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Closure requiresformal transfer of outcomesto operational owners. ACMP explains this ensures sustainability by embedding responsibility into business operations. Business operations planning (A), surveys (C), and education plans (D) may support continuity, but the required condition for closure is documented transfer of ownership. Without this, the change may revert or fail to sustain. Thus, option B aligns with ACMP best practices.

(Reference: ACMP Standard, Process Group 5 – Close; Activity: Transfer ownership of outcomes to operational resources.)

ACMP highlightsvolume of concurrent changesas a primary constraint on capacity. For a small restaurant that doubled in size, growth already consumes resources and attention. Adding an IT change during this period could exceed capacity to absorb more change. External stability (C), cultural assessment (B), and factor analysis (A) are relevant but less impactful than concurrent workload. Thus, option D best reflects ACMP’s view on saturation as a capacity limiter.

(Reference: ACMP Standard, Process Group 1 – Capacity and Saturation Assessment; Factor: Volume of concurrent changes as capacity constraint.)

The first outcome of an effective communication strategy isawareness and understanding of the purpose of the change. ACMP states that communication buildsawareness (why), understanding (what/how), and reinforcement. While adaptability, knowledge, and ability are further outcomes linked to training or leadership, thedirect communication outcomeis that stakeholders clearly understandwhy the change is happening. Thus, option A is the best answer.

(Reference: ACMP Standard, Process Group 4 – Execute Communication Strategy; Outcome: Build awareness of the purpose of the change.)

Sustainability activities are designed toembed new behaviorsinto normal operations. If these are ineffective, employees oftenrevert to old ways of working. This backsliding undermines adoption, erodes benefits realization, and threatens the credibility of change management. While delays (B), customer behavior (C), and vision alignment (D) are concerns, the most direct risk of ineffective sustainability practices is aretreat to the prior current state.

(Reference: ACMP Standard, Process Group 4 – Sustainability Activities: Reinforce adoption, monitor usage, adjust systems, and prevent reversion.)

Formal closure requires demonstrating that the changemet its objectives. ACMP specifies conducting a structuredevaluation of outcomes against objectivesas a prerequisite to closure. Quick sign-off (A) undermines credibility, lessons learned (B) are valuable but not the approval step, and rewards programs (D) support sustainability. The sponsor’s decision to close is based on evidence thatoutcomes align with objectives, making C the correct answer.

(Reference: ACMP Standard, Process Group 5 – Close; Activity: Evaluate outcomes vs. objectives before seeking approval for closure.)

ACMP highlights that culture is apowerful enabler or barrierto change. Cultural norms, values, and shared assumptions can eitherpropel adoptionby aligning with the change vision orretard progressif they contradict the desired state. Culture cannot be quickly shifted by inducements or commands; it evolves slowly. Deep cultural traits exist in all organizations, not just old ones. It is not inherently agile, but rather contextual—supportive in some cases, resistant in others. Thus, the accurate framing is that culture can eitherpropel or hinderthe direction of change.

(Reference: ACMP Standard, Process Group 1 – Evaluate; Assess organizational culture and readiness for change; Risks and opportunities.)

If an initiative suffers from low support and engagement, it signals a failure in theoverall change management strategy. ACMP emphasizes that the strategy must address sponsorship, stakeholder engagement, communication, and readiness. Interventions should begin by reviewing and strengthening thechange management strategy(option B) to re-align with organizational goals and re-engage stakeholders. Risk, communication, and stakeholder strategies are components, but the overarchingchange strategydefines how all are coordinated to regain momentum.

(Reference: ACMP Standard, Process Group 2 – Formulate Change Management Strategy; Outcome: Define integrated strategy for adoption and benefits realization.)

Thelearning and development plandirectly uses inputs such as skills inventories and gap analyses. These tools determine what competencies are missing and what training or coaching is required to prepare stakeholders for the future state. Transition planning (A) focuses on operational handovers, engagement (D) on involvement and buy-in, and measurement (B) on success criteria. Only option C ties directly to the skill inventory and gap analysis process.

(Reference: ACMP Standard, Process Group 3 – Learning and Development Plan; Inputs: Skills inventory and gap analysis.)

Thechange management plandetails the scope of people-related activities, controls for governance, and monitoring methods for adoption and benefits realization. ACMP differentiates between the strategy (D), which defines the overarching approach, and the plan (C), which provides actionable detail. Project management plans (A) cover deliverables, not adoption. Business models (B) address strategic design, not execution controls. Thus, option C is correct.

(Reference: ACMP Standard, Process Group 3 – Develop Plan; Outputs: Scope, monitoring, and controls for change activities.)

When a change significantly affects financial health, it is classified as ahigh-risk initiative. ACMP highlights that risk increases with larger impacts on finances, operations, and culture. Awareness (A), commitment (B), and adoption (D) are important factors for success but do not describe the inherent risk. Therefore, the correct framing of financial impact ishigh level of risk(C). This requires stronger governance, sponsor involvement, and monitoring.

(Reference: ACMP Standard, Process Group 1 – Evaluate; Activity: Risk assessment considers organizational financial performance as a major factor.)