Online Access Free 1z1-476 Exam Questions

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 done by reviewing documents provided by the organization. Two weeks is sufficient to review the documents and determine the Current state.
• C.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.
• D.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.
• 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.

How should this situation be handled?

• A.New realization benefit and realization inhibitor criteria should be added to the Parameters worksheet (and be propagated through the other worksheets) to capture and score this additional factor.
• B.Replace one of the existing realization benefit criterion with a new criterion that captures this additional factor.
• C.A new realization Inhibitor criterion should be added to the Parameters worksheet (and be propagated through the other worksheets) to capture and score this additional factor.
• D.Replace one of the existing realization Inhibitor criterion with a new criterion that captures this additional factor.
• E.This additional factor should be ignored because all of the important criteria are already included in the Business Process Selection Framework.
• F.A new realization benefit criterion should be added to the Parameters worksheet (and be propagated through the other worksheets) to capture and score this additional (actor.

Which Exhibit best representsthe cycle of continuous improvementof the business process?
A)Exhibit 4

B)Exhibit 3

C)Exhibit 2

D)Exhibit 1

• A.Option C
• B.Option A
• C.Option D
• D.Option B

What is the best way to integrate SOA service engineering into the business processengineering lifecycle?

• A.The business process engineering lifecycle Is a subset of the SOA service engineering lifecycle that specializes in Implementing business processes as SOA services. In this manner they are pre-integrated.
  Follow the process engineering option of the service engineering method.
• B.Include members of the service engineering team throughout the process engineering lifecycle. Their role is to ensure that the business process follows best practices for service engineering. The best practices are used to augment the process engineering activities depending on the types of services that are required.
• C.Begin with SOA services and compose them into a managed process flow. Use the business process engineering lifecycle to combine process flows into a complete business process. Configure the process according to business requirements. Refine the process and services as needed.
• D.In order to ensure that services are engineered properly it is important to run the service engineering and process engineering efforts m parallel. Oracle s service engineering method injects process engineering activities at each stage ofthe service engineering lifecycle.
• E.Identify and define "missing pieces" of functionality within the process that will require software development. Determine if SOA service* exist to match these requirements. Use the SOA service engineering method to determine if new services should be created or existing services enhanced to fulfill any final missing pieces.

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.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.
• B.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.
• C.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.
• D.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.