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ACMP Global CCMP Exam Questions
- Topic 1: Evaluate Change Impact and Organizational : This section of the CCMP exam measures skills of Change Managers and Organizational Development Specialists and covers assessing the need for change, defining desired outcomes, identifying stakeholders and sponsors, evaluating organizational culture, capacity, and readiness, and analyzing risks, communication, and learning requirements to ensure successful change adoption.
- Topic 2: Formulate the Change Management Strategy: This section measures skills of Change Managers and Program Leads and focuses on developing a comprehensive change management strategy. It includes creating strategies for resources, communication, sponsorship, stakeholder engagement, impact assessment, learning, measurement, benefit realization, and sustainability to align with organizational objectives.
- Topic 3: Develop and Gain Approval for the Comprehensive Change Management Plan: This section assesses skills of Change Managers and Project Managers and covers preparing detailed plans for all aspects of change management, including resources, communication, sponsorship, stakeholder engagement, learning, measurement, sustainability, and integration with project management. It also includes obtaining approval and establishing feedback mechanisms.
- Topic 4: Execute, Manage, and Monitor Implementation of the Change Management Plan: This section measures skills of Change Managers and Program Leads and focuses on executing all elements of the change management plan. It covers implementing resource allocation, communication, sponsorship, stakeholder engagement, learning, measurement, benefits realization, sustainability, and adjusting the plan as needed to achieve desired outcomes.
- Topic 5: Close the Change Management Effort: This section assesses skills of Change Managers and Program Leads and covers evaluating the success of the change initiative, conducting lessons learned, documenting recommended actions, gaining closure approvals, transferring ownership, ensuring sustainability, and recognizing achievements.
- Topic 6: Ethics: This section measures skills of Change Managers and Compliance Officers and focuses on demonstrating ethical behavior in change management. It covers promoting honesty, responsibility, fairness, respect, and advancing the discipline, while supporting practitioners within the change management community.
Free ACMP Global CCMP Exam Actual Questions
Note: Premium Questions for CCMP were last updated On Oct. 08, 2025 (see below)
A new change initiative is being planned at an organization. Efforts are made by the change management lead to outline the case for change including the current opportunities, risks, consequences of the change, and the benefits of the change and how it aligns to the organization's strategic priorities. What is the next key action to be taken?
Once the case for change has been defined, ACMP recommends developing a clear 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.)
What is the objective of a stakeholder engagement strategy?
The stakeholder engagement strategy defines how individuals and groups impacted by the change will be engaged throughout the initiative. According to ACMP, the purpose is to build trust, reduce resistance, and strengthen adoption by ensuring those affected are actively involved in the process. While resistant employees (B) and managers (A) are subsets of stakeholders, the broader objective is inclusivity of all affected groups (option D). Identification (C) is part of stakeholder analysis, not the engagement strategy itself.
(Reference: ACMP Standard, Process Group 2 -- Stakeholder Engagement Strategy; Outcome: Ensure engagement of individuals and groups impacted by the change.)
An ongoing change program is gaining momentum and throughout the organization stakeholders face challenges and experience success. What needs to be clearly defined in the communications plan to support them?
A communications plan must include clear stakeholder messaging tailored to different groups. ACMP emphasizes that during momentum phases, reinforcing what stakeholders need to know, feel, and do is critical. Feedback channels (B) and case studies (D) support engagement but are not the core requirement. Sponsors (A) are senders, not the message itself. Clear, relevant messaging ensures stakeholders remain aligned and supported.
(Reference: ACMP Standard, Process Group 3 -- Communication Plan; Key component: Targeted stakeholder messaging.)
How can a change manager ensure financial transparency and sustained leadership confidence?
Leadership confidence is built on financial transparency. ACMP recommends providing regular reports of spending versus budget as part of change management governance. Informal updates or public postings lack rigor, and focusing on cost initiatives alone doesn't address accountability. Regular financial reporting (option D) demonstrates responsible stewardship, builds trust with executives, and supports continued investment in the change effort.
(Reference: ACMP Standard, Process Group 4 -- Execute; Activity: Provide regular progress and resource utilization reports to governance bodies.)
What is the purpose of developing a clear vision of the future state?
A clear vision of the future state provides 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 the vision (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.)
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