Online Access Free C2180-188 Practice Test

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

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.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.
• B.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).
• C.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.
• D.This is a conversation for a Release Planning meeting and not during Iteration Planning.

In the Playback 0 review session, the executive sponsor for BPM suggested adding a requirement to the business process not previously articulated. The executive sponsor would like to see the business requirement implemented by the next playback validation session. How should the program manager handle the previously unknown business requirement?

• A.Explain to the executive sponsor that the requirement will be implemented in the next iteration.
• B.Proceed with Playback 1 and include the new requirement in the set of requirements for the development phase.
• C.Find the best time in the development effort when resources are available to insert the business requirement implementation.
• D.Validate user story with process owner and schedule for a later iteration.

Key Performance Indicators (KPIs) are used by the process owner and stakeholders to:

• A.determine the source of business data in the process.
• B.measure the operations within a process.
• C.reward participants for superior performance in the process.
• D.notify stakeholders when a threshold is violated.

The BPM validation process is the first time BPM project for the development team. At the project launch meeting, the functional requirements for the project are requested by the developers and administrator. The program manager reminds the team that functional requirements are typically documented during a specific phase in the BPM life cycle. When are the functional requirements for the process documented?

• A.Process discovery
• B.Process optimization
• C.Process identification
• D.Process simulation