IBM 000-188 試験概要:

IBM 000-188 試験シラバストピック:

IBM WebSphere Lombardi Edition V7.2, BPM Program Management 認定 000-188 試験問題：

問題 #1

Process business data that needs to be available after the process instance completes must be:

A. persisted to a business data system of record.
B. removed from the process server for SOX Compliance.
C. persisted in the performance data warehouse.
D. audited in the process server database

問題 #2

The project team has completed the discovery and documentation of a process application for new hire onboarding. The project business sponsor and IT leadership have asked the BPM program manager to create a detailed project plan that identifies the estimated effort in hours and scheduled date of completion for each specific development task. In accordance with an agile BPM project, this request should be:

A. delegated to the BPM Developer(s) since they have the most direct knowledge of the scope and nature of the development tasks.
B. fulfilled by providing an iteration and release plan built with user story point estimate and a resource plan.
C. fulfilled as quickly as possible since the full scope of the project is frozen and it is necessary to schedule and budget for the necessary resources.
D. deferred until the software requirements specification document is complete.

問題 #3

A program manager is advising a new client who has begun analyzing process projects to determine which ones should be selected for their first BPM projects. The client presents the diagram below visualizing the projects in terms of their cost/complexity and the value to the company.

What should the program manager advise the client?

A. Redo the business value analysis to ensure customer satisfaction was included.
B. Consider appetite for BPM as a third axis in this analysis.
C. Remove projects in C quadrant from the inventory because of high complexity and low value.
D. Immediately pursue projects in the B quadrant because of their high value.

問題 #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. 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.
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. 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.

解説：