The change manager in SAP OCM must set boundaries to avoid being the sole “people fixer.” Option A is correct—describing OCM as a “long-distance endeavor” with joint effort clarifies it’s an ongoing, collective process (e.g., spanning Prepare to Run), not a solo fix-it role. For instance, adoption issues in Run require sustained teamwork, not just the change manager’s intervention. Option B is correct because calling it a “team sport” emphasizes that the project team—PM, IT, business—shares responsibility (e.g., PM schedules, IT supports, OCM guides), preventing the change manager from being overburdened. Option D is correct as framing OCM as a “core leadership task” highlights that business leaders must drive buy-in (e.g., a VP addressing resistance), not just delegate to the change manager.

Option C is incorrect—OCM isn’t a project management task; it’s a distinct discipline collaborating with PM, not subsumed under it. Option E is incorrect; a “checkbox approach” misrepresents OCM’s dynamic, adaptive nature—strict procedures don’t fit SAP’s agile methodology. SAP OCM stresses shared ownership to manage expectations.

“Clarify that change management is a continuous, team-based effort requiring leadership support, not a solitary or rigid task, to define its scope accurately” (SAP OCM Framework, Change Manager Role Clarification).