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

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

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

2. A program manager consults with a client on how to improve their BPM Center of Excellence (COE). The program manager asks what metrics are being used to track the success of the COE.
The client offers examples of the metrics that are being collected for several processes related to the cycle time and efficiency. What course of action should the program manager suggest?

A) Suggest that the COE should aggregate information on the ROI for each project.
B) Suggest that greater emphasis be granted to the metrics gathered on cycle time.
C) Suggest that an additional category of metrics for defect rates be collected.
D) Suggest no changes to the metrics.

3. A process owner needs to monitor the performance of multiple processes in the aggregate. What should the program manager plan on developing first to satisfy this requirement?

A) Service Level Agreements (SLAs)
B) Key Performance Indicators (KPIs)
C) Scoreboards
D) A report

4. The BPM Program Manager, Process Owner, and Lead Developer are collaborating to define the theme and assign user stories for the next iteration. The team is planning the 7th of 15 iterations in the Release Plan for Release One. The Program Manager displays a Team Velocity chart showing that the Development team has shown significant growth in story points accepted from iterations 1 to 4 and has been leveling off to roughly 200 story points in iterations 5 and 6.
Given there are 9 iterations remaining in the release plan, the Process Owner immediately recognizes there is room for roughly 1800 story points in the remaining time for Release One. However, the backlog contains 2400 story points marked as "high" priority and another 1200 story points marked as "medium" priority. The Process Owner asks to reduce the points assessed to the high priority user stories to bring the total points down to roughly 1800 so as to make them fit in the remaining time. The Program Manager agrees.
What is wrong with this scenario?

A) This is a conversation for a Release Planning meeting and not during Iteration Planning.
B) Team Velocity is fixed and changing the method of estimating story points mid-way through a release will not increase the scope of work that can be completed.
C) Both "high" and "medium" priority stories should be included in the Release Plan meaning all user story points should be reduced by 50% to get all high/medium priority stories to fit in 1800 points remaining (2400+1200 = 3600 : 3600/2 = 1800).
D) Process Owner forgot to include a risk factor of 1.4 that should be applied to 1800 resulting in roughly 2500 story points (1.4 x 1800 = 2520) remaining in the Release. No action should be taken.

Solutions: