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ACMP identifieschange capacity and saturationas key evaluation factors. In a regulated, mature industry, theoperational ability to absorb changeis often constrained by compliance demands, rigid processes, and simultaneous initiatives. While historical experience and tools matter, the limiting factor is thepractical ability of the organization to absorb and execute change without disrupting core operations. Thus, option D is correct.

(Reference: ACMP Standard, Process Group 1 – Evaluate; Activity: Assess change capacity and saturation.)

Thestakeholder engagement planoutlines activities to influence, support, and drive the behavior of stakeholders impacted by the change. ACMP highlights that adoption is driven byinvolvement, reinforcement, and targeted interventions. Sponsorship plans (B) define leader roles, transition plans (C) focus on operational handoffs, and resource plans (D) address capacity. Only the stakeholder engagement plan (A) directly specifiesbehavior-driving activitiesfor adoption.

(Reference: ACMP Standard, Process Group 3 – Stakeholder Engagement Plan; Purpose: Define activities to influence and drive stakeholder behavior.)

Integration ensures that technical deliverables and people-focused activities arealigned to facilitate adoption. ACMP stresses that managing the technical and people sides in silos leads to delays, resistance, or failure to realize benefits. While risk alignment (D) and charter integration (C) are helpful, the overarching objective is ensuringactivities are coordinated to drive adoption. Thus, option B reflects the correct purpose.

(Reference: ACMP Standard, Process Group 2 – Integration of Change and Project Plans; Objective: Align technical and people tasks for adoption success.)

ACMP outlinesclosure as a structured process. Before approval, three critical conditions must be satisfied:

Evaluation of outcomes vs. objectives– validating adoption and benefits achievement.

Lessons learned report– capturing successes, gaps, and recommendations for future efforts.

Agreement of transfer of ownership– ensuring accountability is shifted from the project to operations for sustainability.Options A and B miss the explicit ownership transfer, while C lacks outcome evaluation. Option D captures all required closure conditions.(Reference: ACMP Standard, Process Group 5 – Close; Activities: Evaluate outcomes, document lessons, and transfer ownership to operational owners.)

Thestakeholder engagement planis the document that translates insights from stakeholder analysis intospecific engagement activities. It specifies how stakeholders will be engaged, when, by whom, and with what tools. ACMP defines it as a core output of stakeholder analysis. Resource plans (A) address capacity, while risk charters (C) and sustainability (D) focus on later stages. Thus, the correct plan isstakeholder engagement plan.

(Reference: ACMP Standard, Process Group 3 – Stakeholder Engagement Plan; Output: Activities linked directly to stakeholder analysis results.)

“Change maturity” describes systematic, consistent use of methods, tools, and governance across initiatives. ACMP encourages assessing organizational maturity to tailor approach and risk posture. Capacity/absorption relate to the volume/timing of changes; alignment relates to strategy fit. (Reference:ACMP Standard, Process Group 1 – Evaluate; Organizational context & maturity considerations for tailoring the approach.)

The key inputs for ameasurement and benefits realization strategyare:

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 – Measurement and Benefits Realization Plan; Inputs: Case for change, success criteria, and strategic objectives.)

Resistance and execution issues are best addressed by reviewing thestakeholder engagement plan. This plan includes strategies to involve stakeholders, address concerns, and promote ownership of the change. Communication (A) supports awareness, sponsorship (B) ensures leadership backing, and project management (D) addresses technical tasks. However, direct stakeholder involvement and resistance management fall under option C.

(Reference: ACMP Standard, Process Group 3 – Stakeholder Engagement Plan; Purpose: Foster involvement and mitigate resistance.)

Thesustainability planensures that new behaviors, processes, and systems are embedded into everyday organizational functioning. According to ACMP, sustainability activities include reinforcement mechanisms, monitoring adoption, and integrating changes into performance systems. Benefits realization (B) measures outcomes, while the business case (C) provides rationale. Stakeholder engagement (D) supports adoption but does not ensure permanence. Thus, the sustainability plan (A) is the section that institutionalizes change.

(Reference: ACMP Standard, Process Group 4 – Sustainability Plan; Outcome: Integrate change into the organization’s ongoing operations.)

The ACMP Standard underscores the importance offinancial transparencyin maintaining sponsor and leadership confidence. The best practice is to provideregular reports on spending versus budget. Option B risks delayed awareness, C passes accountability away from the change lead, and D is unstructured. Therefore, option A is the correct approach to ensuring senior stakeholders are fully informed.

(Reference: ACMP Standard, Process Group 4 – Execute; Activity: Provide transparent reporting on budget and resources to stakeholders.)