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【General】 Online C-OCM-2503 Bootcamps - C-OCM-2503 Simulated Test

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SAP Certified Associate - Organizational Change Management Sample Questions (Q79-Q84):NEW QUESTION # 79
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. The change culture of the company
  • B. The assessment of the key stakeholders' attitude towards the project
  • C. The scope for change management
  • D. The cloud project's vision and expected benefits
  • E. The company's change management capabilities
Answer: A,B,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).

NEW QUESTION # 80
What are typical aspects that can keep the change agents motivated to engage in the change network of a cloud project? Note: There are 3 correct answers to this question.
  • A. Opportunity to influence the design of the new business processes
  • B. Occasion to exchange with peers from different units
  • C. Chance to look behind the scenes of a business transformation
  • D. Possibility to foster their own visibility within the organization
  • E. Prospect of a skill development regarding project management
Answer: B,C,D
Explanation:
Change agents in SAP OCM are key employees who support adoption within their units, and motivation is critical to their effectiveness in a cloud project's change network. Option A is correct because fostering visibility-e.g., being recognized by leadership during a townhall-boosts their professional profile, making their role rewarding. Imagine an agent praised for rallying their team; this public acknowledgment drives engagement. Option B is correct as peer exchange across units (e.g., in network meetings) offers collaboration and learning-e.g., a sales agent sharing tips with a finance agent-building a sense of community and value.
Option E is correct because looking behind the scenes of a transformation (e.g., understanding why cloud standardization was chosen) satisfies curiosity and gives agents a privileged perspective, enhancing their investment in the project.
Option C is incorrect-designing business processes is typically a task for process owners or consultants during fit-to-standard workshops (Explore phase), not change agents, who focus on communication and support, not process creation. Option D is also incorrect; while skill development (e.g., project management) might occur incidentally, it's not a primary motivator or structured outcome for agents, who are selected for influence, not training. SAP OCM emphasizes intrinsic and social motivators like visibility, connection, and insight to sustain agent enthusiasm, aligning with their role as grassroots advocates.
"Motivate change agents with opportunities for visibility, peer exchange, and insight into the transformation to maintain their active engagement in the change network" (SAP Activate Methodology, Change Network Motivation Strategies).

NEW QUESTION # 81
How would you prepare to conduct a detailed change impact analysis workshop? Note: There are 2 correct answers to this question.
  • A. Create a template with the relevant business processes broken down to a suitable level for the discussion
  • B. Invite the appropriate workshop participants, for example process owners, subject matter experts, and key users
  • C. Select one relevant impact dimension to be analyzed, for example process, technology, organization, or people
  • D. Schedule individual upfront meetings with all workshop participants to collect initial insights
Answer: A,B
Explanation:
Preparing for a detailed change impact analysis (CIA) workshop, typically conducted in the SAP Activate Explore or Realize phase, requires careful planning to ensure actionable outcomes. Option A is correct because inviting the right participants-process owners (who understand current workflows), subject matter experts (SMEs, who provide technical/process depth), and key users (who represent end-user perspectives)- ensures a comprehensive assessment of impacts across affected areas. Their diverse insights are critical for identifying specific changes at a granular level, such as how a process shift affects daily tasks or system usage. Without these stakeholders, the workshop risks missing critical details or buy-in, undermining its effectiveness.
Option B is correct because creating a template with relevant business processes broken down to a suitable level (e.g., subprocesses like "order entry" within "order-to-cash") provides a structured framework for discussion. This template might include columns for as-is vs. to-be states, impact severity, and affected roles, enabling participants to systematically evaluate changes. It ensures focus and consistency, preventing the workshop from becoming a free-for-all discussion, and aligns with SAP's methodical approach to CIA.
Option C is incorrect because scheduling individual upfront meetings with all participants is impractical and time-consuming for a detailed CIA, which builds on prior high-level analysis. While some pre-workshop input might be gathered, the workshop itself is the collaborative forum for insights, not pre-meetings. Option D is incorrect because limiting the analysis to one dimension (e.g., only "process") contradicts the holistic nature of a detailed CIA, which assesses multiple dimensions (process, technology, organization, people) to capture the full scope of change. SAP OCM emphasizes stakeholder inclusion and structured tools for detailed CIA preparation.
"Preparation for a detailed change impact analysis workshop involves inviting key stakeholders such as process owners, SMEs, and key users, and providing a structured template of business processes to guide the assessment of impacts across all dimensions" (SAP Activate Methodology, OCM Workstream, Detailed CIA Preparation).

NEW QUESTION # 82
What are some typical symptoms of low user adoption after the go-live of an SAP cloud solution? Note:
There are 2 correct answers to this question.
  • A. Users stick to old processes and apply workarounds wherever possible
  • B. Users avoid consuming additional, value-adding functionalities
  • C. Users strictly follow the new organizational policies and procedures
  • D. Users constantly change the way they interact with the system in their daily work
Answer: A,B
Explanation:
Low user adoption in the SAP Activate Run phase signals resistance or discomfort. Option A is correct because sticking to old processes (e.g., using Excel instead of SAP) and workarounds (e.g., manual overrides) indicate users aren't embracing the new system, undermining benefits like efficiency. Option C is correct as avoiding value-adding functionalities (e.g., analytics tools in S/4HANA) shows partial adoption, missing the solution's full potential-often due to lack of training or trust.
Option B is incorrect-strict adherence to new policies suggests high adoption, not low. Option D is incorrect; constant changes in interaction might reflect experimentation or confusion, not necessarily low adoption. SAP OCM monitors these symptoms to trigger interventions.
"Low adoption symptoms include reliance on old processes, workarounds, and avoidance of new functionalities, indicating incomplete system acceptance" (SAP Activate, User Adoption Monitoring).

NEW QUESTION # 83
At the beginning of a large-scale cloud implementation project, the project lead asks the change manager to develop a detailed change plan for all upcoming implementation waves. How should the change manager react? Note: There are 2 correct answers to this question.
  • A. Explain that early granular planning is often a waste of time and resources, as many factors can still have an impact on the change plan
  • B. Refer to the advantages of an agile approach for continuously updating and refining the change plan
  • C. Ask the project lead to provide a detailed project plan for all implementation waves as a basis for elaborating the change plan
  • D. Point out that the change plan will only be provided at a very generic level and all refinements will be documented in an open activity list
Answer: B,D

NEW QUESTION # 84
......
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