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Oracle IT Architecture BPM 2013 Essentials Sample Questions:

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

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

2. Which statement best describes the scope and purpose ofthedeployment view of the BPM reference architecture?

A) Ensuring disaster recovery and business continuity are the primary goals of the deployment view of the BPM reference architecture.
B) The BPM deployment view describes only the allocation of compute, network, and storage resources required to meet non-functional requirements and service-level agreements relating to reliability, availability, serviceability, and performance.
C) The BPM deployment view describes how the compute, network, and storage resources, applications, administration, and other related external systems should be organized to realize the goats of the conceptual and logical architecture views and meet nonfunctional requirements in the context of the datacenter.
D) The organization of Oracle products (applications, middleware, servers, etc.) required tomeet non-functional requirements and service-level agreements relating to reliability, availability, serviceability, and performance is the primary purpose of the deployment view of the BPM reference architecture.

3. What is the scope of organizational concerns in the BPM Governance Framework?

A) The BPM Governance Framework encompasses all aspects of organizational concerns from executive management, engineering and operations, to the organizational change management mandated by process change.
B) Organizational change management is critical to the success of business process reengineering and as such it is the primary concern of organizational treatment in the BPM Governance Framework.
C) The BPM Governance Framework constrains its treatment of organizational governance to activities surrounding business process engineering.
D) The BPM Governance Framework does not cover organizational concerns.

4. What doesRACI mean and what does it do for BPM governance?

A) "RACI" (Responsible. Accountable, Consulted, and Informed) refers to a Linear Responsibility Chart that describes the involvement of all roles 'n completing tasks or deliverables for 3 project / program.
B) "RACI" (Responsible, Accountable, Consulted, and Informed) refers to a Responsibility Assignment Matrix tool that performs project leveling and assigns tasks In the project plan according to role and position.
C) "RACI" (Realize, Assemble. Coordinate, Integrate) is a governance strategy to monitor process creation through the various stages of model-driven development.
D) "RACI" (Reason, Assemble. Coordinate. Initiate) Is a governance strategy (or program management that describes the sequence of activities, checks, and gates required to starta project.

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) 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) Executive-level techniques such as Balanced Scorecard and Strategy Maps provide guidance to business process implementation and key data points tor monitoring engineering progress.
C) 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.
D) Business Activity Monitoring provides dashboards and data points that enable governance at the program/executive level.

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