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What doesRACI mean and what does it do for BPM governance?

• A. "RACI" (Reason, Assemble. Coordinate. Initiate) Is a governance strategy (or program management that describes the sequence of activities, checks, and gates required to starta project.
• B. "RACI" (Responsible. Accountable, Consulted, and Informed) refers to a Linear Responsibility Chart that describes the involvement of all roles 'n completing tasks or deliverables for 3 project / program.
• C. "RACI" (Responsible, Accountable, Consulted, and Informed) refers to a Responsibility Assignment Matrix tool that performs project leveling and assigns tasks In the project plan according to role and position.
• D. "RACI" (Realize, Assemble. Coordinate, Integrate) is a governance strategy to monitor process creation through the various stages of model-driven development.

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

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

A corporation established strategy, architecture, standards, metrics,and investment models early onbut these are not widely adopted. How can Oracle's approach to BPM governance help in this situation?

• A. It identifies, takes ownership, and replaces outdated andirrelevantassets to ensure effective compliance across the organization.
• B. It uses vitality governance to ensure the upkeep, relevance, arid adoption of core governance assets.
• C. It uses operational governance to ensure the upkeep, relevance, and adoption of core governance assets.
• D. It places outdated governance assetsintothe 8PM Governance Continuous improvement loop to ensure that they are current and effective.

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. 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.
• C. 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.
• 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.

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. 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. 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.
• 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.