ACMP emphasizes that project and change plans must bealigned, not competing or siloed. Alignment ensures technical deliverables (project management) and people-focused activities (change management) reinforce each other, avoiding duplication and confusion. Making one plan the "master" (A, B) risks imbalance, while independence (C) causes misalignment. Thus, the correct approach is option D - alignment between project and change management plans.
(Reference: ACMP Standard, Process Group 2 - Integration; Activity: Align change management and project management plans to increase efficiency and reduce duplication.)

Thebusiness caseprovides a structured explanation of opportunities, risks, consequences, and benefits associated with the change. It ensures stakeholders understand why the change is required and how it aligns with strategic objectives. Change definition (C) focuses on scope, success measures (B) define evaluation, and research (A) provides background but not justification. Thus, option D is correct.
(Reference: ACMP Standard, Process Group 2 - Case for Change; Output: Business case articulates rationale, risks, and benefits.)

A sustainability strategy ensures that adoption isreinforced over time. ACMP identifiesrewards and recognition systemsas critical components, since they motivate stakeholders to maintain new behaviors and discourage reversion to old ways. Readiness (A) occurs before implementation, schedules (B) are project- oriented, and resource planning (D) addresses capacity, not sustainability. Thus,rewards and recognition (C) are essential to sustain adoption.
(Reference: ACMP Standard, Process Group 4 - Execute; Sustainability Plan activities: Include reinforcement through rewards and recognition.)

ACMP identifieschange impact assessmentand thestakeholder engagement strategyas the two key inputs for readiness strategy. Impact assessment determines the depth and scope of change; engagement strategy ensures stakeholders are identified and prepared. Together, these inputs guide readiness activities and tailor interventions. Budget, resource plans, or impact "results" are supportive but not the primary critical inputs.
(Reference: ACMP Standard, Process Group 2 - Change Impact and Readiness Strategy; Inputs: Stakeholder engagement strategy and impact analysis.)

The ACMP Standard states that a strong communication plan is built onthree critical inputs:
* Change impact assessment(defines what will change and who is impacted).
* Organizational change readiness assessment(measures preparedness to receive messages).
* Stakeholder analysis(identifies audiences and influencers).Customer input (A, D) and operational strategies (C) may provide context, but they are not the essential core inputs. Option B matches ACMP guidance for communication planning.(Reference: ACMP Standard, Process Group 3 - Communication Plan; Inputs: Impact assessment, readiness assessment, and stakeholder analysis.)