What is the added value of a change plan? Note: There are 2 correct answers to this question.
A, D
Explanation:
A change plan in SAP’s Organizational Change Management framework is a structured tool that
outlines the scope, activities, and timeline for managing the people side of a project, such as an SAP
cloud implementation. Option A is correct because coordinating and monitoring progress is a core
function of the change plan—it ensures that all change management activities (e.g., communication,
training, stakeholder engagement) are executed in sync with the project timeline. Option D is also
correct because identifying and securing resources (e.g., change agents, trainers, or tools) is critical
for effective execution, and the change plan serves this purpose by mapping out resource needs.
Option B is incorrect because ranking activities by importance is not a primary function of the change
plan; prioritization may occur, but it’s not the focus. Option C is also incorrect—while the change
plan aligns with the project plan, its primary value is not to update the overall project plan but to
support the change management effort specifically.
Extract from SAP OCM Concepts: The change plan aligns with SAP Activate’s emphasis on structured
preparation and execution, ensuring resources and activities are managed effectively (SAP Activate
Methodology, Change Management Workstream).
What is the added value of a high-level change impact analysis? Note: There are 3 correct answers to
this question.
A, B, D
Explanation:
A high-level change impact analysis (CIA) is conducted early in an SAP project (typically in the
Prepare or Explore phase of SAP Activate) to assess the scope and scale of changes. Option A is
correct because identifying risks (e.g., resistance or resource gaps) early allows integration into the
project’s risk management strategy. Option B is correct as it provides a broad overview of change
impacts across business units, processes, and people, setting the stage for detailed analysis later.
Option D is correct because it helps the change manager focus efforts on high-impact areas, such as
training or communication for affected groups. Option C is incorrect—while it may indirectly
highlight resistance, identifying opponents is a function of stakeholder analysis, not the CIA’s primary
purpose. Option E is also incorrect; communication inputs are derived from the CIA but are not its
core added value—tangible implications are a byproduct, not the focus.
Extract from SAP OCM Concepts: The high-level CIA aligns with SAP Activate’s Prepare phase,
providing a foundation for risk mitigation and resource allocation (SAP Activate, OCM Framework).
What are typical topics for a change assessment at the beginning of an SAP cloud implementation?
Note: There are 3 correct answers to this question.
A, D, E
Explanation:
A change assessment at the start of an SAP cloud project (typically in the Prepare phase) evaluates
the organization’s readiness for change. Option A is correct because understanding the company’s
change culture (e.g., openness to innovation) sets the tone for the approach. Option D is correct as it
assesses the organization’s existing change management capabilities (e.g., skills, tools), identifying
gaps to address. Option E is correct because gauging stakeholders’ attitudes (e.g., support or
resistance) is critical for planning engagement strategies. Option B is incorrect—defining the scope of
change management is an outcome of the assessment, not a topic itself. Option C is also incorrect;
the project vision and benefits are defined by project leadership, not assessed as part of the change
assessment.
Extract from SAP OCM Concepts: The change assessment in SAP Activate’s Prepare phase focuses on
readiness factors like culture, capabilities, and stakeholder perspectives (SAP OCM Framework).
How would you assign the responsibilities for organizational change management in a cloud project?
Note: There are 2 correct answers to this question.
A, C
Explanation:
Responsibility assignment in SAP OCM depends on project scale. Option A is correct because large
projects require specialized expertise, so a dedicated change manager or team is typical to handle
complexity. Option C is correct as small projects often lack resources for a separate change manager,
so the project manager assumes this role. Option B is incorrect—business leaders may support
change but are not typically responsible for managing it, as this requires specific OCM skills. Option D
is incorrect; the project sponsor provides oversight and support, not direct responsibility for
execution, regardless of size.
Extract from SAP OCM Concepts: SAP Activate recommends tailoring OCM roles to project size, with
dedicated resources for large implementations and consolidated roles for smaller ones (SAP OCM
Framework).
What are possible options for setting up organizational change management in the project
organization? Note: There are 3 correct answers to this question.
B, D, E
Explanation:
OCM can be integrated into an SAP project in various ways. Option B is correct because treating OCM
as a cross-topic ensures it spans all project areas (e.g., communication, training), aligning with SAP
Activate’s holistic approach. Option D is correct as a subproject allows OCM to have its own plan and
resources under the main project. Option E is correct because a staff unit (e.g., reporting to the
project lead) provides dedicated support without separate project status. Option A is incorrect—
OCM is rarely a standalone project, as it supports the main implementation. Option C is also
incorrect; embedding OCM in functional sub-projects dilutes its focus across technical areas.
Extract from SAP OCM Concepts: SAP Activate supports OCM as a cross-functional, subproject, or
staff function to ensure alignment with project goals (SAP OCM Framework).
In the SAP Activate Explore phase, the project team conducts fit-to-standard workshops to identify
gaps between business requirements and the SAP best practice standard. Which change
management challenge is typical for this phase?
C
Explanation:
During the Explore phase, fit-to-standard workshops focus on aligning business processes with SAP’s
best practices, often revealing changes to current ways of working. Option C is correct because
managers may resist the cloud standard if it reduces customization or control, a common challenge in
this phase. Option A is incorrect—lack of OCM awareness is more typical in the Discover or Prepare
phase. Option B is incorrect; user adoption issues emerge post-go-live (Run phase), not in Explore.
Option D is also incorrect; go-live readiness concerns arise in the Deploy phase, not Explore.
Extract from SAP OCM Concepts: Resistance to standardization is a key challenge in the Explore
phase, requiring targeted stakeholder engagement (SAP Activate, OCM Workstream).
Which advice fosters a successful delivery of change communication activities? Note: There are 2
correct answers to this question.
A, D
Explanation:
Effective change communication in SAP projects balances reach and clarity. Option A is correct
because a mix of channels (e.g., emails, workshops, videos) ensures broad coverage and suits
different preferences. Option D is correct as a compelling change story articulates the “why” and
“what” of the project, fostering buy-in. Option B is incorrect—while overcommunication can
overwhelm, the advice to “not overcommunicate” lacks specificity and isn’t a proactive strategy.
Option C is also incorrect; over-reliance on digital channels may exclude non-digital users and isn’t
universally effective.
Extract from SAP OCM Concepts: SAP OCM emphasizes a varied communication approach and a
strong narrative to drive engagement (SAP OCM Framework).
What are success factors for the different dimensions of the change management framework? Note:
There are 3 correct answers to this question.
A, C, D
Explanation:
SAP’s OCM framework includes dimensions like realization, leadership, and effectiveness. Option A is
correct because change realization involves supporting business units to adopt new models post-
implementation. Option C is correct as change leadership requires ongoing stakeholder management
to sustain support. Option D is correct because effectiveness relies on diverse metrics (e.g., adoption
rates, satisfaction) to assess impact. Option B is vague and not a specific success factor—meeting
expectations is an outcome, not a driver. Option E, while important, is a communication tactic, not a
framework-wide success factor.
Extract from SAP OCM Concepts: Success factors in SAP OCM include support for realization,
continuous leadership, and robust effectiveness measures (SAP OCM Framework).
What is the difference between the high-level and the detailed change impact analysis?
B
Explanation:
The high-level CIA provides a broad overview, while the detailed CIA dives deeper. Option B is correct
because the high-level analysis assesses impacts at a business unit level (e.g., departments affected),
while the detailed analysis drills down to specific processes (e.g., order-to-cash changes). Option A is
incorrect—both are typically facilitated by the change manager. Option C is incorrect; both analyses
consider as-is and to-be states, but the high-level is less granular. Option D is incorrect—high-level
CIA occurs in Prepare/Explore, detailed in Explore/Realize, not as specified.
Extract from SAP OCM Concepts: High-level CIA is broad and unit-focused, while detailed CIA is
process-specific (SAP Activate, OCM Workstream).
What are the key target groups of the learning needs analysis of an SAP project?
D
Explanation:
The learning needs analysis (LNA) in an SAP project identifies training requirements for those directly
involved or impacted. Option D is correct because the project team (e.g., implementers) and
business users (e.g., end-users) are the primary groups needing enablement to execute and adopt
the solution. Option A is too broad—managers and employees include non-users. Option B is
incorrect; software providers are external and not typically trained. Option C is incorrect—suppliers
are not primary targets for internal system training.
Extract from SAP OCM Concepts: The LNA targets project team and business users to ensure effective
enablement (SAP Activate, Enablement Workstream).
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).