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OCEB 2 Fund. practice questions: Process Quality, Governance & Metrics

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1/5 · Process Quality, Governance & Metrics

A BPM team analyzing customer onboarding first documents how the process is currently performed, including manual handoffs between the sales and operations departments and a two-day approval delay. After identifying these issues, the team creates a second model that automates the handoffs and removes the delay. What are these two models called, in order?

ATo-be model, then as-is model

BConceptual model, then physical model

CDiscovery model, then governance model

DAs-is model, then to-be model

Answer: D. Documenting the current, real-world way of working produces an 'as-is' model, which is then used as the basis for designing an improved 'to-be' model. This as-is/to-be pairing is central to process improvement projects. Source: OCEB 2 Fundamental coverage (BPM fundamentals) — Process Quality, Governance & Metrics

2/5 · Process Quality, Governance & Metrics

In the BPM lifecycle, the 'Monitor and Control' stage primarily involves which of the following activities?

ADeploying the process definition to an execution engine for the first time

BSelecting which employees will be trained on the new process

CCreating the initial as-is process model

DMeasuring running process instances against defined metrics/KPIs and detecting deviations from expected performance

Answer: D. The Monitor/Control stage closes the loop between execution and improvement: it tracks actual process performance against defined metrics/KPIs, surfaces variances or exceptions, and provides the data needed for the subsequent Optimize stage. Source: OCEB 2 Fundamental coverage (BPM fundamentals) - Process Quality, Governance & Metrics

3/5 · Process Quality, Governance & Metrics · hard

An invoice-processing instance has a total elapsed cycle time of 10 hours, of which only 2 hours involve activity that directly adds value for the customer (the remainder is queue or wait time). What is the process cycle efficiency (PCE) for this instance?

A200%

B20%

C2 hours

D80%

Answer: B. Process cycle efficiency is calculated as value-added time divided by total cycle time. Here, 2 of the 10 hours are value-added, giving a PCE of 20%, meaning 80% of the elapsed time is non-value-added wait time — a common target for process improvement. Source: OCEB 2 Fundamental coverage (metrics & maturity) — Process Quality, Governance & Metrics

4/5 · Process Quality, Governance & Metrics

What is the primary purpose of value stream mapping within a Lean improvement initiative?

ATo document customer requirements as critical-to-quality characteristics for a project charter

BTo visualize the end-to-end flow of materials and information for a process, distinguishing value-added steps from non-value-added (waste) steps, in order to redesign the flow

CTo calculate a numeric sigma level representing how many defects per million opportunities a process produces

DTo define statistical control limits for a process's key output metric

Answer: B. Value stream mapping is a core Lean tool for seeing the whole flow of a process — including both material and information movement — so that non-value-adding steps can be identified and removed when designing an improved future state. Source: OCEB 2 Fundamental coverage (quality methods) — Process Quality, Governance & Metrics

5/5 · Process Quality, Governance & Metrics

What is the main purpose of process simulation during process design?

ATo predict how a proposed process design will perform — for example cycle time, throughput, resource utilization, and bottlenecks — under varying conditions before it is implemented

BTo provide historical audit trails of completed process instances for compliance reporting

CTo route live customer transactions through the fastest available server

DTo automatically generate executable code for the process engine from a BPMN diagram

Answer: A. Process simulation lets analysts test a proposed design against varying loads and resource assumptions before deployment, revealing bottlenecks or capacity issues while changes are still cheap to make. It is distinct from code generation, historical auditing, and live transaction routing. Source: OCEB 2 Fundamental coverage (BPM technology awareness) — Process Quality, Governance & Metrics

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