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SAP C_OCM_2503 Exam Syllabus Topics:

Topic
Details

Topic 1

Change Strategy: This section of the exam measures the skills of Business Transformation Managers and focuses on developing a structured approach to change. It includes assessing organizational readiness, identifying potential risks, and creating a strategy that aligns with business goals. The focus is on minimizing resistance and ensuring a smooth transition.

Topic 2

Change Leadership: This section of the exam measures the skills of Senior Project Managers and covers the role of leadership in driving organizational change. It emphasizes the importance of executive sponsorship, leadership engagement, and building a culture that supports transformation. The goal is to ensure that key decision-makers actively support change initiatives.

Topic 3

Change Realization: This section of the exam measures the skills of Enterprise Transformation Leads and covers the execution phase of change management. It includes implementing change initiatives, monitoring adoption rates, and adjusting strategies as needed to ensure the successful realization of transformation objectives.

Topic 4

Change Enablement: This section of the exam measures the skills of Training and Development Managers and focuses on equipping employees with the necessary knowledge and skills to adapt to new systems and processes. It includes user training programs, coaching strategies, and support mechanisms to ensure smooth adoption of SAP solutions.

Topic 5

Change Communication: This section of the exam measures the skills of Communication Specialists and focuses on creating effective communication plans for change management. It includes strategies for stakeholder engagement, messaging frameworks, and communication channels to ensure clarity and transparency throughout the change process.:

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SAP Certified Associate - Organizational Change Management Sample Questions (Q64-Q69):

NEW QUESTION # 64
What advice promotes the successful implementation of change enablement activities? Note: There are 3 correct answers to this question.

A. Integrate key enablement activities into the overall project plan to increase attention and to avoid critical activities being overlooked
B. Establish an enablement team with clear roles, responsibilities, skills and time to carry out enablement well
C. Ensure that the enablement team actively participates in the fit-to-standard workshops to derive learning needs for impacted user groups
D. Assign an enablement lead that reports into the steering committee to foster high management attention on enablement activities
E. Provide a comprehensive enablement strategy guiding the impacted business areas through all enablement activities

Answer: A,B,E

Explanation:
Successful change enablement in SAP OCM ensures users adopt the system effectively. Option B is correct because an enablement team with defined roles (e.g., trainer), skills (e.g., content creation), and time ensures professional execution, avoiding ad-hoc efforts. Option C is correct as a comprehensive strategy (e.g., outlining training phases, tools) guides business areas systematically, aligning enablement with project goals.
Option D is correct because integrating enablement into the project plan (e.g., scheduling training before go- live) ensures visibility and prioritization alongside technical tasks.
Option A is incorrect-reporting to the steering committee overcomplicates governance; the enablement lead coordinates with project management, not executives directly. Option E is incorrect; fit-to-standard workshops (Explore phase) involve process owners/SMEs, not the enablement team, whose role is delivery, not needs derivation. SAP OCM emphasizes structure and integration for enablement success.
"Promote enablement success with a skilled team, a comprehensive strategy, and integration into the project plan to ensure effective user preparation" (SAP Activate, Enablement Best Practices).

NEW QUESTION # 65
What is the difference between the high-level and the detailed change impact analysis?

A. The high-level change impact analysis is scheduled in the SAP Activate Realize phase, whereas the detailed change impact analysis is scheduled in the SAP Activate Explore phase.
B. The high-level change impact analysis is facilitated by the change manager, whereas the detailed change impact analysis is facilitated by the project lead.
C. The high-level change impact analysis is conducted on a business unit level, whereas the detailed change impact analysis is conducted on a business process level.
D. The high-level change impact analysis focuses on the as-is processes, whereas the detailed change impact analysis focuses on the to-be processes.

Answer: C

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).

NEW QUESTION # 66
What are typical topics covered by a change story for a cloud implementation? Note: There are 3 correct answers to this question.

A. Non-targets
B. Risks and issues
C. Benefits and investments
D. Key facts and figures
E. Training and enablement offerings

Answer: C,D,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).

NEW QUESTION # 67
What should be considered when developing personas? Note: There are 2 correct answers to this question.

A. Aligning the persona descriptions with the employee representatives of the respective target groups
B. Involving representatives of the target group into the development of personas
C. Using a real person as an inspiration for the persona to make the persona as realistic as possible
D. Finding the right level of detail, avoiding a too granular or too generic description of personas

Answer: B,D

Explanation:
Personas in SAP OCM personalize communication, and their development requires balance and input. Option A is correct because the right detail level-e.g., "Finance User, 35, cautious, needs process clarity"-avoids being too specific (e.g., daily tasks) or too vague (e.g., "employee"), ensuring usability without losing focus.
Option B is correct as involving target group reps (e.g., a key user) ensures accuracy-e.g., they might note
"we need system tips," shaping a persona's needs realistically.
Option C is incorrect-employee reps (e.g., works council) focus on rights, not persona details; alignment isn' t needed. Option D is incorrect; using a real person risks bias or privacy issues-personas are composites, not copies. SAP OCM stresses relevance and collaboration in persona creation.
"Develop personas with balanced detail and target group input to ensure they reflect stakeholder needs accurately" (SAP OCM Framework, Persona Creation Guidelines).

NEW QUESTION # 68
Which skills and expertise should a change manager bring along to professionally support cloud projects?
Note: There are 3 correct answers to this question.

A. Broad technical expertise regarding the implemented cloud solution
B. In-depth know-how of the best practice processes implemented with the cloud solution
C. Relevant methodological skills, such as facilitation, mediation, or problem-solving skills
D. Excellent soft skills, such as being a good communicator, team player, and networker
E. Comprehensive knowledge of the relevant change management concepts and tools

Answer: C,D,E

Explanation:
A change manager in SAP cloud projects needs people and process expertise. Option A is correct because soft skills (communication, teamwork, networking) are essential for engaging stakeholders and building trust.
Option D is correct as comprehensive knowledge of OCM concepts (e.g., SAP Activate tools) ensures professional execution. Option E is correct because methodological skills (facilitation, mediation, problem- solving) enable effective workshops, conflict resolution, and planning.
Option B is incorrect-technical expertise is for IT roles; change managers focus on people, not system details. Option C is incorrect; process know-how is valuable but belongs to process owners or consultants, not the change manager's core skill set. SAP OCM prioritizes interpersonal and methodological competencies.
"Change managers require soft skills (communication, networking), OCM knowledge, and methodological skills (facilitation, problem-solving) to lead cloud projects effectively" (SAP Activate, Change Manager Competencies).

NEW QUESTION # 69
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