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1. What is the primary purpose of the Business Process Administrator?

A) To provide first-level support for the process with emphasis on system load, performance, and uptime results vs. requirements.
B) To ensure that the process is implemented according to specifications defined by the Process Architect.
C) To ensure that the process is designed according to specifications defined by the Process Analyst.
D) To monitor the health of the business processes and respond to alerts and business exception conditions.
E) To facilitate communications between the various business and technical communities involved in process engineering.

2. 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.

3. What is meant by "model interchange" in the context of the business process lifecycle?

A) The ability to transfer semantic models between different tools
B) The ability to exchange the intent of the business model between various stakeholders
C) The ability to exchange a shared process model between various stakeholders and BPMS runtime while only showing the details pertinent to the stakeholder's role
D) The ability to transfer syntactic models between different tools

4. 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.

5. 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) 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.
B) 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.
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".

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