Free C_OCM_2503 Questions Attempt

Identifying stakeholder groups in SAP OCM (Prepare phase) relies on diverse, authoritative sources. Option A is correct because the employee representative or works council knows frontline staff—e.g., warehouse workers impacted by inventory changes—ensuring their inclusion. Option D is correct as senior managers of impacted units (e.g., finance director) pinpoint key players like process owners or key users, offering a business perspective on who’s affected. Option E is correct because the project sponsor, with a strategic view (e.g., “this impacts sales and procurement”), highlights high-level stakeholders like executives or cross-unit leads.

Option B is incorrect—HR might provide general employee data but lacks project-specific impact insight. Option C is incorrect; IT focuses on technical roles, not broader business stakeholders. SAP OCM uses these sources to build a comprehensive stakeholder map.

“Stakeholder identification leverages works councils, senior managers of impacted units, and the project sponsor for a complete view of affected groups” (SAP Activate, Stakeholder Analysis Sources).

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).

In SAP OCM, a change assessment benefits from both data types. Option D is correct because quantitative data (e.g., survey scores) can be visualized (charts, graphs) for impact, while qualitative data (e.g., interviews) reveals nuanced insights (e.g., resistance reasons). Option A is incorrect—anonymity isn’t a primary qualitative benefit. Option B is flawed; qualitative data is harder to aggregate. Option C reverses roles—qualitative explains, quantitative rates. SAP OCM uses this dual approach for a fuller picture.

“Quantitative data supports visualization, while qualitative data uncovers deeper insights in change assessments” (SAP Activate, Change Assessment Guidelines).

SAP’s OCM framework is designed to support cloud implementations effectively. Option A is correct because it supports agility—e.g., iterative planning and adjustments (like refining communication post-wave) mirror SAP Activate’s flexible approach, adapting to project shifts. Option B is correct as it’s tightly aligned with SAP Activate, mapping OCM activities (e.g., stakeholder analysis in Prepare) to its phases, ensuring seamless integration with technical delivery. Option E is correct because fostering fast, sustainable adoption—e.g., through enablement and adoption metrics in Run—is the framework’s core goal, ensuring users embrace the system long-term, not just at go-live.

Option C is incorrect—it’s versatile, not limited to large-scale projects; small or mid-size implementations also benefit from its principles. Option D is incorrect; enhancing systemperformance is a technical task (e.g., IT optimization), not OCM’s focus, which is people-centric. SAP OCM’s unique blend of agility, methodology alignment, and adoption focus sets it apart.

“SAP’s OCM framework is agile, aligned with SAP Activate, and targets fast, sustainable user adoption to maximize cloud implementation success” (SAP OCM Framework, Key Characteristics).