CCMP Online Practice Questions

Explanation:
The effect of learning should be measured through observable performance outcomes. ACMP highlights job performance as the most direct indicator, showing that knowledge and skills gained in training are being applied. Communication (A) and teamwork (C) may improve indirectly, while stress
reduction (D) is harder to quantify. Tangible evidence comes when employees perform their roles effectively in the new state, making job performance (B) the correct answer.
(Reference: ACMP Standard, Process Group 3 C Learning and Development Plan; Activity: Measure effectiveness of training through performance outcomes.)

Explanation:
The key inputs for a measurement and benefits realization strategy are:
Strategic plan (provides organizational alignment).
Case for change (explains rationale and expected benefits).
Success criteria (defines measurable adoption outcomes).
Risk and budget plans (A, C) are supporting but not primary inputs. Sustainability and vision (D) help later but are not the basis for measurement. Thus, option B provides the most relevant inputs as defined in the ACMP Standard.
(Reference: ACMP Standard, Process Group 3 C Measurement and Benefits Realization Plan; Inputs: Case for change, success criteria, and strategic objectives.)

Explanation:
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 C Stakeholder Engagement Strategy; Outcome: Ensure engagement of individuals and groups impacted by the change.)

Explanation:
ACMP emphasizes the criticality of sponsorship. If leadership is absent or unclear about their responsibilities, the change manager must create or refine a sponsorship plan. This plan specifies sponsor roles, required visible behaviors, engagement activities, and alignment with stakeholders. Communications and resource plans address supporting activities, but they cannot substitute for active leadership. Without a sponsorship plan, resistance increases, employees lack direction, and adoption falters. Therefore, the most direct remedy to leadership absence is option D.
(Reference: ACMP Standard, Process Group 2 C Sponsorship Strategy and Plan; Activities: Define sponsor role, create plan for engagement and visibility, coach leaders.)

Explanation:
The ACMP Standard states that a strong communication plan is built on three critical inputs:
Change impact assessment (defines what will change and who is impacted).
Organizational change readiness assessment (measures preparedness to receive messages).
Stakeholder analysis (identifies audiences and influencers).
Customer input (A, D) and operational strategies (C) may provide context, but they are not the essential core inputs.
Option B matches ACMP guidance for communication planning.
(Reference: ACMP Standard, Process Group 3 C Communication Plan; Inputs: Impact assessment, readiness assessment, and stakeholder analysis.)