SAP C_OCM_2503 Actual Questions

SAP cloud implementations introduce significant people-related challenges that change management must mitigate. Option A is correct because the “not-invented-here” syndrome—where users reject external standards (e.g., SAP best practices) in favor of legacy processes—leads to resistance and lack of buy-in, a common barrier in cloud projects due to reduced customization. Option B is correct as users often face stress and frustration when unlearning old habits to adopt new workflows, especially with cloud solutions’ standardized processes, which differ from familiar systems. This emotional response requires targeted enablement and support.

Option C is incorrect—users don’t typically adapt the cloud solution technically (that’s an IT role); their resistance is more about adoption, not technical customization skills. Option D is incorrect; cloud implementations aim to streamline tasks, not add repetitive ones, so boredom isn’t a typical challenge—resistance stems from change, not monotony. SAP OCM focuses on overcomingattitudinal and behavioral hurdles to ensure adoption.

“People challenges include resistance from a ‘not-invented-here’ attitude and stress from unlearning old habits, requiring change management to foster acceptance and adaptation” (SAP OCM Framework, People-Related Challenges).

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).

Supporters in SAP OCM stakeholder analysis (e.g., enthusiastic managers) are assets to leverage. Option C is correct because assigning project roles (e.g., change agent) amplifies their influence—e.g., a supportive lead driving adoption in their unit boosts success. Option D is correct as their positive attitude can sway others—e.g., a supporter sharing benefits in a meeting shifts skeptics’ views organically.

Option A is incorrect—pressuring skeptics risks backlash; influence should be subtle, not coercive. Option B is incorrect; design decisions (e.g., process flows) are for experts, not supporters’ primary role, which is advocacy. SAP OCM maximizes supporters’ enthusiasm strategically.

“Leverage supporters by assigning roles to enhance their impact and using their positivity to influence others effectively” (SAP Activate, Stakeholder Management Strategies).

Celebrating success in SAP OCM (Run phase) reinforces morale and adoption. Option A is correct because an appreciation e-mail from the project lead to change agents, with managers copied, recognizes their efforts and boosts visibility. Option B is correct as a “thank you” e-mail from the sponsor to the project team acknowledges their role, leveraging the sponsor’s authority. Option E is correct because a video with user testimonials on the intranet shares success stories broadly, inspiring others.

Option C is incorrect—an all-employee meeting with team members discussing contributions risks being too detailed and less engaging for a broad audience; celebrations should be concise. Option D is incorrect; an e-mail from the change manager to users focuses on informing, not celebrating, and lacks the personal touch of leadership recognition. SAP OCM emphasizes impactful, leadership-driven celebrations.

“Celebrate success with leadership emails to agents and teams, and user testimonial videos, to reinforce achievement and engagement” (SAP Activate, Post-Go-Live Communication).