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1. People often resist change and this can lead to problems,even failure, in BPM implementations. How can governance help?

A) Organizational change management is a comprehensive governance practice developed to support business process re-engineering.
B) BPM organizational governance ensures effective communication of changes in human workflow and ensures appropriate empowerment within organizational structures while also identifying new roles and training needs.
C) BPM design-time governance ensures that processchanges do not Impactworking practices of human process participants.
D) BPM operational governance Is used to ensure effective day-today management of human workflow, process exception handling, and management reporting.

2. During the gap analysis phase of the BPM roadmap process several outlier capabilities were identified. Which two actions shouldbe performed for outlier capabilities?

A) If a capability has a low maturity score and a high adoption score, then the approach used for that capability should be more broadly applied across the organization.
B) If a capability has a high maturity score but a low adoption score, then the capability should be addressed early in the roadmap because It has widespread negative impacts.
C) If a capability has a low maturity score and a high Adoption score, then the capability should be addressed early in the roadmap because it has widespread negative impacts.
D) If a capability has a high maturity score but a low adoption score, then the approach used for that capability should be more broadly applied across the organization.
E) If a capability has nearly equal maturity and adoption scores, then the maturity for the capability should the addressed early in the roadmap to deliver quick positive results.

3. The Oracle BPM Methodology describes two ropes that represent an import point of convergence between businesses an IT, Identify the option containing these two roles.

A) Business Leadership and Process Analyst
B) Service Engineering and Operations
C) Process Analyst and Process Architect
D) Process Architect and Process Developer
E) Business Leadership and Process Owner

4. How do you evaluate intangible benefits in a business case?

A) Intangible benefits are typically evaluated by identifying key performance indicators and running a process simulation.
B) Business benefits thought to be Intangible can be assigned values either through consensus within the organization or by referring to industry analyst data.
C) Intangible benefits can only be evaluated once a project is completed.
D) By definition, intangible benefits cannot be evaluated-

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) Business Activity Monitoring provides dashboards and data points that enable governance at the program/executive level.
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) 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.

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