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A. These metrics represent strategic benefits, so they are taken from business strategy documents.

B. These metrics represent direct costs, so they are taken from product licensing and support pricing lists.

C. 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.

D. These metrics cannot be determined from data within a singleorganization, so they can only be taken from analyst surveys.

A. "Happy Path" is the path of execution that strives to avoid manual activities.

B. "Happy Path" is the path of execution that best represents the primary, intended flow of the process.

C. "Happy Path" is the path of a process that is most satisfying to the customer

D. "Happy Path" is a method of process engineering that avoids conflicts between participants in the process

E. "Happy Path" Is a method of process engineering that produces an optimal process.

A. Executive-level techniques such as Balanced Scorecard and Strategy Maps provide guidance to business process implementation and key data points tor monitoring engineering progress.

B. The ability to create, modify, and manage Key Performance Indicators (KPIs) by program managers and business executives enables precise refinement of B^ governance within each organization.

C. Roadmap planning is an ideal starting point for BPM, utilizing the 8PM Maturity Model and associated assessment tools. These collectively provide important inputs to BPM governance.

D. Business Activity Monitoring provides dashboards and data points that enable governance at the program/executive level.

A. After technical design has completed and before the 'as-is" process Is tested and deployed

B. When the processisfirstidentified, and before other participants In the engineering process get involved

C. After the process flow is first defined and before business-related details of (he process ate captured and modeled

D. After the "as-is" business process has been captured and modeled, and before technical analysis and design begins

E. When (he process flow is first defined and before any information capture and modeling take place

A. New Price Value (NPV) represents the complete evaluation of benefits compared to the replacement costs of associated IT capabilities(hardware, software, etc.).

B. Normal Price Valuation (NPV) refers to a standardized calculation for the evaluation of current and future investments.

C. No Price Value (NPV) represents the complete evaluation of benefits over time before the value of investments is taken into consideration.

D. Net Present Value (NPV) presents the net cash flow in present value, taking Inflation and returns into account. It is a measure of thebenefits in today's dollar value.

A. Organizational change management is a comprehensive governance practice developed to support business process re-engineering.

B. BPM organizational governance ensures effective communication of changes in human workflow and ensures appropriate empowerment within organizational structures while also identifying new roles and training needs.

C. BPM operational governance Is used to ensure effective day-today management of human workflow, process exception handling, and management reporting.

D. BPM design-time governance ensures that processchanges do not Impactworking practices of human process participants.

A. "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.

B. "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.

C. "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.

D. "RACI" (Realize, Assemble. Coordinate, Integrate) is a governance strategy to monitor process creation through the various stages of model-driven development.

A. Business process candidates are rated on an aggregation of their service candidate selection scores from the Services Selection Worksheet.

B. Business process candidates are rated on the sum of their KOI and technical feasibility scores divided by an associated inhibitor score.

C. Business process candidates are rated on a product of their business value alignment and technical feasibility scores.

D. Business process candidates are rated on their alignment with business goals, objectives, and key initiatives obtained from business strategy.

E. . Business process candidates are rated on a calculation of net present value (NPV) and return on investment (ROI) estimates.