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.)

ACMP emphasizes that communications are most effective when tailored toaudience trust. For personal questions like "What's in it for me?", employees expect to hear from theirdirect supervisors, who understand their roles, daily work, and concerns. Executives are the best senders of enterprise-level "why" messages, and the change management team ensures consistency of strategy. HR provides procedural clarity but lacks the direct authority over daily impact. Thus,supervisors are the preferred sendersfor WIIFM communication.
(Reference: ACMP Standard, Process Group 4 - Execute Plan; Communications activities: Define senders
/receivers for message types; Linkage to stakeholder analysis and impact assessment.)

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.)

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.)

Thesponsorship planoutlines how sponsors will be engaged, coached, and supported throughout the change.
According to ACMP, this plan includes expectations for visible behaviors, communications, and governance participation. Sponsor assessments (B and D) help evaluate readiness and alignment, while strategy (C) is higher-level. Theplan(A) provides actionable guidance, ensuring the sponsor understands roles and receives support.
(Reference: ACMP Standard, Process Group 2 - Sponsorship Plan; Output: Define sponsor responsibilities and provide coaching/support activities.)