Capturing lessons learned in SAP OCM (typically Run phase) improves future projects, and the

process design is key. Option B is correct because a predefined structure (e.g., categories like

planning, execution, adoption) and scope (e.g., OCM-specific issues) ensure all aspects—successes

and failures—are covered systematically. Without this, discussions might miss critical insights, like

overlooked stakeholder engagement flaws. Option E is correct as clear rules (e.g., “no blame”) create

a safe environment, encouraging honest input—e.g., a team member might hesitate to admit a

communication delay if fearing criticism, stunting learning.

Option A is incorrect—confidentiality may limit sharing valuable lessons with the organization,

contradicting SAP’s goal of building capability; transparency (with discretion) is preferred. Option C is

incorrect; focusing only on negatives ignores successes (e.g., effective training), skewing the process

and wasting potential insights, not saving time. Option D is incorrect—a workshop isn’t always best;

surveys or interviews might suit smaller teams or remote setups. SAP OCM advocates flexibility and

constructive design.

“Design lessons learned with a structured scope and clear rules like ‘avoid finger-pointing’ to ensure

comprehensive and open feedback” (SAP Activate, Lessons Learned Process).

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).

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).

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).

The Run phase in SAP Activate focuses on post-go-live operations and adoption. Option C is correct

because measuring actual user adoption metrics (e.g., system usage, satisfaction) can only occur

after go-live, when users interact with the live system. This distinguishes it from planning or

predictive activities. Option A is incorrect—role mapping occurs in Realize, before go-live. Option B is

incorrect; the adoption strategy is developed earlier (Prepare/Explore). Option D is incorrect—a

pulse check (quick survey) can happen in any phase, not just Run. SAP OCM ties actual metrics to live

system use.

“In the Run phase, change management measures actual user adoption metrics to assess post-go-

live success, an activity unique to this stage” (SAP Activate, Run Phase OCM Activities).

Post-go-live adoption management is critical in SAP cloud projects due to ongoing updates. Option C

is correct because cloud solutions (e.g., S/4HANA Cloud) release new features regularly, requiring

users to adapt continually. Option D is correct as monitoring adoption identifies barriers (e.g.,

resistance, skill gaps) for resolution. Option A is incorrect—attitude shifts may occur but aren’t the

primary focus. Option B is incorrect; infrastructure sizing is a technical concern, not an adoption

driver.

Extract from SAP OCM Concepts: SAP Activate’s Run phase emphasizes sustaining adoption through

feature updates and issue resolution (SAP OCM Framework).

Successful change enablement in SAP OCM ensures users adopt the system effectively. Option B is

correct because an enablement team with defined roles (e.g., trainer), skills (e.g., content creation),

and time ensures professional execution, avoiding ad-hoc efforts. Option C is correct as a

comprehensive strategy (e.g., outlining training phases, tools) guides business areas systematically,

aligning enablement with project goals. Option D is correct because integrating enablement into the

project plan (e.g., scheduling training before go-live) ensures visibility and prioritization alongside

technical tasks.

Option A is incorrect—reporting to the steering committee overcomplicates governance; the

enablement lead coordinates with project management, not executives directly. Option E is

incorrect; fit-to-standard workshops (Explore phase) involve process owners/SMEs, not the

enablement team, whose role is delivery, not needs derivation. SAP OCM emphasizes structure and

integration for enablement success.

“Promote enablement success with a skilled team, a comprehensive strategy, and integration into

the project plan to ensure effective user preparation” (SAP Activate, Enablement Best Practices).

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).

An enablement strategy in SAP OCM (Prepare/Explore) ensures users are ready for the cloud system.

Option A is correct because it prepares activities (e.g., training schedules) timely—e.g., planning

sessions before Realize avoids last-minute rushes. Option B is correct as it baselines delivery—on

time (before go-live), to budget (resource allocation), and to quality (effective materials)—e.g.,

ensuring training meets adoption goals. Option D is correct because it directs activities (e.g., “focus

on key users first”), aligning efforts with project needs.

Option C is incorrect—a course catalog is an output, not the strategy’s purpose. Option E is incorrect;

trainer assignment is logistical, not a core strategic benefit. SAP OCM uses the strategy for planning

and execution clarity.

“An enablement strategy ensures timely preparation, provides a delivery baseline, and directs all

enablement activities for user readiness” (SAP Activate, Enablement Strategy Importance).

In SAP OCM, a change assessment (often in the Prepare phase) evaluates readiness, and interviews

are a key method. An interview guide enhances their effectiveness. Option C is correct because it

provides structure—organizing questions into sections (e.g., culture, capabilities, attitudes) ensures a

logical flow, preventing chaotic or off-topic discussions. For example, a guide might start with “How

open is your team to change?” before delving into specifics, keeping the interview coherent. Option

D is correct as it focuses on key topics (e.g., resistance risks, resource readiness), ensuring critical

data isn’t missed amidst casual conversation. This focus aligns questions with assessment goals, like

identifying adoption barriers. Option E is correct because it acts as a cheat sheet—interviewers can

refer to it if they lose track, maintaining professionalism and coverage, especially under pressure or

with resistant interviewees.

Option A is incorrect—interviews prioritize qualitative insights (e.g., opinions, concerns) over

quantitative data (e.g., scores), which surveys handle better; efficiency isn’t the guide’s primary aim.

Option B is incorrect; it’s too rigid—interviewers should adapt to responses, not stick strictly to listed

questions, as flexibility uncovers deeper insights. SAP OCM emphasizes structured yet adaptable

interview guides to maximize value.

“An interview guide provides structure, focuses on key topics, and serves as a reference, ensuring

change assessment interviews yield comprehensive and relevant insights” (SAP OCM Framework,

Change Assessment Interview Guidelines).