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| Topic |
Details |
| Topic 1 |
- Change Effectiveness: This section of the exam measures the skills of a Transformation Consultant and evaluates how well the change has been adopted and integrated into the organization. It involves tracking metrics, gathering feedback, and assessing outcomes to continuously improve the change approach.
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| Topic 2 |
- Change Realization: This section of the exam measures the skills of a Transformation Consultant and includes the practical execution of change initiatives. It covers how change plans are implemented in real-world scenarios, ensuring that the intended benefits are realized and reinforced throughout the organization.
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| Topic 3 |
- Change Strategy: This section of the exam measures the skills of a Change Manager and centers on formulating the right strategy for managing organizational change. It includes defining the direction, scope, and impact of change efforts while ensuring alignment with strategic business objectives.
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| Topic 4 |
- Change Communication: This section of the exam measures the skills of a Change Manager and focuses on the communication plans and methods necessary for successful change. It involves designing communication strategies that engage stakeholders, promote transparency, and address concerns during the transition.
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| Topic 5 |
- Organizational Change Management Methodology: This section of the exam measures the skills of a Change Manager and covers the foundational principles and structured approach used in managing organizational change effectively. It highlights the importance of aligning change efforts with business goals while providing a framework for guiding transformation initiatives.
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SAP Certified Associate - Organizational Change Management Sample Questions (Q30-Q35):
NEW QUESTION # 30
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. Provide specific enablement sessions to positively influence the opponent's attitude.
- B. Ask the project sponsor to get actively involved in stakeholder engagement activities targeted at the opponent.
- C. Invite the opponent to the next steering committee meeting to discuss and challenge their negative perception of the project.
- D. Use financial incentives to motivate the opponent to visibly support the project and thus foster the opponent's buy-in.
Answer: B
Explanation:
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).
NEW QUESTION # 31
What are the benefits of different communication channels for the change communication in an SAP cloud project?
- A. Using already existing channels allows to communicate generic information, and establishing new channels helps to convey messages to younger users.
- B. Using already existing channels helps to point out what remains stable, and establishing new channels contributes to preventing an information overload.
- C. Using already existing channels allows a fast internalization of conveyed messages, and establishing new channels reduces the alignment effort with the project lead.
- D. Using already existing channels reduces costs and effort, and establishing new channels helps to draw attention to the communicated content.
Answer: D
Explanation:
Effective communication in SAP OCM leverages a mix of channels. Option A is correct because existing channels (e.g., company intranet) save resources, while new channels (e.g., project-specific newsletters) highlight critical updates, grabbing attention. Option B is incorrect-channel choice isn't age-specific, and
"generic information" isn't a key benefit. Option C is flawed; existing channels don't inherently signal stability, and new channels don't prevent overload. Option D is incorrect-internalization speed and alignment effort aren't primary benefits tied to channel type.SAP OCM advocates balancing efficiency and impact, making A the best fit.
"Utilize existing channels to minimize effort and cost, and introduce new channels to emphasize key messages and enhance visibility" (SAP OCM Framework, Communication Dimension).
NEW QUESTION # 32
Which aspects are usually documented in a communication channel analysis? Note: There are 3 correct answers to this question.
- A. Degree of standardization required for the channel
- B. Stakeholders or stakeholder groups targeted by the channel
- C. Name and short description of the channel
- D. Frequency of use and owner of the channel
- E. Estimated costs per change communication activity via the channel
Answer: B,C,D
Explanation:
A communication channel analysis in SAP OCM evaluates how channels support change communication.
Option C is correct because naming and describing each channel (e.g., "intranet - company news portal") clarifies its purpose and reach. Option D is correct as frequency of use (e.g., weekly updates) and ownership (e.g., HR team) define operational details and accountability. Option E is correct because identifying target stakeholders (e.g., key users, managers) ensures messages align with audience needs.
Option A is incorrect-"degree of standardization" is vague and not a standard aspect; channels are assessed for effectiveness, not uniformity. Option B is incorrect; while costs might be considered, they're not typically documented per activity in this analysis-budgeting is separate. SAP OCM uses this analysis to optimize communication delivery.
"A communication channel analysis documents channel names and descriptions, frequency and ownership, and targeted stakeholder groups to ensure effective messaging" (SAP OCM Framework,Communication Planning).
NEW QUESTION # 33
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 organizational level, change management on the individual and group level.
- C. Project management focuses on the project tasks, change management on the cooperation within the project team.
- D. Project management focuses on the objectives of the project, change management on the vision of the project.
Answer: A
Explanation:
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).
NEW QUESTION # 34
What should be considered when developing personas? Note: There are 2 correct answers to this question.
- A. Aligning the persona descriptions with the employee representatives of the respective target groups
- B. Using a real person as an inspiration for the persona to make the persona as realistic as possible
- C. Involving representatives of the target group into the development of personas
- D. Finding the right level of detail, avoiding a too granular or too generic description of personas
Answer: C,D
Explanation:
Personas in SAP OCM personalize communication, and their development requires balance and input. Option A is correct because the right detail level-e.g., "Finance User, 35, cautious, needs process clarity"-avoids being too specific (e.g., daily tasks) or too vague (e.g., "employee"), ensuring usability without losing focus.
Option B is correct as involving target group reps (e.g., a key user) ensures accuracy-e.g., they might note
"we need system tips," shaping a persona's needs realistically.
Option C is incorrect-employee reps (e.g., works council) focus on rights, not persona details; alignment isn' t needed. Option D is incorrect; using a real person risks bias or privacy issues-personas are composites, not copies. SAP OCM stresses relevance and collaboration in persona creation.
"Develop personas with balanced detail and target group input to ensure they reflect stakeholder needs accurately" (SAP OCM Framework, Persona Creation Guidelines).
NEW QUESTION # 35
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