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

The Business Process Selection Tool Generates a Decision Basis Score for each business process being evaluated. How is the Decision Basis Score used?

• A. Only process candidates with a Decision Basis Score close to zero should be considered for automation.
• B. A low Decision Basis Score indicates a business process that Is a top candidate for automation.
• C. Only process candidates with a Decision Basis Score above '.5 should be considered for automation.
• D. The Decision Basis Score is part of the Realization Benefit Score and is not used directly.
• E. A high Decision Basis Score Indicates a business process that is a top candidate for automation.

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. 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.
• B. 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.
• C. 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.
• D. 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.

Which single major improvement introduced in BPMN 2.0 is key to Increased cooperation between the business and II ("closing the business-lTgap")?

• A. Better process visibility In BPMN 2.0 ensures that both business and IT users get exactly the Information they need to optimize the business process and Its technical underpinnings,
• B. The broader set of graphical elements in BPMN 2.0 provides the level of detail necessary for clearand complete Interaction between the business and IT.
• C. The deep Integration between the BPMN and the BPEL processing engines ensures the IT implementation of the business process is a complete and accurate representation of intent o' the business community.
• D. The execution semantics Introduced in BPMN 2.0 ensure the business process definition and its executable Implementation are maintained as a single model supporting unambiguous interpretation by all stakeholders and systems.

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