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1. Outline the process forbuilding a business case tor BPM.

A) First understand the business context and execute maturity assessment and roadmap planning; then identify costs and benefits and calculate financial indicators; finally present the results in financial terms.
B) Provide the completed spreadsheet to the developers to enable them to collect costs, benefits, and investments and perform the calculation for themselves.
C) Collect costs, benefits, and investments, and provide thecompleted spreadsheet to the CFO.
D) First understand the business context; then identify costs and benefits and calculate financial indicators; finally present the results In financial terms.

2. Whatismeant by the "Payback Period"?

A) The Payback Period refersto the length of time that Is required to recover the initial cost of an investment. In other words, it answerthe question. How long will it take for this to pay for Itself?"
B) The Payback Period refers to the time during which an investment Is required to pay for Itself. After thePayback Period investments aresubject only to amortization.
C) In casesIn which capital investments are to be financed the Payback Period refers to the time over which a loan would be repaid.
D) In cases where resources are consumed from other business units (e.g. developers, hardware, etc.) the Payback Period refers to the stage In the program when the lender starts to see a benefited.

3. Where do the BPM ROI tools "considered metrics" come from?

A) These metrics may be derived from stakeholder input, but since they require substantial research, the toolprovides commonly accepted values from analyst purveys and case studies.
B) These metrics cannot be determined from data within a singleorganization, so they can only be taken from analyst surveys.
C) These metrics represent strategic benefits, so they are taken from business strategy documents.
D) These metrics represent direct costs, so they are taken from product licensing and support pricing lists.

4. Which two goals are critical to establishing "continuous improvement" of business processes?

A) Establish an Infrastructure environment that enables the business users to promote changes to the production system without the need for IT support.
B) Establish tight Integration between the technical and business orchestrationengines.
C) Establish a robust process engineering method that supports the needs of all stallholders Involved in process improvement.
D) Establish a BPMS that supports 'round-tripping" and lossless exchange between business, IT, and executable model representations.

5. 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 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.
.
B) 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.
C) 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.
D) 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.
E) 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.

問題與答案：

問題 #1 答案： B

問題 #2 答案： D

問題 #3 答案： D

問題 #4 答案： A

問題 #5 答案： A