SAP C_OCM_2503 Exam With Confidence Using Practice Dumps

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 astraining 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).

Defining clear enablement roles (e.g., enablement lead, trainer) in SAP OCM ensures effective training and adoption. Option A is correct because ownership—e.g., a trainer knowing they’re responsible for content delivery—boosts accountability; if roles blur, tasks like scheduling sessions might slip, delaying readiness. Option B is correct as transparency (e.g., who handles logistics) and visibility (e.g., roles listed in the plan) streamline decisions—e.g., the project manager can quickly assign a task knowing the enablement lead oversees it, avoiding confusion. Option C is correct because clarity on duties (e.g., “content developer creates materials”) ensures everyone knows their part—without this, a key user training might lack materials due to unclear responsibility, risking go-live preparedness.

Option D is incorrect—roles don’t describe the strategy (a separate document); they execute it. Option E is incorrect; tools (e.g., SAP Enablement Platform) are provided separately, not via role definitions. SAP OCM emphasizes role clarity for ownership, transparency, and execution efficiency.

“Clear enablement roles enhance ownership and accountability, increase transparency and visibility for decision-making, and ensure all involved understand their responsibilities” (SAP Activate, Enablement Framework, Role Definition Benefits).

During the go-live phase (SAP Activate Deploy phase), change management focuses on supporting end-users to ensure adoption and smooth transition. Option C is correct because organizing Q&A sessions for key users addresses immediate concerns, fosters confidence, and aligns with OCM’s role in facilitating two-way communication. Option D is correct as sending out ad-hoc support information (e.g., helpdesk contacts) ensures users know where to turn for help, a critical task to sustain adoption post-go-live. Option A is incorrect—informing external suppliers is typically a business or procurement responsibility, not OCM’s focus. Option B is also incorrect; collecting workflow adjustment requirements is a technical or process owner task, not a communication duty of change management. In SAP OCM, communication tasks at go-live prioritize user enablement and support over external or technical adjustments.

“In the Deploy phase, change management executes communication activities such as user Q&A sessions and support announcements to reinforce adoption and address immediate post-go-live needs” (SAP Activate Methodology, Change Management Workstream, Deploy Phase).