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Oracle IT Architecture BPM 2013 Essentials Sample Questions:

1. How can you use the business functional model to help design the business process model?

A) The flow of activities in the functional model can be used to develop an initial process model. This model can serve as the "as-ls" process representation.
B) The hierarchy, activities, and tasks of the functional model can be used to establish a process model hierarchy with meaningful activity names and a level-set activity structure.
C) The natural segmentation of the functional model along organizational boundaries, (departments, divisions, etc.), can be used to define the scope of the high-level business process model. Messaging between process models can then be defined where process models need to communicate with each other.
D) Application names and information management boundaries, inherent in the business functional model, are used to design the communication paths and decision logic of the process model.

2. In a large enterprise BPM Implementation a relatively new role, typically called "process owner", is vital to the success of the program, what is the significance of this role arid why is it so important to the success of the BPM program?

A) During process engineering, it is important to assign special responsibilities to a lead process architect/analyst for each process to ensurecontinuity throughout the engineering lifecycle: this role is typically called "process owner".
B) As an organization develops to become "process centric" the role of traditional process performers changes as the BPM system bestows more accountability to, them: in this way they become "process owners" rather than simple participants.
C) A process owner is responsible for the effectiveness of the end-to-end business process (or processes).
True business processes typically span multiple business units requiring an overall owner since line-of-business managers have little incentive to ensure enterprise wide effectiveness of the process as It crosses organizational boundaries.
D) Business executives are responsible for enterprise-wide, end-to-end business process, but are not subject matter experts, so it Is necessary to pass day-to-day process operations on to a new role - the process owner.

3. The Oracle BPM Governance Framework follows the model of the Oracle unified Governance Framework (UGC). What are the main governance

A) Business strategy, simulation, analytics, and business performance management
B) Descriptive, analytical, and executable models
C) Analysis, design, engineering, and operations
D) Organization, operations, design, vitality, and portfolio

4. How is Oracle's BPM governance framework related to other IT governance approaches?

A) Oracle's BPM governance is a superset combining BPM-specific needs with all relevant practices from other IT governance frameworks.
B) Oracle's BPM governance framework is designed to complement other IT governance practices, focusing specifically on BPM concerns.
C) Oracle's BPM governance framework is certified by a number of independent IT industry governance bodies.
D) Oracle's BPM governance is a business concern and as such it is unrelated to IT governance frameworks.

5. During the gap analysis phase of the BPM roadmap process several outlier capabilities were identified. Which two actions shouldbe performed for outlier capabilities?

A) If a capability has a low maturity score and a high Adoption score, then the capability should be addressed early in the roadmap because it has widespread negative impacts.
B) If a capability has nearly equal maturity and adoption scores, then the maturity for the capability should the addressed early in the roadmap to deliver quick positive results.
C) If a capability has a high maturity score but a low adoption score, then the approach used for that capability should be more broadly applied across the organization.
D) If a capability has a high maturity score but a low adoption score, then the capability should be addressed early in the roadmap because It has widespread negative impacts.
E) If a capability has a low maturity score and a high adoption score, then the approach used for that capability should be more broadly applied across the organization.

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