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 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 limited to one business unit at a time. This keeps the length of the assessment to approximately two weeks.
• 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.

The infrastructure must provide a unified repository to support coordinated modeling between business and IT, process lifecycle governance, and the generation of the executable model.
Which elements must a unified repository manage to support this capability?

• A. BPMN 2.0, BPEL, and SCA
• B. The process graph and its metadata, diagram interchange, web services, and organization modeling
• C. BPMN 2.0, XPOL, BPEL, and SCA
• D. Process model syntax, semantics, and metadata; business rules; service definitions; and business motivation

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. The BPM method recommends deferring this activity to other IT governance practices such as ITIL or COB1T.
• 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. 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.
• D. 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.

How is Oracle's BPM governance framework related to other IT governance approaches?

• A. Oracle's BPM governance is a business concern and as such it is unrelated to IT governance frameworks.
• B. Oracle's BPM governance framework is certified by a number of independent IT industry governance bodies.
• C. Oracle's BPM governance framework is designed to complement other IT governance practices, focusing specifically on BPM concerns.
• D. Oracle's BPM governance is a superset combining BPM-specific needs with all relevant practices from other IT governance frameworks.

In a large enterprise BPM Implementation a relatively new role, typically called "process owner", is vital to the success of the program, what is the significance of this role arid why is it so important to the success of the BPM program?

• A. Business executives are responsible for enterprise-wide, end-to-end business process, but are not subject matter experts, so it Is necessary to pass day-to-day process operations on to a new role - the process owner.
• B. A process owner is responsible for the effectiveness of the end-to-end business process (or processes).
  True business processes typically span multiple business units requiring an overall owner since line-of-business managers have little incentive to ensure enterprise wide effectiveness of the process as It crosses organizational boundaries.
• C. As an organization develops to become "process centric" the role of traditional process performers changes as the BPM system bestows more accountability to, them: in this way they become "process owners" rather than simple participants.
• D. During process engineering, it is important to assign special responsibilities to a lead process architect/analyst for each process to ensurecontinuity throughout the engineering lifecycle: this role is typically called "process owner".