Which statement best describes the scope and purpose ofthedeployment view of the BPM reference architecture?

• A. The BPM deployment view describes only the allocation of compute, network, and storage resources required to meet non-functional requirements and service-level agreements relating to reliability, availability, serviceability, and performance.
• B. Ensuring disaster recovery and business continuity are the primary goals of the deployment view of the BPM reference architecture.
• C. The organization of Oracle products (applications, middleware, servers, etc.) required tomeet non-functional requirements and service-level agreements relating to reliability, availability, serviceability, and performance is the primary purpose of the deployment view of the BPM reference architecture.
• D. The BPM deployment view describes how the compute, network, and storage resources, applications, administration, and other related external systems should be organized to realize the goats of the conceptual and logical architecture views and meet nonfunctional requirements in the context of the datacenter.

Which statement is true about the capabilities captured in the BPM Maturity Model?

• A. A capability describes how a feature of an Oracle product should be used within a BPM initiative.
• B. A capability describes-a pair-wise Joining of technology and standards important to BPM adoption.
• C. A capability describes how technology should be applied for successful adoption of BPM.
• D. A capability describes a best practice for successful adoption of BPM.
• E. A capability describes how industry standards should be applied within a BPM initiative.

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. 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".
• 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. 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.
• D. 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.

What is the scope of organizational concerns in the BPM Governance Framework?

• A. The BPM Governance Framework does not cover organizational concerns.
• B. The BPM Governance Framework constrains its treatment of organizational governance to activities surrounding business process engineering.
• C. Organizational change management is critical to the success of business process reengineering and as such it is the primary concern of organizational treatment in the BPM Governance Framework.
• D. The BPM Governance Framework encompasses all aspects of organizational concerns from executive management, engineering and operations, to the organizational change management mandated by process change.

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