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SAP C-OCM-2503 Prüfungsplan:

Thema	Einzelheiten
Thema 1	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.
Thema 2	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.
Thema 3	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 C-OCM-2503 Prüfungsfragen mit Lösungen (Q43-Q48):

43. Frage
How is the cooperation between project management and change management during a cloud implementation organized?

A. Project management focuses on the hard factors, change management on the soft factors.
B. Project management focuses on the project tasks, change management on the cooperation within the project team.
C. Project management focuses on the organizational level, change management on the individual and group level.
D. Project management focuses on the objectives of the project, change management on the vision of the project.

Antwort: A

Begründung:
In SAP Activate, project management (PM) and change management (CM) have distinct roles. Option D is correct-PM handles "hard factors" (e.g., timelines, budgets), while CM addresses "soft factors" (e.g., people, adoption). Option A is incorrect-CM doesn't manage team cooperation. Option B is misleading; both levels overlap. Option C is incorrect-PM and CM share objectives and vision. This division ensures technical and human aspects are covered.
"Project management drives hard factors like schedule and scope, while change management focuses on soft factors like adoption and resistance" (SAP Activate, PM and CM Collaboration).

44. Frage
Which responsibilities regarding change communication activities should be clearly assigned in a communication plan? Note: There are 2 correct answers to this question.

A. Content approval and content delivery
B. Content alignment and content evaluation
C. Content assessment and content archiving
D. Content creation and content review

Antwort: D

Begründung:
A communication plan in SAP OCM defines roles to ensure smooth execution of change communication.
Option B is correct because content creation (e.g., drafting newsletters by a change manager) and content review (e.g., checking accuracy by a business lead) are critical responsibilities that must be assigned to avoid delays or errors. Creation involves generating messages (e.g., "Why we're moving to the cloud"), while review ensures alignment with project goals and stakeholder needs (e.g., confirming technical terms are clear). Clear assignment prevents overlap or gaps-imagine a scenario where no one knows who's drafting the go-live announcement, causing confusion.
Option A is incorrect-content approval (final sign-off, often by leadership) is distinct from review and less operational, while delivery (e.g., sending emails) is logistical, often handled by tools or admins, not a core creative responsibility. Option C is incorrect; content assessment (evaluating effectiveness) is post-delivery analysis, and archiving is administrative, not plan-specific. Option D is incorrect-content alignment (ensuring consistency) is part of review, and evaluation overlaps with assessment, neither requiring separate assignment. SAP OCM focuses on creation and review as foundational tasks.
"The communication plan assigns responsibilities for content creation and review to ensure messages are developed and validated effectively" (SAP Activate, Communication Plan Structure).

45. Frage
How do you define the term Organizational Change Management?

A. It is a selective, singular, and intuitive approach for transitioning individuals, groups, and organizations from a traditional to an agile organizational setup with intended business benefits.
B. It is a comprehensive, cyclic, and structured approach for transitioning individuals, groups, and organizations from a current to a future state with intended business benefits.
C. It is a comprehensive, cyclic, and structured approach for transitioning individuals, groups, andorganizations from a traditional to an agile organizational set-up with focus on the added value for the impacted users.
D. It is a selective, singular, and intuitive approach for transitioning individuals, groups, and organizations from a current to a future state with focus on the added value for the impacted users.

Antwort: B

Begründung:
SAP defines OCM broadly and systematically. Option C is correct because it describes OCM as comprehensive (holistic), cyclic (iterative), and structured (methodical), transitioning from current to future states with business benefits-aligning with SAP Activate's goals. Option A is incorrect-"selective" and
"intuitive" contradict OCM's structured nature. Option B narrows it to "agile setup," which isn't SAP- specific. Option D is incorrect due to "selective" and "singular," missing the cyclic aspect. C reflects SAP's OCM essence.
"Organizational Change Management is a comprehensive, cyclic, and structured approach to transition individuals, groups, and organizations from a current to a future state, delivering intended business benefits" (SAP OCM Framework, Definition).

46. Frage
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?

A. Invite the opponent to the next steering committee meeting to discuss and challenge their negative perception of the project.
B. Ask the project sponsor to get actively involved in stakeholder engagement activities targeted at the opponent.
C. Use financial incentives to motivate the opponent to visibly support the project and thus foster the opponent's buy-in.
D. Provide specific enablement sessions to positively influence the opponent's attitude.

Antwort: B

Begründung:
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).

47. Frage
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 avoid consuming additional, value-adding functionalities
B. Users stick to old processes and apply workarounds wherever possible
C. Users constantly change the way they interact with the system in their daily work
D. Users strictly follow the new organizational policies and procedures

Antwort: A,B

Begründung:
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).

48. Frage
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