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NEW QUESTION # 50
Who conducts the lessons learned evaluation?
Answer: B
Explanation:
ACMP notes that thechange management lead, often in collaboration with theproject manager, conducts the lessons learned evaluation. This ensures both technical and people-side perspectives are included. While sponsors (C) and broader teams (D) may contribute input, the responsibility lies with those accountable for the initiative's delivery. Option A excludes the change lead, which is incorrect. Therefore, option B is the most accurate.
(Reference: ACMP Standard, Process Group 5 - Close; Activity: Change lead and project manager conduct lessons learned evaluation.)
NEW QUESTION # 51
What is the role of human resource management in a major change effort?
Answer: A
Explanation:
ACMP frames Human Resources as astrategic partnerin change efforts. Beyond administrative hiring/firing, HR ensures thattalent deployment, skills alignment, and workforce strategiesenable successful adoption.
HR collaborates with change leaders to identify where skills must be developed, how performance management systems reinforce new behaviors, and how recognition and rewards sustain the change. By focusing on theeffective use of people, HR connects workforce planning to change adoption and benefits realization. Options A, C, and D describe tactical or narrow roles, but ACMP emphasizes HR'sstrategic function in aligning people and organizational goals.
(Reference: ACMP Standard, Process Group 3 - Resource Plan; and ACMP Standard, Execution: Align HR systems such as performance, rewards, training with change goals.)
NEW QUESTION # 52
Who is responsible for ensuring the outputs of the lessons learned session are applied to future change projects?
Answer: C
Explanation:
ACMP assigns thechange management leadresponsibility for ensuring lessons learned outputs are documented and applied in future projects. The lead synthesizes insights and shares them across the organization to enhance change maturity. Sponsors may support and external parties may provide perspective, but accountability lies with the change lead as the professional steward of change management practices.
(Reference: ACMP Standard, Process Group 5 - Close; Activity: Capture and apply lessons learned; Role of Change Lead.)
NEW QUESTION # 53
What does the change management lead need to do to sustain sponsor engagement?
Answer: D
Explanation:
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.)
NEW QUESTION # 54
What are three key inputs for developing a sponsorship plan?
Answer: D
Explanation:
ACMP states that asponsorship planis developed using:
* Thesponsorship strategy(how sponsors will be engaged overall).
* Stakeholder analysis(to identify where sponsorship is required and what influence sponsors must exercise).
* Sponsor assessment(to understand current sponsor effectiveness and gaps).The charter and business case inform higher-level strategy but are not direct inputs to the sponsorship plan. Therefore, option A accurately lists the three critical inputs.(Reference: ACMP Standard, Process Group 2 - Sponsorship Strategy and Plan; Inputs: Stakeholder analysis and sponsor assessment; Output: Detailed sponsorship plan.)
NEW QUESTION # 55
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