After a change impact analysis (CIA) workshop, the change manager transitions from data collection

to action planning and communication. Option A is correct because driving and facilitating follow-up

activities (e.g., communication plans, training sessions) ensures the CIA findings translate into

actionable steps to address impacts. This involves collaborating with stakeholders to prioritize and

design interventions. Option B is correct as planning and conducting validation sessions with

impacted groups confirms the accuracy of findings and secures buy-in, a key step to refine the

analysis and build trust. Option D is correct because creating and aligning the result report

consolidates workshop outcomes (e.g., impact severity, affected areas) into a formal document

shared with project leadership and stakeholders for alignment and decision-making.

Option C is incorrect—while visualizing data and aggregating insights might occur, it’s typically part

of the workshop preparation or facilitation, not a post-workshop task, which focuses on action rather

than analysis. Option E is incorrect; reviewing and refining KPIs for user adoption is a broader,

ongoing task tied to the Run phase, not an immediate post-CIA activity. The change manager’s role

here is to operationalize the CIA, ensuring its insights drive the next steps in the change process. This

reflects SAP OCM’s emphasis on translating analysis into practical outcomes.

“Post-CIA tasks include facilitating follow-up activities, validating findings with stakeholders, and

creating a result report to ensure impacts are addressed effectively” (SAP Activate, OCM

Workstream, Change Impact Analysis Process).

The high-level CIA provides a broad overview, while the detailed CIA dives deeper. Option B is correct

because the high-level analysis assesses impacts at a business unit level (e.g., departments affected),

while the detailed analysis drills down to specific processes (e.g., order-to-cash changes). Option A is

incorrect—both are typically facilitated by the change manager. Option C is incorrect; both analyses

consider as-is and to-be states, but the high-level is less granular. Option D is incorrect—high-level

CIA occurs in Prepare/Explore, detailed in Explore/Realize, not as specified.

Extract from SAP OCM Concepts: High-level CIA is broad and unit-focused, while detailed CIA is

process-specific (SAP Activate, OCM Workstream).

The learning needs analysis (LNA) in an SAP project identifies training requirements for those directly

involved or impacted. Option D is correct because the project team (e.g., implementers) and

business users (e.g., end-users) are the primary groups needing enablement to execute and adopt

the solution. Option A is too broad—managers and employees include non-users. Option B is

incorrect; software providers are external and not typically trained. Option C is incorrect—suppliers

are not primary targets for internal system training.

Extract from SAP OCM Concepts: The LNA targets project team and business users to ensure effective

enablement (SAP Activate, Enablement Workstream).

In the SAP Activate Run phase, change management sustains adoption as cloud solutions (e.g.,

S/4HANA Cloud) evolve with regular releases. Option A is correct because assessing change impacts

of new releases (e.g., new features’ effects on processes) ensures proactive planning for user

adaptation, a continuous task in cloud environments. Option D is correct as providing learning and

enablement offerings (e.g., webinars, tutorials) equips users to adopt innovations, addressing skill

gaps post-go-live. Option E is correct because communicating release changes (e.g., via newsletters)

keeps users informed, reducing resistance and encouraging uptake.

Option B is incorrect—motivating change agents is ongoing but not specific to innovation adoption;

their role is broader. Option C is incorrect; adapting the workplace environment (e.g., physical

setups) is rare in cloud contexts, which focus on system/process changes. SAP OCM emphasizes

impact assessment, enablement, and communication for ongoing adoption.

“In the Run phase, foster innovation adoption by assessing release impacts, providing enablement

offerings, and communicating changes to impacted users” (SAP Activate, Run Phase OCM Practices).

A change manager in SAP cloud projects needs people and process expertise. Option A is correct

because soft skills (communication, teamwork, networking) are essential for engaging stakeholders

and building trust. Option D is correct as comprehensive knowledge of OCM concepts (e.g., SAP

Activate tools) ensures professional execution. Option E is correct because methodological skills

(facilitation, mediation, problem-solving) enable effective workshops, conflict resolution, and

planning.

Option B is incorrect—technical expertise is for IT roles; change managers focus on people, not

system details. Option C is incorrect; process know-how is valuable but belongs to process owners or

consultants, not the change manager’s core skill set. SAP OCM prioritizes interpersonal and

methodological competencies.

“Change managers require soft skills (communication, networking), OCM knowledge, and

methodological skills (facilitation, problem-solving) to lead cloud projects effectively” (SAP Activate,

Change Manager Competencies).