SAP Certified Associate - Organizational Change Management C_OCM_2503 Exam Practice Test

Answer : A, B

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).

Answer : A, C, E

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).

Answer : C, D

A change network kick-off meeting in SAP OCM launches the change agent network. Option C is correct because the change manager outlines the approach and agent roles, setting expectations. Option D is correct as the sponsor's input underscores the project's strategic value, motivating agents. Option A is incorrect---subproject managers focus on technical areas, not the change network. Option B is also incorrect; past experiences may inform planning but aren't a typical agenda item for agents. The focus is on role clarity and project significance.

''The change network kick-off includes the change manager defining roles and the sponsor reinforcing project importance to align and motivate agents'' (SAP Activate, Change Network Setup).

Answer : B, C

Dealing with opponents (stakeholders actively against the project) in SAP OCM requires proactive engagement. Option B is correct because preventing opponents from forming an alliance limits their collective impact, a strategy that involves monitoring interactions and addressing concerns individually to avoid a united front. Option C is correct as working to change their attitude---through tailored communication, involvement, or addressing specific objections---can convert opponents into supporters or neutrals, leveraging their influence positively.

Option A is incorrect; reducing influence (e.g., sidelining them) risks escalating resistance and alienating key leaders, which could harm project success. Option D is incorrect---ignoring opponents is risky, as their high influence (noted as ''important business leaders'') could derail progress; skeptics are less critical than active opponents. SAP OCM advocates managing resistance constructively rather than avoiding it.

''Strategies for opponents include preventing alliances and changing attitudes through engagement, ensuring their influence supports rather than hinders the project'' (SAP Activate, Stakeholder Management Guidelines).

Answer : B

Change enablement in SAP cloud implementations focuses on user adoption. Option B is correct because it encompasses all activities---training, workshops, support---that help people (end-users, key users) learn and adopt new SAP systems (e.g., S/4HANA Cloud) and processes (e.g., best practices) in their daily work. This broad definition aligns with SAP OCM's goal of ensuring sustained use post-go-live, addressing both technical skills and behavioral change. For example, enablement might include e-learning on system navigation or process simulations to ease the transition.

Option A is incorrect---supporting leadership to handle resistance is a subset of change leadership, not enablement, which targets users. Option C is incorrect; deliverables (e.g., plans, reports) support OCM broadly, not just enablement, which is action-oriented. Option D is incorrect---upskilling leaders is leadership development, not user-focused enablement. SAP OCM defines enablement as user-centric preparation.

''Change enablement refers to activities that enable people to learn and adopt new SAP systems and processes, ensuring effective integration into their work'' (SAP OCM Framework, Enablement Definition).

Answer : B

Identifying stakeholder groups in SAP OCM (Prepare phase) builds the foundation for engagement. Option B is correct because documenting the number of impacted employees---e.g., ''50 warehouse staff affected by inventory changes''---quantifies the scope, aiding resource planning (e.g., training sessions) and impact assessment (e.g., resistance scale). Without this, efforts might under- or over-allocate, like scheduling one session for 200 users, overwhelming trainers.

Option A is incorrect---arbitrarily setting ''five groups'' per unit lacks basis; groups (e.g., key users, managers) depend on impact, not a fixed number. Option C is incorrect---management teams are distinct stakeholders if impacted (e.g., finance leads losing report customization), requiring specific strategies. Option D is incorrect; identification iterates as the project evolves (e.g., new units added in later waves). SAP OCM emphasizes scale documentation for practical planning.

''When identifying stakeholder groups, document the number of impacted employees to assess the scale and tailor change management efforts accordingly'' (SAP Activate, Stakeholder Identification Guidelines).

Answer : B

Low readiness in a business unit (assessed pre-go-live, likely in Deploy) requires targeted intervention. Option B is correct because a workshop with project management (for alignment), local management (for context), and change agents (for execution) enables a deep dive into root causes and collaborative mitigation planning (e.g., extra training). This multi-stakeholder approach ensures comprehensive understanding and action. Option A is too narrow---change agents alone lack the authority or full perspective. Option C excludes local input, limiting effectiveness. Option D involves the sponsor, which is overkill for an operational issue, and users may not strategize solutions. SAP OCM favors inclusive, practical responses.

''Address low readiness through workshops with project management, local leaders, and change agents to analyze results and plan targeted mitigation'' (SAP Activate, Business Readiness Assessment Follow-Up).