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When identifyingobstacles to achieving the desired future state, the output is arisk register. ACMP defines this as a document cataloging risks, their probability, impacts, and mitigation strategies. Culture assessments (B) and stakeholder analysis (C) provide input for identifying risks, but the final deliverable is the risk register. Change input (A) is too vague. Thus, option D is correct.

(Reference: ACMP Standard, Process Group 1 – Evaluate; Output: Risk register documenting identified risks and mitigation plans.)

ACMP identifiesrewards and recognition systemsas key elements of thesustainability strategy. They reinforce desired behaviors, prevent regression to old practices, and motivate adoption. Impact and readiness (A) identify scope and preparedness. Learning and development (C) builds skills, and measurement (D) evaluates progress. Only sustainability (B) directly incorporates reinforcement through recognition.

(Reference: ACMP Standard, Process Group 4 – Sustainability Plan; Activity: Integrate rewards and recognition to sustain adoption.)

ACMP stresses that sponsors must remainactive and visible throughout the change. The change manager sustains this engagement by providingregular updates, coaching, and reminders of required actions. Delegating responsibilities (D) dilutes sponsor accountability. Engaging lower-level managers (B) or bypassing to front-line staff (C) weakens sponsorship. The best practice is to keep sponsors informed and aligned throughconsistent updates(A).

(Reference: ACMP Standard, Process Group 4 – Sponsorship; Activity: Sustain sponsor engagement with regular updates and coaching.)

Thestakeholder engagement planis built onstakeholder analysis, which identifies who is impacted, their influence, and readiness. ACMP stresses that without this input, engagement efforts risk being misaligned or incomplete. Clear metrics (A) and communication (D) are valuable, but they don’t ensure outcomes unless the plan is grounded in a thoroughanalysis of stakeholders. Thus, option B is the correct answer.

(Reference: ACMP Standard, Process Group 3 – Stakeholder Engagement Plan; Input: Stakeholder analysis ensures alignment of engagement to intended outcomes.)

A communication strategy must build on an understanding ofexisting communication channels, tools, and methodswithin the organization. According to ACMP, this ensures messages are delivered throughtrusted and accessible meansfor employees. Risk management (B), maturity (C), and benefits realization (D) are relevant at other stages, but the foundation of effective communication planning is tailoring the approach tocurrent communication practices and stakeholder preferences.

(Reference: ACMP Standard, Process Group 3 – Develop Communication Plan; Inputs: Current communication environment and stakeholder analysis.)

Execution requires integration ofresources, strategies, timelines, communications, and learning activities. ACMP identifies these as the key building blocks of execution. Combining them ensures alignment between what is planned and what is implemented. While other options contain useful elements, option B comprehensively includes the essential factors needed tocarry out the plan as designed.

(Reference: ACMP Standard, Process Group 4 – Execute; Activities: Coordinate resources, implement communications, deliver training, and manage resistance.)

Thechange management leadis accountable for ensuring change management activities are properly coordinated, applied, and monitored. While sponsors provide leadership and stakeholders participate, the change management lead ensures integration of plans, tracks progress, and adjusts activities as needed. Change agents support by influencing peers, but they are not accountable for overall coordination. ACMP clearly defines thechange lead’s role as orchestrator of the processacross all groups.

(Reference: ACMP Standard, Process Groups 2–5; Role of Change Lead: Develop, coordinate, execute, and monitor change management activities.)

In ACMP practice, resource planning involves assessingskill gapsacross impacted groups and support roles. If the gap analysis demonstrates thatexisting internal staff already possess the required competencies, then external consultants are not justified. Resource augmentation decisions are made based on evidence from skill inventories, competency analysis, and readiness assessments. Budgeting and definition clarity are relevant, but the decisive factor in rejecting consultants is proof thatinternal capacity is sufficient. This reflects both responsible resource use and alignment with ACMP’s principle of leveraging existing organizational strengths before seeking outside support.

(Reference: ACMP Standard, Process Group 3 – Develop Plan; Resource Plan: Define roles, assess skills, identify gaps, and plan to close gaps with internal or external resources.)

ACMP emphasizes that when project and change managers collaborate for the first time, thefirst step is clarifying roles and responsibilities. This ensures alignment, avoids duplication, and sets expectations for collaboration. Stakeholder analysis (C) and monitoring tools (D) are important but premature without clarity on responsibilities. Sending a newsletter (A) adds no strategic value. Option B best aligns with ACMP’s guidance on establishing effective partnership between project and change managers.

(Reference: ACMP Standard, Process Group 1 – Evaluate; Activity: Clarify roles and responsibilities to align change and project management efforts.)

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.)