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Oracle IT Architecture BPM 2013 Essentials Sample Questions:

1. When the BPM roadmap process is described to a VP, the VP balks at the approach because the first step in the process is a current state analysis.From past experience the VP has seen current state assessments that took months to complete. The VPisnot willing to spend months on another current state assessment.
How is this issue best addressed by the BPM roadmap development approach?

A) The current state assessment l5 performed by evaluating the maturity and adoption of capabilities In the BPM Maturity Model. This narrow focus allows the assessment to be completed in approximately two weeks.
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B) The current state assessment is time boxed to two weeks. At the end of the two weeks, the current state assessment is deemed complete and the next step In (he roadmap creation process is begun.
C) The scope of the current state assessment is limited to one business unit at a time. This keeps the length of the assessment to approximately two weeks.
D) The current state assessment is done by reviewing documents provided by the organization. Two weeks is sufficient to review the documents and determine the Current state.
E) The scope of the current state Assessment Is restricted to the business processes that have been identified as top candidates by the Business Process Selection Framework. These few business processes can be assessed in approximately two weeks.

2. What aspects of the business process are maintained throughout the process lifecycle?

A) All aspects Including the business and technical processes, business rules, error andexception handling, and performance indicators are maintained in the cycle of continuous Improvement.
B) The lifecycle of an executable business process is maintained through start and end events, correlation sets, and partner links.
C) The underlying code executing theprocess Is maintained through graphical models.
D) The business and technical processes, along with error and exception handling, are modeled at inception while business rules and performance indicators are adapted on an ongoing basis to provide continuous improvement

3. Which statement best describes therelationship between process engineering and traditional software engineering in Oracle's processengineering method?

A) Oracle'sprocess engineering method Is used to analyze and optimize business processes regardless of whether or not they are automated using BPM technologies. It relies on traditional software engineering methods to convert the processes and requirements Into solutions.
B) Process engineering and traditional software engineering are synonymous. Process engineering is a term used to define traditional software engineering where an automated business process is developed and delivered.
C) Process engineering is an optional add-on for traditional software engineering. It is Injected into the traditional software engineering process when a BPEL model needs to be created.
D) The process engineering method only describes the preliminary steps required to begin delivery of an automated business process it terminates when the process has been defined by business analysts.
Traditional software engineering methods are used to deliver the solution. Both methods are required.
E) Process engineering is a separate and unique methodology. It may spawn one or more traditional software engineering activities if the process being delivered requires custom software development efforts.

4. Following the "strategic" approach to business process Identification, which two items can be used to identity business processes?

A) Service Composition Model
B) User Interaction Model
C) Business function Model
D) Business Motivation Model
E) Business Financial Model

5. The Value Alignment Worksheet is used during process identification to score business processes in terms of their strategic value to the business. Which statement describes the use of this tool?

A) . Business process candidates are rated on a calculation of net present value (NPV) and return on investment (ROI) estimates.
B) Business process candidates are rated on a product of their business value alignment and technical feasibility scores.
C) Business process candidates are rated on an aggregation of their service candidate selection scores from the Services Selection Worksheet.
D) Business process candidates are rated on the sum of their KOI and technical feasibility scores divided by an associated inhibitor score.
E) Business process candidates are rated on their alignment with business goals, objectives, and key initiatives obtained from business strategy.

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