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Oracle IT Architecture BPM 2013 Essentials Sample Questions:

1. What aspects of process engineering are likely to require new skills beyond traditional business analysis and software engineering?

A) Business executives now need to learn to use the Oracle BPM toolset in order to provide strategic analysis assets, manage business rules, and create Key Performance Indicators in order to benefit from Business Activity Monitoring and associated analytics.
B) Business analysts need to learn to use IDE modeling tools while developers must learn to use ServerComponentArchitecture (SCA) wiring diagram
C) The progression of business models from documentation through analysis to execution in a continuous improvement loop, using model-driven development, requires new skills beyond typical software engineering.
D) Business executives now need to be able to create Balanced Scorecards, Strategy Maps, and Value Chains In order to drive effective process selection.

2. The lifecycle of a business process In Oracle BPM conforms to a Model Driven Architecture (MDA) approach. What does this statement mean?

A) Model Driven simply means that abusiness process architecture is represented by a graphical model.
B) BPMN 2.0 takes the OMG's MDA approach, meaning runtime activities are driver* by design-time graphical models-
C) Internally BPMN uses UML to achieve the translation of graphical models into executable code.
D) Internally BPMN uses CORBA to achieve the translation of graphical models into executable code.

3. 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 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.
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 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.
D) 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.
E) 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.
.

4. A BPM system must provide capabilities for business rule design, management, and execution. How are "business rules' different from"routingrules"?

A) Business rules are expressions of business policy and are distinct from routing rules which are technical considerations, such as determining the best SOA Service instance to invoke based on availability.
B) Business rule design, management, and execution is a capability unique to the Business Process Management Systems while "routing rules" are more widely provided by "rules engines".
C) A system that does not provide capabilities for business rule design, management, and execution must rely on simple routing rules instead.
D) The terms "business rules" and "routing rules" are synonymous.

5. Active leadership is the term used to describe the deep level of involvement of business and IT management in BPM. How is this practice most effectively developed in an organization that doesn't currently have It?

A) BPM governance is responsible for identifying new roles; In this case a "process owner" or "champion" should be identified with responsibilities to ensure adequate involvement by all members of BPM leadership.
B) When an organization does not have "active leadership" the only practical option is to set upa management group (such as a program management office) to provide an appropriate form of leadership for BPM rollout.
C) The BPM method recommends deferring this activity to other IT governance practices such as ITIL or COB1T.
D) A centralized governance group (such as a CoE) should be empowered and responsible for ensuring effective communication and involvement by all members of BPM leadership.

Solutions:

Question # 1 Answer: A

Question # 2 Answer: B

Question # 3 Answer: E

Question # 4 Answer: B

Question # 5 Answer: D