Thecore driverof BPM governance isperformance—specifically, the need to ensure that processes are aligned with business objectives and are performing at acceptable levels. Governance structures (like steering committees and process owners) exist tomonitor, review, and adjust processesbased on performance data.
“Governance in BPM ensures that processes are monitored and managed to meet performance targets. This requires oversight, accountability, and adjustments based on KPI trends.â€
– ABPMP CBOK®, Chapter 9 – Process Organization; Chapter 6 – Process Performance Management
Governance includes:
Establishing ownership and accountability
Setting performance expectations
Reviewing KPIs and continuous improvement actions
[Reference: ABPMP CBOK®, Chapters 6 & 9, , ]
Question # 5
What is Robotic Process Automation (RPA)?
A.
Automating rule-based processes that require interaction with multiple IT systems
B.
Use of hardware components that mimic processes usually performed by humans
C.
Use of hardware machines that mimic activities usually performed by humans
D.
Use of software robots that mimic tasks usually performed by humans
RPArefers to the use ofsoftware botsthat replicate human interactions with digital systems toautomate repetitive, rule-based tasks, without modifying existing infrastructure.
“Robotic Process Automation uses software robots to mimic user interactions with applications. It automates routine tasks across systems by simulating human behavior.â€
Whilemonitoringis about observing and collecting performance data,controllingis the activity of using that information toregulateand adjust the process to ensure it stays within acceptable thresholds. It is an essential management function in BPM.
“Controlling involves actions taken to regulate process performance, using the output of monitoring to ensure the process meets predefined performance objectives.â€
– ABPMP CBOK®, Chapter 6 – Process Performance Management
Controlling includes:
Applying corrective actions
Reallocating resources
Adjusting performance expectations
[Reference: ABPMP CBOK®, Chapter 6 – Process Performance Management, ]
Question # 7
In which duties do process owners involve themselves?
A.
Process owners may manage the process and how work gets done, but not necessarily the people who perform the work
B.
Process owners initiate efforts and define incentives, which ensure the process continues to deliver value to its customers
Process ownersare accountable for theend-to-end performanceof a business process but are not always in charge of the personnel executing it. Their role iscross-functionaland focuses on ensuring the process deliversconsistent and measurable outcomes.
“The process owner manages the design and performance of the process, including its cross-functional coordination. They typically do not have direct authority over all individuals involved but are responsible for process outcomes.â€
– ABPMP CBOK®, Chapter 9 – Process Organization
Core duties include:
Managing process improvement initiatives
Aligning KPIs with goals
Collaborating across departments
[Reference: ABPMP CBOK®, Chapter 9 – Process Organization, ]
Question # 8
The outcome of process analysis is a fact-based
A.
Understanding of the current state (as-is) process
B.
Implementation plan for the improvement of a process
C.
Graphical representation of the current state (as-is) process in BPMN 2.0
D.
Management dashboard for the measurement of a process
Theprimary result of process analysisis adetailed, objective understandingof how the current process operates. This includes identifying pain points, cycle times, variation, and causes of inefficiencies. It is thefoundation for evidence-based decision-making.
“A thorough process analysis results in a fact-based understanding of the as-is process, including performance baselines, root causes, and points of failure.â€
– ABPMP CBOK®, Chapter 4 – Process Analysis
Such insights enable:
Risk identification
Compliance assessments
Input for design or automation
[Reference: ABPMP CBOK®, Chapter 4 – Process Analysis, ]
