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Oracle IT Architecture BPM 2013 Essentials Sample Questions:

1. Howdoes the BPM Governance Framework complement traditional governance approaches?

A) By filling an important gapintraditional governance approaches, but specifically avoiding overlapping concerns to prevent duplication or conflict
B) By defining the principles, policies, processes, roles, and Infrastructure specific to BPM
C) By providing specific integration strategies. Including a meta-model and information exchange protocols, for each of the main traditional governance models
D) By relyingon the SOA Governance Framework to bridge the gap to each of the main traditional governance approaches

2. How should this situation be handled?

A) This additional factor should be ignored because all of the important criteria are already included in the Business Process Selection Framework.
B) A new realization Inhibitor criterion should be added to the Parameters worksheet (and be propagated through the other worksheets) to capture and score this additional factor.
C) Replace one of the existing realization benefit criterion with a new criterion that captures this additional factor.
D) A new realization benefit criterion should be added to the Parameters worksheet (and be propagated through the other worksheets) to capture and score this additional (actor.
E) Replace one of the existing realization Inhibitor criterion with a new criterion that captures this additional factor.
F) New realization benefit and realization inhibitor criteria should be added to the Parameters worksheet (and be propagated through the other worksheets) to capture and score this additional factor.

3. 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) 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.
B) 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.
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.

4. Which two statements describe how the business process context model provides value to the Process Analyst and Process Architect?

A) It provides a measurement of the business value of the process over time, which Is vital to prioritization and scheduling.
B) It identifies all of the important informationassociated with the business process apart from the concerns of the process flow.
C) It Identifies all of the important information about the process that determines process flow.
D) It provides a means to communicate business aspects of the process to the delivery team for further elaboration and implementation.
E) It describes the mechanisms by which a user or application will invoke the process and what contextual information will be relayed to the process upon start up.

5. Which statement characterizes the lifecycle of a business process under the control of a modern BPM system?

A) The business process lifecycle conforms to a Model Driven Architecture (MDA) approach in a continuous cycle of improvement using a single definition supporting abstract, technical, and executable representations.
B) Modern business processes use an Agile Software Development Lifecycle (SDLC) for the rapid generation of production quality code.
C) Today's business process derives benefits of continues reuse through a rigorous architectural approach established by the Object
D) A modern business process passes through all the stages of modeling, simulation, orchestration, and choreography.

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