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Oracle 1z1-476 Exam Syllabus Topics:

Oracle IT Architecture BPM 2013 Essentials Sample Questions:

1. 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 nearly equal maturity and adoption scores, then the maturity for the capability should the addressed early in the roadmap to deliver quick positive results.
B) 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.
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 capability should be addressed early in the roadmap because It has widespread negative impacts.
E) 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.

2. Following the "strategic" approach to business process Identification, which two items can be used to identity business processes?

A) Business Financial Model
B) Business Motivation Model
C) User Interaction Model
D) Service Composition Model
E) Business function Model

3. Which statement is true about the broad set of goals of a modern 8PHS?

A) It should support content-centric and integrate on-centric processes, human workflow and case management white providing both choreography and orchestration.
B) It should support content-centric and integration-centric processes, human workflow and case management while supporting both BPMN and BPEL for business and technical orchestration.
C) It should maintain a Single, consistent model, with multiple stakeholder views from abstract to execution; simulation with runtime augmentation; process analytics from KPIs to BAM extending support into Business Performance Management.
D) It should maintain graphical models, with multiple views that are Interchangeable between business and IT stakeholders, simulation, analytics, application integration using Enterprise Application Integration.

4. 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) 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.
B) 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.
C) 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.
D) 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.

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

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