ACMP specifies that assigning owners for each measure and target is crucial to ensure accountability

in benefits realization. Without clear ownership, tracking progress and achieving adoption goals

becomes fragmented. Training delivery (A), communication of the business case (B), and impact

analysis (D) are important activities but belong to other components of the change plan. In

measurement strategy, the focus is on defining metrics, targets, and accountable owners.

(Reference: ACMP Standard, Process Group 3 – Measurement and Benefits Realization Plan; Activity:

Define metrics and assign owners.)

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.)

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.)

When evaluating market factors, capacity, and saturation, the activity is an organizational change

capacity assessment. ACMP defines this as analyzing how much change the organization can absorb,

considering both external and internal factors. Readiness assessment (A) looks at willingness and

preparedness, culture assessment (B) focuses on values and behaviors, and alignment assessment

(C) ensures change supports strategic objectives. Option D specifically reflects capacity and

saturation analysis.

(Reference: ACMP Standard, Process Group 1 – Evaluate; Activity: Conduct change capacity and

saturation assessment.)

Engagement is best ensured through a stakeholder strategy, which specifies how each stakeholder

will be involved, supported, and motivated. Readiness (A) and impact analysis (B) provide insights

into where engagement is needed, and training strategies (D) address skill gaps. However, the plan

that directly ensures engagement of individuals is the stakeholder strategy. It aligns activities to

roles, influence, and readiness levels, making engagement intentional and personalized.

(Reference: ACMP Standard, Process Group 2 – Stakeholder Engagement Strategy; Outcome: Ensure

meaningful engagement of stakeholders in the change effort.)

ACMP emphasizes the importance of defining clear goals, objectives, and criteria for success before

rolling out change. These provide a tangible and measurable baseline for tracking progress and

adoption. Success criteria guide communications, training, resistance management, and sponsor

accountability. While alignment to strategy (C) and stakeholder commitment (A) are important, they

are broader considerations. Accountability (D) is part of sponsorship planning. The key purpose is to

establish measurable progress indicators to ensure the change achieves adoption and intended

outcomes.

(Reference: ACMP Standard, Process Group 2 – Formulate; Activity: Identify goals, objectives, and

criteria for success.)

Understanding of objectives and scope is measured through monitoring and feedback activities.

ACMP emphasizes the need for feedback loops such as surveys, workshops, and check-ins that assess

stakeholder clarity on project goals. Measurement and benefits realization (C) assesses adoption, not

understanding. Change impact assessments (D) identify scope but do not measure comprehension.

Sponsor assessments (A) evaluate sponsorship effectiveness, not general stakeholder clarity.

Therefore, option B aligns with ACMP guidance.

(Reference: ACMP Standard, Process Group 4 – Execute; Activity: Use feedback mechanisms to

measure understanding of scope and objectives.)

The sponsor is the accountable executive who owns the outcomes and benefit realization, secures

resources, resolves cross-functional issues, and models commitment. Enthusiasm and understanding

are helpful, but accountability is the defining characteristic in ACMP guidance. (Reference: ACMP

Standard, Sponsorship—accountability for change success; Process Groups 2–4: Sponsorship strategy

and engagement.)

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.)

ACMP outlines closure 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.)