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Oracle IT Architecture BPM 2013 Essentials Sample Questions:

1. When embarking on a first BPM project there is a tendency to do the easy things first. What is the best practice for getting started?

A) By starting out with a maturity/capability assessment across the enterprise, the first BPM project can be selected according to the strongest capabilities of the organization, thereby assuring the greatest chance of success.
B) Neither the most difficult nor the easiest processes are likely to be the most suitable for a first Implementation. Projects should be selected according to a pragmatic set of suitably weighted risk/benefit criteria.
C) The easiest processes are often selected by IT for the benefit of familiarization while typically providing no business benefit and risking loss of interest (or even funding) from the business stakeholders. For this reason a complex process should be tackled first, following extensive training, analysis, and other preparations.
D) It is important to start with the smallest and simplest (i.e. easy) process automation project* as these provide rapid-fire successes that can be quickly combined at a later stage in fulfilling the needs of most complex implementations.

2. What is the purpose of the BPM Governance Framework?

A) To reduce risk, maintain business alignment, and measure the business value of BPM investments, while providing support to address these challenges and increase the effectiveness of BPM adoption
B) To calculate the benefit of BPM adoption and evaluate effectiveness against expected benefits
C) To engine that regulatory and corporate policies are fully enforced
D) To ensure effectivemanagement of BDM strategic goals and empowerment of the program management office

3. Which statement is true about the logical architecture and Its intended audience?

A) It is an elaboration of the BPM lifecycle. It Is used in discussion with subject matter experts (SMEs) to Identity the key human and system participant roles, and some of the artifacts exchanged between them throughout the lifecycle of a business process.
B) It highlights the core capabilities of a BPM system. Identifies the major Intersecting system components, and outlines their relationships. It is used to discuss what the business needs from a BPM system.
C) It identifies the components of a system needed to achieve the capabilities described by the conceptual architecture. It is used in discussion with IT to identify the functions required from the IT environment.
D) It identifies the product components and licensing for a systemto achieve the capacities descried by the requirements In conceptual architecture. It Is used in discussion with IT to identify the product licensing requirements.

4. Which two goals are critical to establishing "continuous improvement" of business processes?

A) Establish an Infrastructure environment that enables the business users to promote changes to the production system without the need for IT support.
B) Establish tight Integration between the technical and business orchestrationengines.
C) Establish a robust process engineering method that supports the needs of all stallholders Involved in process improvement.
D) Establish a BPMS that supports 'round-tripping" and lossless exchange between business, IT, and executable model representations.

5. While embarking on an enterprise-wide implementation what specific practitioner techniques, tools, or frameworks provide BPM governance insight and support at the program/ executive level?

A) Roadmap planning is an ideal starting point for BPM, utilizing the 8PM Maturity Model and associated assessment tools. These collectively provide important inputs to BPM governance.
B) The ability to create, modify, and manage Key Performance Indicators (KPIs) by program managers and business executives enables precise refinement of B^ governance within each organization.
C) Executive-level techniques such as Balanced Scorecard and Strategy Maps provide guidance to business process implementation and key data points tor monitoring engineering progress.
D) Business Activity Monitoring provides dashboards and data points that enable governance at the program/executive level.

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