Standard for Change Management Change Log

At this time, there is no formal notification process to make applicants and members aware of minor updates to the Standard for Change Management.

If you are studying for your exam, it is critical to occasionally re-download the Standard, directly from the ACMP, to ensure you are studying from the most up to date version.

Until March 30th, 2026, the CCMP exam is based upon Version 1.0 of the Standard for Change Management. You should be studying from acmp_standard_2024_09_25. Please see below for more details to ensure you are working from the correct document.

What follows are the changes that I have identified, in case you are mid-studying and the Standard has changed.

How to Identify the Document Version

As there is no official version control process, the way to determine which version you have is via the file name.

The exam is based in English, so what follows are references to the English version of the Standard.

• acmp_standard_2.0_final_v2
• acmp_standard_2024_09_25
• acmp_standard_2023_12_11
• ACMP_Standard_2019_03_21

Standard Version 2.0 – Released Aug 26, 2025

As of this writing, this is the most up-to-date version of the Standard. If you are writing your exam on or after April 1st, 2026, use this.

What’s Changed in Version 2?

Change Log

• General
  • This version uses “The Standard©” instead of “ACMP’s Standard”.
  • There are several minor grammatical and typo errors corrected. For example, a wayward colon in 3.6, the definition of Change Risk, and changing “3.14 to say “the organization that is accountable for” instead of “organization accountable”. I have not included these very minor types of changes below.
  • Several formatting improvements, ie the Ethics section.
  • All instances of “Charter” in inputs/outputs are now “Project Charter”
• Foreward
  • Completely new.
• Introduction
  • New sentence in the third paragraph. The practices described in the Standard are in line with the skills and knowledge assessed in the Certified Change Management Professional (CCMP) certification exam.
• 4.3 Types of Organizational Change
  • New sentence at the end of the section. “The lists of activities shown in the following chapterse are merely lists and are not intended as a recommended execution sequence.”
  • The first paragraph from section 4.4 Relationship to Project Management is now located here, at the end of section 4.3
• 4.4 Relationship to Project Management
  • Missing word filled in! Risks section: ” Change management focuses on risks to the adoption of the change, threats to the realization of the expected benefits, and threats to sustaining the change.”
• 4.6 Change Management Roles and Responsibilities
  • New order of roles: Change Management Lead, Change Management Practitioner, Change Management Team.
  • Old order of roles: Change Management Practitioner, Change Management Team, Change Management Lead.
  • Change Management Lead definition now includes “and evaluates change management outcomes.”
  • Change Management Team definition now includes ” As an integrated team, the group carries out all functions required to facilitate the transition of stakeholders from current to future state.”
  • Transition now reads “Additional or consolidate roles may be required based upon the complexity of the goals set for the change and together form a change network. A key responsibility of change management professionals is coaching change leaders and providing a roadmap for change leadership activities.”
  • Change Agents now reads “These individuals may be selected for their network, informal leadership, and influence over other individuals or groups.
  • Change Agents previously read “These individuals may be selected for their (informal, non-hierarchical) network and influence (without authority) over other individuals or groups.”
  • Additional group: “Change Leaders: Individuals who visibly and actively promote the change, ready their teams, and support integration of the change into regular operations. Effective leadership from organizational leaders is essential for successful change outcomes.”
• 4.8 Change Readiness (New Section)
• 5. Change Management Process
  • Final sentence now reads “The following process groups are used to organize and elaborate on the processes performed by Change Management Practitioners before, during, and after the change intiative.”
  • Previously read “The following process groups are used to organize and elaborate on the processes performed by change management practitioners during the change initiative.”
• 5.1 Evaluate Change Impact and Organizational Readiness
  • Now reads “It may be valuable to revisit some of them as new insight is gaineda bout the change.”
  • Previously read “These processes are closely linked ot the order in which they are typically performed.”
  • Now reads “1. Define the change and why it is required.”
  • Previously read “1. Define the change and why it must occur.”
  • Inputs
    • Success Measures
    • Criteria and Measures for Change Success, and future state Benefits
  • Outputs
    • Project Charter (Updated)
• 5.1.2 Determine Why the Change is Required
  • Inputs
    • Change Definition
    • Project Charter
    • Success Measures
    • Criteria and Measures for Change Success, and future state Benefits
  • Outputs
    • Business Case (Updated)
    • Project Charter (Updated)
    • Case for Change
• 5.1.3 Develop a Vision of the Future State
  • New sentence “The future state Vision Statement should be developed in consultation with program leadership to ensure alignment”
• 5.1.4 Determine Change Management Roles and Responsibilities (New Section)
• 5.1.5 Identify Goals, Objectives, and Success Criteria (Previously 5.1.4)
  • Inputs
    • Project Charter
  • Outputs
    • Success Criteria and Measures
    • Criteria and Measures for Change Success, and future-state Benefits
• 5.1.6 Identify Sponsors Accountable for the Change (Previously 5.1.5)
  • Now reads “The purpose of Identify Sponsors Accountable for the change and assess their alignment with, and commitment to, the change is to connect the change to its owners and determine accountability requirements.
• 5.1.7 Identify Stakeholders Affected by the Change
  • Now reads “The process should group stakeholders to facilitate organizational and individual change activities. A comprehensive Stakeholder Analysis is used and may get updated in the development of the Change Management Strategy. “
  • Previously included “The process also establishes roles within the change initiative and may identify individuals or groups with multiple roles.”
• 5.1.8 Conduct the Change Impact Assessment (Previously 5.1.7 Assess the Change Impact)
• 5.1.9 Assess Alignment of the Change with Organizational Strategic Objectives and Performance Measurement
  • Inputs
    • Current Vision Statement
    • Organizational Vision Statement
    • Future State Vision Statement
    • Vision Statement
    • Risk Plan
    • Change Risks
  • Outputs
    • Modifications to Organizational and Enterprise Performance Targets (Goals and Objectives)
    • Modifications to Strategic Plan
    • Modification of Business Case
    • Modification of Vision Statement
• 5.1.12 Assess Organizational Capacity for Change (Previously 5.1.11)
  • Operational ability to absorb change
  • Ability to absorb additional change
  • change maturity, which is the extent to which the organization uses change or project management methodologies, techniques, and tools.
  • Inputs
    • Competency Assessment
    • Stakeholder Assessment Analysis
    • Inventory of Current Change-Related Resources
  • Outputs
    • Comptency Assessment
• 5.1.13 Assess Organizational Readiness for Change
  • Inputs
    • Sponsorship Alignment Assessment Sponsor Assessment
    • Change Risks Assessment
• 5.1.14 Assess Communication Needs and Channels (Previously 5.1.13 Assess Communication Needs, Communication Chanells, and Ability to Deliver Key Messages)
  • The purpose of Assess Communication Needs and Channels, including ability to deliver key messages, is to determine the communication effort required to support the transition to the future state.
• 5.1.16 Conduct Change Risks Assessment (Previously 5.1.15)
  • Outputs
    • Risk Register
• 5.2 Formulate the Change Management Strategy
  • The Change Management Strategy clearly states the Case for Change (sometimes referred to as the change case) and highlights program-specific approaches to develop and deliver all in-scope change management workstreams, which may include:
  • The list of items is now split into two separate lists and the first section is all strategies, ie Stakeholder engagement strategy, resource strategy. Now reads
    • Resource Strategy
    • Communication Strategy
    • Sponsorship Strategy
    • Stakeholder Engagement Strategy
    • Readiness Strategy
    • Learning and Development Strategy
    • Measurement and Benefit Realization Strategy
    • Sustainability Strategy
    • The above strategies may include a focus on the following:
    • Leadership alignment
    • Organization and process design
    • Culture and behavior change
    • Change impact management
    • Change performance management
    • Risk management
  • Previously read
    • Sponsor accountabilities and activities
    • Leadership alignment
    • Stakeholder engagement
    • Communication
    • Organization and process design
    • Culture and behavior change
    • Impact assessment and management
    • Readiness planning
    • Learning and development
    • Performance management
    • Risk management
    • Benefit realization and sustainability management
• 5.2.1 Develop the Resource Strategy (New Section)
  • This new section ensures a Resource Strategy is in place, prior to the previous Resource Plan section which did not show up until Process Group 5.3 Develop the Change Management Plan
• 5.2.2 Develop the Coummunication Strategy (Previously 5.2.1)
  • Using message feedback
  • using quantitative and qualitative feedback
  • Inputs
    • Project Charter and Project Documentation
• 5.2.3 Develop the Sponsorship Strategy (Previously 5.2.2)
  • Inputs
    • Sponsorship Alignment Assessment Sponsor Assessment
    • Change Risks Assessment
    • Criteria and Measures for Change Success, and future-state Benefits
• 5.2.4 Develop the Stakeholder Engagement Strategy (Previously 5.2.3)
  • Inputs
    • Current State Analysis
    • Current Communication Channels, Tools and Methods
    • Culture Assessment
    • Change Risks Assessment
    • Criteria and Measures for Change Success, and future-state Benefits
• 5.2.5 Develop the Change Impact and Readiness Strategy (Previously 5.2.4)
  • Substantial rewrite. Now reads “The purpose of Develop the Readiness Strategy is to focus on what actions nad activities need to be completed in advance of the change being implemented. It includes the readiness criteria for implmementation, the governance structure, and accountability for readiness activities. The readiness criteria are essential benchmarks that determine if the organization is prepared to adopt hte change.
    Readiness management is a critical activity that supporst meeting key pre-implementation milestones and ensures a smooth transition to new ways of working.”
  • Previously read “The purpose of Develop the Change Impact and Readiness Strategy is to define the approach, scope, roles, and responsibilities in undertaking detailed impact analysis and readiness plkanning for implementing the change. Understanding the specific impacts on people, processes, tools, organizational structure, job roles, and technology will inform all areas of the change strategy and is critical for developing the Training Strategy and Readiness Strategy.
    The Readiness Strategy focuses on what actions and activities need to be completed in advance of the change being implemented. It includes the readiness criteria for implmentation, the governance structure, and accountability for readiness activities that will determine if the organization is ready to accept the change. Readiness management is a critical activity that supports projects meeting key pre-implemntation milestones and ensures a smooth transition to new ways of working.”
  • Inputs
    • Organizational Change Readiness Assessment
    • Resource Strategy
    • Communication Strategy
  • Outputs
    • Change Impact and Readiness Strategy
• 5.2.6 Develop the Learning and Development Strategy (Previously 5.2.5)
  • Key learning and development methods may include the following:
    • mentoring and coaching
  • Inputs
    • Coummunication Strategy
    • Stakeholder Engagement Strategy
    • Learning Environment & Technology
    • Learning Evaluation Techniques
• 5.2.7 Develop the Measurement and Benefit Realization Strategy (Previously 5.2.6)
  • Inputs
    • Strategic Plan
    • Case for Change
    • Success Criteria Criteria and Measures for Change Success, and future-state Benefits
    • Sponsorship Strategy
    • Stakeholder Analysis
  • Outputs
    • Revised Performance and Rewards Targets (Updated)
• 5.2.8 Develop the Sustainability Strategy
  • The Sustainability Strategy should cover the following:
  • Communication (ongoing socialization of the change) Ongoing coummunication of the change
  • Knowledge transfer Learning and Development
  • Continuous process improvement
  • Inputs
    • Project Charter and Project Documentation
    • Success Criteria and Measures Criteria and Measures for Change Success, and future-state Benefits
    • Sponsorship Strategy
    • Stakeholder Analysis
    • External Environment Impact Assessment
• 5.3.1 Develop a Comprehensive Change Management Plan
  • Impact Assessment and Readiness Plan: Identifies the actions, roles, and responsibilities for detailed impact analysis following the high-level impact analysis undertaken in the assessment phase described in 5.1 Evaluate Change Impact and Organizational Readiness. It details how nad when impacts will be captured during the design, build, and impelment phase of hte project, including impact categorization and mapping and ownership of impact mitigation and management. Identifies the organization/customer readiness criteria, measures and readiness management approach.
• 5.3.1.1 Develop the Resource Plan
  • The purpose of Develop the Resource Plan is to define the financial, human, information, and physical resources needed to implement the expected benefits of the change effort.
  • To ensure that the correct appropriate resources fill key roles in the change effort, skills and capabilities must be defined, along with the number of people required for each role.
  • New section: Information Resources.
    The Resource Plan defines the type of raw data or information resources which are required to support the change management effort. It details how that information will be handled and processed. Examples include data records, reports, and survey results.
  • Inputs
    • Change Resources Inventory
    • Change Management Resources, Roles, and Responsibilities Strategy
    • Resource Strategy
• 5.3.1.2 Develop the Communication Plan (Previously 5.3.1.4)
  • This is relocated, so that it comes before the Sponsorship and Stakeholder subprocesses. Now it aligns with 5.2 Develop the Change Strategy.
  • Inputs
    • Current Communication Channels, Tools and Methods
    • Key Messages
    • Learning and Development Strategy
    • Project Charter and Documentation
    • Project Schedule and Plan
    • Stakeholder Engagement Strategy
    • Transition Strategy
    • Resource Plan
    • Readiness Strategy
• 5.3.1.3 Develop the Sponsorship Plan (Previously 5.3.1.2)
  • Inputs
    • Sponsorship Alignment Assessment
• 5.3.1.4 Develop the Stakeholder Engagement Plan (Previously 5.3.1.3)
  • A number of Several tactics can be employed in a Stakeholder Engagement Plan.
  • Inputs
    • Communication Strategy
    • Sponsor Assessment
    • Resource Plan
• 5.3.1.5 Develop the Readiness Plan (New Section)
• 5.3.1.6 Develop the Learning and Development Plan (Previously 5.3.1.5)
  • Inputs
    • Learning Needs Assessment
    • Resource Plan
• 5.3.1.7 Develop the Measurement and Benefit Realization Plan (Previously 5.3.1.6)
• 5.3.1.8 Develop the Sustainability Plan (Previously 5.3.1.7)
  • Inputs
    • Status Report/Benefits Gap Analysis
    • Change Risks Assessment
    • Sustainability Strategy
    • Measurement and Benefit Realization Plan
• 5.3.2 Integrate the Change Management and Project Plans
  • Now reads “The purpose of Integrate the Change Management and Project Plans is to ensure alignment with the overall objectives and strategy. The relationship between Change Management and Project Management is highly dependent on the nature of the change program effort, as defined in 4.4 Relationship to Project Management.”
  • The Change Management Lead will may monitor the Change Management Plans separately to ensure alignment with the project and communicate updates to the appropriate team members.
  • Inputs
    • Project Charter and Project Documentation
    • Project Schedule and Plan
• 5.3.4 Develop Feedback Mechanisms to Monitor Performance to Plan
  • New section “The purpose of Develop Feedback Mechanisms to Monitor Performance to Plan is to establish processes for collecting and analyzing data that indicate how well the effort is progressing compared to planned objectives and milestones.”
  • Inputs
    • Project Schedule and Plan
• 5.4.1.1 Execute the Resource Plan
  • New section “The purpose of Execute the Resource Plan is to implement the plan for allocating, managing and optimizing the financial, human, information and physical resources necessary to successfully execute the change effort.” Executing the coordination of finances, people, information and physical resources is necessary to ensure delivery of the Resource Plan.
  • Inputs
    • Change Management Plan
    • Project Schedule and Plan
  • Outputs
    • Change Management Plan
    • Financial Resources Update/Impact Reports Financial Resources Report
    • Human Resources Update/Impact Reports Human Resources Report
    • Information Resources Update/Impact Reports Information Resources Report
    • Physical Resources Update/Impact Reports Physical Resources Report
• 5.4.1.2 Execute the Communication Plan
  • New section “The purpose of Execute the Communication Plan is to implement the activities outlined in the Communication Plan, ensuring that stakeholders receive timely, clear, and relevant information throughout the change to foster understanding, engagement, and support.”
  • New section in Feedback “The feedback can be gathered through different means, and it is important to include the change network in this task for their insights and frontline perspective.”
  • Outputs
    • Communication Delivery Activities
• 5.4.1.3 Execute the Sponsorship Plan
  • New section “The purpose of Execute the Sponsorship Plan is to implmenet the activities designed to engage and leverage leaders and stakeholders in actively supporting, promoting, and driving the change.”
• 5.4.1.4 Execute the Stakeholder Engagement Plan
  • These reviews should involve regular communication with leaders, the change network, and supporting functions as needed, to ensure resistance is properly managed.
• 5.4.1.5 Execute the Readiness Plan (New Section)
• 5.4.1.6 Execute the Learning and Development Plan (Previously 5.4.1.5)
  • New section “The purpose of Execute the Learning and Development Plan is to implement the training, skill-building activities, and knowledge transfer initiatives that equip stakeholders with the necessary understanding, competencies, and tools to adapt and thrive.”
  • Inputs
    • Supporting Learning and Development Materials (e.g. job aids)
    • Change Resources, Roles, and Responsibilities Plan Resource Plan
  • Outputs
    • Learning and Performance Evaluation Reports
    • Learning and Development Activities
    • Learning and Development Reports
• 5.4.1.7 Execute the Measurement and Benefit Realization Plan (Previously 5.4.1.6)
  • New section “The purpose of Execute the Measurement and Benefit Realization Plan is to implement processes for tracking and quantifying the outcomes and value generated by the change.”
  • Inputs
    • Change Management Plan
  • Outputs
    • Measurement and Benefit Realization Activities
• 5.4.1.8 Execute the Sustainability Plan (Previously 5.4.1.7)
  • New Section “Learning and Development: Ongoing learning content that will be relevant for people joining the organization and to refresh skills.”
  • Inputs
    • Measurement Baselines Measurement and Benefit Realization Plan
  • Outputs
    • Communication Events
    • Benefits Reviews
    • Business Performance Reports
    • Evaluations and Reviews
    • Sustainability Activities
• 5.4.2 Modify the Change Management Plans as Required
  • Inputs
    • Project Schedule and Plan Project Management Plan
• 5.5 Complete Close the Change Management Effort
  • Now reads “The close effort defines a distinct transition to maintenance or sustaining activities.”
  • Previously read “The close effort is the point at which there is a distinct transition to maintenance or sustaining activities.”
• 5.5.1 Evaluate the Change Outcome Against the Objectives
  • New section “The purpose of Evaluate the Change Outcome Against the Objectives is to analyze the results of the change intiative in comparison to the original goals, objectives and success criteria and hence determine the extent to which the intended benefits and improvements have been realized.”
  • Outputs
    • Change Objectives Analysis Outcomes and Next Steps
    • Change Outcome Evaluation Report
• 5.5.2 Design and Conduct Lessons Learned Evaluation and Provide Results to Establish Internal Best Practices
  • Now reads “The purpose of Design and Conduct Lessons Learned Evaluation, including providing results to establish internal best practices…”
  • New subsection (title only, content remains the same) 5.5.2.3 Identify and Document Recommended Actions for Future Changes
  • Now reads “What advice would you give to future teams?” “What advice would be helpful for future teams?”
  • Outputs
    • Lessons Learned Evaluation Document
• 5.5.3 Gain Approval for Closure, Transfer of Ownership, and Release of Resources
  • New section “The purpose of Gain Approval for Closure, Transfer of Ownership, and Release of Resources including sutainability accountability and celebrate /reward success, is to formally conclude the change management initiative while ensuring its long-term success. This process involves obtaining final approvals, transferring responsibilities, recognizing achievements, and reallocating resources to support the organization’s ongoing transformation.”
  • 5.5.3.1 Gain Approval for Completion Closure
  • Inputs
    • Lessons Learned Report Evaluation Document
    • Agreement on Ownership Transfer
    • Future Strategy Plan
  • Outputs
    • Change Initiative Completion Closure
    • Agreement on Transfer of Ownership
• Appendix A: ACMP Statement of Change Management
  • Now reads “The net result of this distinction between certifying a person as an “effective change manager” versus certifying in the practice of change management is that some knowledge and skill areas of an effective change manager will be out of scope from ACMP’s certification and standards process, at least for the initial development of Level 1 and Level 2 certifications.“
  • Knowledge and Skills
    • New Section “Adaptation of change management approach to the change context and drivers – Types of organizational change, external environmental factors assessment, complexity of change management.”
    • Now reads “Change management strategy, architecture, and planning – Change management architecture, strategy development, change management planning, impact and risk assessments, application of technologies in change management, communicating the value of change management in sustaining desired outcomes.”
    • Change leader/sponsor development – Now includes “identifying and developing change networks”
    • Now reads “Stakeholder engagement – Stakeholder identification and prioritization for engagement, engagement plan based on role and change impacts, implementation of assessment activities, communication and training activities, stakeholder feedback mechanisms, and change adoption reinforcement activities.”
    • Previously read “Stakeholder engagement – Stakeholder analysis, planning, and communication activities as needed to support a change”

2024_09_25 Version (Standard Version 1)

This is the version to utilize for exam study, for all exams written on or before March 30th, 2026.

Change Log:

• New 4.3.7 in Ethics
  • 4.3.7 Creating open and safe environments for collaboration of all those qualified to participate
• Previous 4.3.7 is now 4.3.8
  • 4.3.8
  • Refraining from engaging in the decision-making process or otherwise attempting to influence outcomes when we realize that we have a real or potential conflict of interest, unless or until we have made full disclosure to the affected stakeholders
• Add 4.5.3 in Ethics
  • 4.5.3 Nurturing an environment where diversity of perspectives is encouraged and differences of opinion can be discussed in a civil and respectful manner
• Updates to Ethics V. Adjudication and Appeals Process
  • Now Reads: The ACMP Board of Directors has appointed an Ethics Review Committee to review complaints pursuant to procedures approved by the ACMP Board and made public. Ethical complaints will be submitted through the Ethics Complaint Form, reviewed and adjudicated through the Ethics Review Committee, with findings/responses communicated to the Complainant and the ACMP Board of Directors. Violations of the ACMP Code of Ethics may result in corrective actions by ACMP.
  • Previously Read: The ACMP Board of Directors will appoint an Ethics Inquiry Task Force to review complaints and/or inquiries pursuant to procedures approved by the ACMP Board and made public. Ethical inquiries and or complaints will be submitted through the Ethics Inquiry Form, reviewed and adjudicated through the Ethics Inquiry and Compliance Committee, with findings/responses communicated to the complainant or inquirer and the ACMP Board of Directors. Violations of the ACMP Code of Ethics may result in sanctions by ACMP.

2023_12_11 Version

Change Log:

• Disclaimer & Notice – Paragraph 3
• President’s Forward
• Purpose of the Code of Ethics
• The Code of Ethics – Several substantial changes to the Ethics