMP Standard, Introduction; Distinction between project management outputs and change management outcomes.)

NEW QUESTION # 150
What is the purpose of developing a clear vision of the future state?

A. To direct the focus of the actual change results and anticipated outcomes
B. To describe the key parameters that measure when goals and objectives are attained
C. To establish key objectives and goals that define the progress toward the change
D. To facilitate developing an organization's operating state after change is adopted

Answer: A

Explanation:
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.)

NEW QUESTION # 151
The change management strategy was completed and implemented on time; however, while the technical aspect of the change appears to be successfully undertaken, a large number of stakeholders appear not to be able to adopt the change. Which strategy is best revisited to address this situation?

A. Benefit realization strategy
B. Learning and development strategy
C. Communications strategy
D. Sustainability strategy

Answer: B

Explanation:
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.)

NEW QUESTION # 152
You are a change management practitioner that has developed the measurement and benefit realization strategy for a new change project. You then proceed to develop a strategy to embed the change. What is an input to your strategy?

A. Business case
B. Key messages
C. Communications strategy
D. Change resources inventory

Answer: A

Explanation:
To embed change, thebusiness caseserves as a foundational input because it defines the rationale, expected benefits, and alignment with organizational priorities. ACMP explains that embedding strategies should link to the original business rationale to ensure reinforcement mechanisms support intended outcomes. Resources (A) and communications (D) are useful tools, and key messages (B) guide communication, but they are not the anchor. Thebusiness caseensures alignment with organizational value.
(Reference: ACMP Standard, Process Group 4 - Sustainability Plan; Input: Business case to connect reinforcement to expected benefits.)

NEW QUESTION # 153
As the change manager on a large IT project, what is the purpose of identifying effective sponsors for the IT change effort?

A. Provide tangible, measurable and manageable goals for the project
B. Connect the change to its owners and determine accountability requirements
C. Ensure adequate financial support
D. Differentiate accountable individuals and groups

Answer: B

Explanation:
Sponsorship strategy identifieswho owns the changeand clarifiesaccountabilityfor 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 establishesownership and accountabilityfor outcomes. (Reference:ACMP Standard, Process Group 2 - Formulate Strategy; Sponsorship Strategy & Plan: define sponsors, accountabilities, engagement/visibility expectations.)

NEW QUESTION # 154
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