A repeated stakeholder analysis for the management team of an impacted business unit reveals that
targeted communication activities for one opponent do not have the desired impact on the
opponent’s attitude. What would you recommend as a next activity?
C
Explanation:
When communication fails to shift an opponent’s attitude, escalation to a higher authority like the
project sponsor is a strategic move in SAP OCM. Option C is correct because the sponsor’s
involvement leverages their influence to address resistance, aligning with SAP’s emphasis on
leadership support in stakeholder management. Option A is incorrect—financial incentives are not a
standard OCM practice and may undermine genuine buy-in. Option B is impractical; steering
committee meetings are for decision-making, not resolving individual resistance. Option D could help
but is less effective than sponsor engagement, as enablement alone may not address deeper
concerns.
Extract from SAP OCM Concepts: SAP Activate recommends leveraging senior leadership (e.g.,
sponsors) to manage resistant stakeholders (SAP OCM Framework, Stakeholder Management).
What should you do as a change manager to ensure a good start to change management in an SAP
cloud project? Note: There are 3 correct answers to this question.
B, D, E
Explanation:
A strong start in SAP OCM (typically in the Prepare phase) requires readiness assessment and
alignment. Option B is correct because an as-is analysis (e.g., change culture, capabilities) establishes
a baseline. Option D is correct as managing expectations ensures stakeholders understand OCM’s
scope and limits, preventing misalignment. Option E is correct because identifying resources and
roles (e.g., change agents) ensures execution capacity. Option A is incorrect—collecting ideas is
unstructured and not a priority early on. Option C is incorrect; a detailed plan evolves later (Explore
phase), not at the start.
Extract from SAP OCM Concepts: SAP Activate’s Prepare phase emphasizes readiness analysis,
expectation management, and resource assignment (SAP OCM Framework).
What are typical roles for managing and executing enablement activities in an SAP project? Note:
There are 3 correct answers to this question.
A, B, E
Explanation:
Enablement in SAP projects involves specific roles to ensure effective training. Option A is correct
because the enablement administrator handles logistics (e.g., scheduling, tools). Option B is correct
as content developers and trainers create and deliver materials. Option E is correct because the
enablement lead oversees the strategy and execution. Option C is incorrect—process owners provide
input but don’t typically create or deliver content. Option D is incorrect; test managers validate
systems, not enablement content.
Extract from SAP OCM Concepts: SAP Activate’s enablement workstream defines roles like
administrator, trainer, and lead for effective learning (SAP Enablement Framework).
Why is it important to assess the communication needs of different stakeholder groups? Note: There
are 2 correct answers to this question.
C, D
Explanation:
Assessing communication needs ensures effective messaging in SAP OCM. Option C is correct
because it prevents under- or over-communication, maintaining engagement without overwhelming
stakeholders. Option D is correct as tailoring information (e.g., by role or impact) increases relevance
and adoption. Option A is incorrect—stakeholder identification precedes communication planning,
not vice versa. Option B is also incorrect; change impacts are assessed separately, not primarily
through communication needs.
Extract from SAP OCM Concepts: SAP OCM stresses tailored communication to avoid deficits or
overload (SAP OCM Framework, Communication Dimension).
Why is it important to continuously manage user adoption after the go-live of a new cloud solution?
Note: There are 2 correct answers to this question.
C, D
Explanation:
Post-go-live adoption management is critical in SAP cloud projects due to ongoing updates. Option C
is correct because cloud solutions (e.g., S/4HANA Cloud) release new features regularly, requiring
users to adapt continually. Option D is correct as monitoring adoption identifies barriers (e.g.,
resistance, skill gaps) for resolution. Option A is incorrect—attitude shifts may occur but aren’t the
primary focus. Option B is incorrect; infrastructure sizing is a technical concern, not an adoption
driver.
Extract from SAP OCM Concepts: SAP Activate’s Run phase emphasizes sustaining adoption through
feature updates and issue resolution (SAP OCM Framework).
What are typical topics covered by a change story for a cloud implementation? Note: There are 3
correct answers to this question.
A, C, E
Explanation:
A change story in SAP OCM communicates the project’s purpose and impact. Option A is correct
because benefits (e.g., efficiency gains) and investments (e.g., costs) justify the change. Option C is
correct as facts and figures (e.g., timeline, scope) provide clarity. Option E is correct because training
and enablement are key to adoption, often highlighted in the story. Option B is incorrect—“non-
targets” (what’s not changing) may be mentioned but isn’t typical. Option D is incorrect; risks and
issues are managed separately, not in the change story.
Extract from SAP OCM Concepts: The change story includes benefits, facts, and enablement to drive
buy-in (SAP OCM Framework, Communication).
What is the key benefit of capturing lessons learned towards the end of a cloud implementation?
D
Explanation:
Capturing lessons learned in SAP projects (typically in the Run phase) enhances future success.
Option D is correct because it builds organizational knowledge for subsequent transformations.
Option A is incorrect—hand-over is a separate process, not the key benefit. Option B is incorrect;
adoption activities are planned earlier, not ad-hoc from lessons learned. Option C is incorrect;
recognition is a byproduct, not the primary goal.
Extract from SAP OCM Concepts: Lessons learned in SAP Activate improve future change capabilities
(SAP OCM Framework).
How would you describe the different dimensions of SAP’s organizational change management
framework? Note: There are 3 correct answers to this question.
A, B, D
Explanation:
SAP’s OCM framework has key dimensions. Option A is correct—change strategy sets the foundation
(e.g., planning, scoping). Option B is correct as realization focuses on delivering benefits (e.g.,
adoption). Option D is correct because leadership equips managers to manage change and
resistance. Option C is incomplete—effectiveness evaluates impact but isn’t fully defined here.
Option E is a tactic, not a dimension; communication supports other dimensions.
Extract from SAP OCM Concepts: SAP OCM includes strategy, realization, and leadership as core
dimensions (SAP OCM Framework).
Which advice fosters a successful delivery of change effectiveness activities?
B
Explanation:
Change effectiveness in SAP OCM assesses impact through metrics. Option B is correct because a mix
of metrics (e.g., adoption rates, satisfaction) ensures comprehensive evaluation. Option A is
incorrect—open communication may help but isn’t specific to effectiveness delivery. Option C is
incorrect; lessons learned should be routine, not conditional. Option D is impractical—ROI for OCM is
hard to quantify precisely.
Extract from SAP OCM Concepts: SAP Activate recommends diverse metrics for effectiveness (SAP
OCM Framework, Effectiveness).
What are the benefits of a change story for an SAP cloud project? Note: There are 2 correct answers
to this question.
A, B
Explanation:
The change story drives alignment and consistency. Option A is correct because it standardizes
communication assets (e.g., presentations). Option B is correct as collaboration with stakeholders
builds consensus. Option C is incorrect—opponents may resist inclusion, and it’s not a primary
benefit. Option D is incorrect; the change story informs, but updates don’t directly refine the plan.
Extract from SAP OCM Concepts: The change story ensures consistent messaging and shared
understanding (SAP OCM Framework, Communication).