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Oracle 1z1-476 Exam Syllabus Topics:
| Section | Objectives |
|---|---|
| Monitoring and Administration | - Performance management - Security and roles management - Process monitoring and tracking |
| Oracle BPM Suite Architecture | - Oracle BPM components overview - Process Engine architecture - SOA integration with BPM |
| Process Modeling (BPMN) | - BPMN 2.0 notation and usage - Process flows and gateways - Events, tasks, and subprocesses |
| Process Implementation | - Forms and UI integration - Human workflow design - Business rules integration |
| BPM Fundamentals | - BPM lifecycle and methodology - Role of BPM in enterprise architecture - Business Process Management concepts |
Oracle IT Architecture BPM 2013 Essentials Sample Questions:
What aspects of process engineering are likely to require new skills beyond traditional business analysis and software engineering?
- A. Business executives now need to learn to use the Oracle BPM toolset in order to provide strategic analysis assets, manage business rules, and create Key Performance Indicators in order to benefit from Business Activity Monitoring and associated analytics.
- B. The progression of business models from documentation through analysis to execution in a continuous improvement loop, using model-driven development, requires new skills beyond typical software engineering.
- C. Business analysts need to learn to use IDE modeling tools while developers must learn to use ServerComponentArchitecture (SCA) wiring diagram
- D. Business executives now need to be able to create Balanced Scorecards, Strategy Maps, and Value Chains In order to drive effective process selection.
What other IT governance approaches are related to Oracle's BPM governance framework?
- A. Oracle's BPM governanceisbased on TOGAF.
- B. Oracle's BPM governance is derived from ITIL.
- C. Oracle's BPM governance is related to o small subset of IT governance within ITIL and COBIT, but it is unrelated to software engineering frameworks such as Six Sigma and Lean.
- D. Oracle'sBPM governanceisrelated to allother IT governance Including 1TIL. COBIT,TOGAF, Six Sigma, and Lean.
How do you evaluate intangible benefits in a business case?
- A. Intangible benefits can only be evaluated once a project is completed.
- B. By definition, intangible benefits cannot be evaluated-
- C. Business benefits thought to be Intangible can be assigned values either through consensus within the organization or by referring to industry analyst data.
- D. Intangible benefits are typically evaluated by identifying key performance indicators and running a process simulation.
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. 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.
- B. 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. - 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".
What key capability is shown whencombining the design-time and run-time portions of the BPM logical model?
- A. The ability to support process selection through simulation with run-time data
- B. The single model (or business, technical, and executable process states
- C. Traceability of the business motivation model through to process implementation
- D. Service-Oriented Integration between design and run-time sub-systems
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