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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 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.
B) 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.
C) 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.
D) 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.

2. When embarking on a first BPM project there is a tendency to do the easy things first. What is the best practice for getting started?

A) The easiest processes are often selected by IT for the benefit of familiarization while typically providing no business benefit and risking loss of interest (or even funding) from the business stakeholders. For this reason a complex process should be tackled first, following extensive training, analysis, and other preparations.
B) Neither the most difficult nor the easiest processes are likely to be the most suitable for a first Implementation. Projects should be selected according to a pragmatic set of suitably weighted risk/benefit criteria.
C) By starting out with a maturity/capability assessment across the enterprise, the first BPM project can be selected according to the strongest capabilities of the organization, thereby assuring the greatest chance of success.
D) It is important to start with the smallest and simplest (i.e. easy) process automation project* as these provide rapid-fire successes that can be quickly combined at a later stage in fulfilling the needs of most complex implementations.

3. How is the BPM logical architecture used to represent Important run-time capabilities?

A) The run-time logical architecture shows the Interaction ofBPMS components and their Interaction with SOA and other products required to build a complete BPM solution.
B) The run-time logical architecture shows only the components Involved in the execution ofthe business process, while other specificcapabilities such as business rules execution, state management, and transaction coordination are external components and therefore not part of the runtime model.
C) The run-time logical architecture shows how the graphical model is transformed into executable BPMN and/or 8PEL code.
D) The run-time logical architecture shows the execution of the business process. Its administration, and monitoring and may include specific capabilities such as business rules execution, state management, and transaction coordination.

4. Which statement is true about the broad set of goals of a modern 8PHS?

A) It should support content-centric and integrate on-centric processes, human workflow and case management white providing both choreography and orchestration.
B) It should support content-centric and integration-centric processes, human workflow and case management while supporting both BPMN and BPEL for business and technical orchestration.
C) It should maintain graphical models, with multiple views that are Interchangeable between business and IT stakeholders, simulation, analytics, application integration using Enterprise Application Integration.
D) It should maintain a Single, consistent model, with multiple stakeholder views from abstract to execution; simulation with runtime augmentation; process analytics from KPIs to BAM extending support into Business Performance Management.

5. Where do the BPM ROI tools "considered metrics" come from?

A) These metrics may be derived from stakeholder input, but since they require substantial research, the toolprovides commonly accepted values from analyst purveys and case studies.
B) These metrics represent strategic benefits, so they are taken from business strategy documents.
C) These metrics represent direct costs, so they are taken from product licensing and support pricing lists.
D) These metrics cannot be determined from data within a singleorganization, so they can only be taken from analyst surveys.

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