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

1. After completing the initial process discovery and documentation work, the process definition and user story documentation needs to be reviewed to ensure that appropriate emphasis has been placed on process improvement and on identification and definition of appropriate process metrics. With whom does the program manager and process owner conduct this review?

A) BPM Developer
B) BPM Analyst
C) BPM Architect
D) BPM Administrator

2. The BPM program manager and process owner for a new hire onboarding process project need to ensure that the solution developed by the team will be accepted and adopted by the target users. To facilitate this, they decide to:

A) insist on documentation of all user requirements before having the development team begin work.
B) involve champion SMEs in the discovery and implementation including playbacks.
C) plan additional playbacks for user screens.
D) agree with users to postpone the release until every feature is correct.

3. The following is an example of a user story: s a hiring manager, I need a web form to enter results of my interview with the candidate. If I decided not to hire the candidate, I need to email the?s a hiring manager, I need a web form to enter results of my interview with the candidate. If I decided not to hire the candidate, I need to email the recruiter so that he/she can call the candidate. If I decided to hire the candidate, I need to open an MS Word template and draft an offer for employment? What feedback should the program manager give on the user story?

A) It is a poorly written user story because it specifies implementation details.
B) It is a good user story because it leaves out all implementation details as to how the work will actually get done.
C) It is a good user story because it maintains a clear definition of what the hiring manager needs to accomplish and why.
D) It is poorly written user story because it documents what the user needs to do.

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) 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.

Solutions: