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SAP Certified Associate - Organizational Change Management Sample Questions (Q14-Q19):

NEW QUESTION # 14
How would you prepare to conduct a detailed change impact analysis workshop? Note: There are 2 correct answers to this question.

A. Select one relevant impact dimension to be analyzed, for example process, technology, organization, or people
B. Create a template with the relevant business processes broken down to a suitable level for the discussion
C. Invite the appropriate workshop participants, for example process owners, subject matter experts, and key users
D. Schedule individual upfront meetings with all workshop participants to collect initial insights

Answer: B,C

Explanation:
Preparing for a detailed change impact analysis (CIA) workshop, typically conducted in the SAP Activate Explore or Realize phase, requires careful planning to ensure actionable outcomes. Option A is correct because inviting the right participants-process owners (who understand current workflows), subject matter experts (SMEs, who provide technical/process depth), and key users (who represent end-user perspectives)- ensures a comprehensive assessment of impacts across affected areas. Their diverse insights are critical for identifying specific changes at a granular level, such as how a process shift affects daily tasks or system usage. Without these stakeholders, the workshop risks missing critical details or buy-in, undermining its effectiveness.
Option B is correct because creating a template with relevant business processes broken down to a suitable level (e.g., subprocesses like "order entry" within "order-to-cash") provides a structured framework for discussion. This template might include columns for as-is vs. to-be states, impact severity, and affected roles, enabling participants to systematically evaluate changes. It ensures focus and consistency, preventing the workshop from becoming a free-for-all discussion, and aligns with SAP's methodical approach to CIA.
Option C is incorrect because scheduling individual upfront meetings with all participants is impractical and time-consuming for a detailed CIA, which builds on prior high-level analysis. While some pre-workshop input might be gathered, the workshop itself is the collaborative forum for insights, not pre-meetings. Option D is incorrect because limiting the analysis to one dimension (e.g., only "process") contradicts the holistic nature of a detailed CIA, which assesses multiple dimensions (process, technology, organization, people) to capture the full scope of change. SAP OCM emphasizes stakeholder inclusion and structured tools for detailed CIA preparation.
"Preparation for a detailed change impact analysis workshop involves inviting key stakeholders such as process owners, SMEs, and key users, and providing a structured template of business processes to guide the assessment of impacts across all dimensions" (SAP Activate Methodology, OCM Workstream, Detailed CIA Preparation).

NEW QUESTION # 15
Which follow-up activities derived from a detailed change impact analysis are usually taken over by change management?

A. Design the future operating model for impacted business units and plan the implementation
B. Develop personas for the communication of the change impact and create communication assets
C. Define new roles and responsibilities and adapt organizational policies and procedures
D. Identify resource constraints within impacted business units and develop mitigation activities

Answer: B

Explanation:
A detailed change impact analysis (CIA), conducted in the SAP Activate Explore or Realize phase, identifies specific changes across processes, technology, organization, and people, leading to follow-up activities.
Option C is correct because change management typically takes over developing personas (e.g., "Finance Clerk Sarah") to tailor communication about impacts (e.g., how new processes affect her day) and creating assets (e.g., newsletters, videos) to convey these messages effectively. This aligns with SAP OCM's focus on translating CIA findings into stakeholder engagement strategies. For instance, if the CIA shows a process change in accounts payable, change management might craft a persona-based FAQ to address user concerns, ensuring adoption through relatable messaging.
Option A is incorrect-defining roles/responsibilities and adapting policies (e.g., job descriptions, compliance rules) is typically an HR or organizational design task, often led by business leaders or project management, not change management, which focuses on people readiness, not structural redesign. Option B is incorrect; identifying resource constraints (e.g., staff shortages) and mitigation (e.g., hiring plans) falls under project management or business unit leadership, as it's operational rather than OCM-specific. Option D is incorrect- designing the future operating model (e.g., org charts, workflows) and planning its rollout is a strategic task for business architects or consultants, not change management, which supports rather than owns this process.
SAP OCM positions change management as the driver of communication and enablement post-CIA, not structural or resource adjustments.
"Change management takes on follow-up activities from a detailed CIA, such as developing personas and communication assets, to ensure stakeholders understand and adopt identified changes" (SAP Activate Methodology, OCM Workstream, Post-CIA Responsibilities).

NEW QUESTION # 16
What are the benefits of a change story for an SAP cloud project? Note: There are 2 correct answers to this question.

A. As the change story is updated on an ongoing basis, it provides important input for refining the change plan.
B. Integrating key opponents into the development of the change story fosters an attitude change and reduces resistance.
C. The change story serves as the basis for all project-related communication assets, ensuring consistent messaging.
D. Elaborating and aligning the change story with the key project stakeholders helps to create a shared understanding of the project.

Answer: C,D

Explanation:
The change story drives alignment and consistency. Option A is correct because it standardizes communication assets (e.g., presentations). Option B is correct as collaboration with stakeholders builds consensus. Option C is incorrect-opponents may resist inclusion, and it's not a primary benefit. Option D is incorrect; the change story informs, but updates don't directly refine the plan.
Extract from SAP OCM Concepts: The change story ensures consistent messaging and shared understanding (SAP OCM Framework, Communication).

NEW QUESTION # 17
What are characteristics of suitable interview partners for a change assessment? Note: There are 2 correct answers to this question.

A. They should know the company well to answer questions based on experience of previouschanges
B. They should be on an employee level, because they can act as representatives of this large stakeholder group
C. They should have previous experience with change management to provide advice regarding appropriate activities
D. They should already have a good overview of the cloud project, its strategic goals, and the possible impacts

Answer: A,D

Explanation:
Change assessment interviews in SAP OCM (Prepare phase) require informed respondents. Option C is correct because partners with an overview of the project-its goals (e.g., cost reduction) and impacts (e.g., process shifts)-can provide strategic insights, often leaders or key users briefed early. Option D is correct as company knowledge (e.g., past change successes/failures) enables contextual answers, grounding feedback in organizational reality-e.g., "We struggled with training last time." Option A is incorrect-employee-level staff may represent users but often lack the broad perspective needed; key users suffice. Option B is incorrect; OCM experience is helpful but not required-interviewees provide data, not advice. SAP OCM seeks knowledgeable, experienced voices.
"Suitable interview partners have project overview and company experience to offer informed insights for the change assessment" (SAP OCM Framework, Interview Partner Selection).

NEW QUESTION # 18
The results of a business readiness test reveal relatively low ratings across all survey topics for one business unit compared to other units. What is the recommended next step for the change manager to mitigate the risk of low readiness for this unit?

A. Arrange a meeting with the project sponsor, local management, and selected users to discuss the results and develop mitigation activities.
B. Organize a workshop with project management, local management, and assigned change agents to discuss results and better understand the specific needs.
C. Set up a call with the assigned change agents to discuss the results and develop mitigation activities to enhance the business readiness.
D. Schedule a short workshop with project management to develop mitigation activities to improve the business readiness for this unit.

Answer: B

Explanation:
Low readiness in a business unit (assessed pre-go-live, likely in Deploy) requires targeted intervention.
Option B is correct because a workshop with project management (for alignment), local management (for context), and change agents (for execution) enables a deep dive into root causes and collaborative mitigation planning (e.g., extra training). This multi-stakeholder approach ensures comprehensive understanding and action. Option A is too narrow-change agents alone lack the authority or full perspective. Option C excludes local input, limiting effectiveness. Option D involves the sponsor, which is overkill for an operational issue, and users may not strategize solutions. SAP OCM favors inclusive, practical responses.
"Address low readiness through workshops with project management, local leaders, and change agents to analyze results and plan targeted mitigation" (SAP Activate, Business Readiness Assessment Follow-Up).

NEW QUESTION # 19
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