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IBM Assessment: IBM WebSphere Lombardi Edition V7.2, BPM Program Management Sample Questions:

1. After a successful Playback 0, stakeholders excitably request that Playback 1 should be a fully functional application with look and feel branding and several features used in other core company applications. How should the program manager respond?

A) Change the theme of Playback 1 to work exclusively on user interfaces.
B) Inform the stakeholders that their request will not be part of this application.
C) Capture the feedback in planning for Playback 3 with user interface enhancements.
D) Postpone Playback 1 by four weeks to accommodate branding and user interface features.

2. The BPM program manager is scheduling Playback 1 for a process application for organizing events. Which of the following parties can be absent during Playback 1?

A) Process Owner
B) System Architect
C) BPM Developer
D) Event Organizer

3. A company establishes a BPM Governance Model with an Executive Review Committee and a BPM Project Review Committee. Once the project is initiated it is built out with resources from the Center of Excellence (COE) that design and develop the solution. In the course of working with the BPM Platform and SOA team, the program manager realizes that the project integration costs are greatly increased over the amount of the initial estimate. What should the program manager do?

A) Present the cost over-run to the COE so that additional funds can be allocated.
B) Present the cost over-run to the BPM Project Review Committee so that the integrations can be prioritized and placed into at development phase.
C) Negotiate a cheaper integration approach with the Executive Steering Committee.
D) Press the SOA team to reduce their estimates.

4. What are the primary challenges that business process governance addresses?

A) Developing BPM skills within the organization, adopting BPM methodology to the organization's needs, and gathering lessons learned from failed BPM projects.
B) Bad relationships between business and IT, inconsistent results in delivering BPM value, and developing BPM skills within the organization.
C) Inconsistent decision making in selecting BPM projects, not meeting regulatory compliance goals, and automating labor intensive processes.
D) Many processes, many BPM developers, and many BPM assets.

Solutions: