OMG-OCEB2-BUSADV300 Certification Exam Sample Questions

OMG-OCEB2-BUSADV300 Dumps PDF, OCEB 2 Advanced Dumps, download BPM 2 Advanced free Dumps, OMG OCEB 2 Advanced exam questions, free online BPM 2 Advanced exam questionsYou have to pass the OMG-OCEB2-BUSADV300 exam to receive the certification from OMG. To increase the effectiveness of your study and make you familiar with the actual exam pattern, we have prepared this OMG OCEB 2 Advanced sample questions. Our Sample OMG-Certified Expert in BPM 2 - Advanced Practice Exam will give you more insight about both the type and the difficulty level of the questions on the OMG BPM 2 Advanced exam.

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OMG OCEB 2 Advanced Sample Questions:

01. A bank is launching a digital account-opening service. Nothing equivalent runs today, and the design team wants a Six Sigma approach that builds the customer's quality requirements into the design itself.
Which approach fits, and why?
a) Kaizen events, because a new service is best refined by the people who will operate it
b) DMAIC, because its Define and Measure phases work equally well on a process that does not exist yet
c) DMAIC, because the Improve phase is where a new design would be developed and piloted
d) DMADV, because there is no existing process to measure and improve
 
02. A grocery chain plans to pilot a new replenishment process before deciding on a national rollout. The proposal is to run it in the flagship city store, whose manager is the most experienced in the estate, for two weeks in a quiet trading period, and to judge the result on whether the store team prefers the new way of working.
What change to that design would make the result usable evidence for the rollout decision?
a) Replace the team-preference measure with a program office report on how closely the procedure was followed, week by week.
b) Add a second flagship store so that the decision rests on two sites rather than one.
c) Run it in a store whose product mix and volumes are typical, over a normal trading period, against success measures agreed before it starts.
d) Keep the flagship store and the team-preference measure, but run for three months, covering a seasonal peak.
 
03. A multi-line insurer is redesigning first notice of loss. The claims operation wants every notification triaged by a licensed adjuster, to control leakage. The distribution channel wants any notification acknowledged within two minutes on any channel, to protect renewal rates.
Both objectives are documented, both are funded and each traces to a published strategic goal. The redesign team has stalled and has asked how to proceed.
How should the conflict be resolved?
a) Model both variants in BPMN and let the simulation results decide which of the two objectives the process should serve.
b) Adopt the objective held by the stakeholder group whose function contributes the larger share of the insurer's operating budget, and record the other as deferred.
c) Have the redesign team settle the conflict itself by averaging the two service targets into a single blended commitment.
d) Escalate the trade-off to the authority accountable for the enterprise objective both goals serve and have it ranked there, then design to the ranking that results.\
 
04. A payments processor is replacing the process that calculates client settlement amounts. A calculation error is discovered only after funds have moved, cannot be reversed and is reportable to the regulator. The business has approved a budget for a period of double running and has the staff to operate both processes.
Which approach should the change lead recommend?
a) Switch over in a single release supported by a documented rollback plan.
b) Pilot the new calculation on one client segment for a quarter, then scale once the evidence is in and the agreed criteria have been met.
c) Run the new calculation beside the existing one on live volume and reconcile both, accepting the duplicated cost.
d) Phase the change client by client, so that no more than one segment is exposed to the new calculation at any point.
 
05. A regional bank has replaced its branch account-opening script with an advisory conversation process. Every branch attended the briefing on why the bank is making the change, and supervisors have signed off that their staff can run the new conversation to standard.
Eight weeks after go-live most branches have gone back to the old script. Staff say they follow the reasoning and could work the new way, but that they do not intend to.
Which element of individual change is still missing?
a) Awareness: a restatement of the business case, delivered to each branch by the executive sponsor.
b) Ability: supervised practice at live volume, without which trained staff cannot hold a new conversation.
c) Reinforcement: the measures and consequences that hold a new practice in place once it has been adopted.
d) Desire: the personal decision to take part, which the reasoning behind a change and the skill to deliver it do not produce on their own.
 
06. A retail pharmacy chain is rolling a new dispensing workflow across 400 stores in waves, with the first store cutting over in month three and the last in month nine. The program office proposes running every store's classroom training in months one and two, while the trainers are contracted and the rooms are booked.
What should the change lead put to the program office?
a) Classroom delivery should give way to a counter reference the staff consult when the change lands
b) Ability decays without use, so each store's training belongs close to its own cutover and should rehearse the process it will run
c) Training every store in the first two months sets one common standard and removes the risk that stores going live later learn a diverged version
d) Sequencing training is an individual-level matter, so each store manager should decide when the staff are ready
 
07. A utility's outage restoration process has met every one of its defined measures for six consecutive quarters. Its measures track speed of restoration once a crew is dispatched.
The board has adopted a new objective: minimizing customer-minutes lost across the network rather than restoring any individual supply fastest. That changes which outages should be attended first. The process is scheduled for its routine review in eleven months.
What should trigger the review of this process?
a) A formal complaint or a regulatory finding about restoration priority, which would establish that the current design is failing.
b) The first quarter in which a defined measure falls outside its control limits, since the measures are currently being met.
c) The scheduled review in eleven months, with the rest of the portfolio.
d) The change of objective itself, ahead of the scheduled review.
 
08. A utility's shared services organization satisfies BPMM v1.0 level 2: every work unit plans its work, manages its commitments and tracks its own performance. Each unit has arrived at its own way of working, and results vary widely between units doing comparable work.
What must the organization put in place to reach the next maturity level?
a) Statistical baselines for each unit's own process, so that the variation can be quantified
b) A set of organizational standard processes that each work unit tailors to its own circumstances
c) An appraisal of each unit against the model, so that the weakest units can be identified
d) A defect prevention program that deploys proven innovations across every unit
 
09. Nine months after a pharmaceutical distributor moved to a new dispatch exception process, the program has closed and the on-time dispatch figure is still at target. The change lead suspects the new practice is not holding.
Which signal would show that decay, at a point when the outcome measure still looks healthy?
a) A rising volume of manual exceptions and off-system workarounds, through which the old way of working is producing the same outcome.
b) A fall in the engagement score for the affected teams, reported quarterly by HR.
c) A decline in attendance at the refresher sessions the program office still runs each month.
d) An increase in the change requests raised against the design of the new process.
 
10. Over one year an engineering firm has put the same three hundred project engineers through a new finance system, a revised safety regime, a restructuring of the project office and a new timesheet. Sponsorship, communication and training were rated strong on every one of them, and adoption of the last two has been poor. A fifth change, to the process governance model, is now proposed for the same population.
What should the change lead conclude?
a) Sponsorship on the last two programs was visible but not sustained, so each sponsor should commit for the full life of the next one.
b) The population's capacity to absorb change is exhausted, so the portfolio has to be sequenced against that capacity.
c) The engineers are resisting the direction of travel, so each program should diagnose the obstacles.
d) Each rollout moved too fast, so the next should run in parallel.

Answers:

Question: 01
Answer: d		 Question: 02
Answer: c		 Question: 03
Answer: d		 Question: 04
Answer: c		 Question: 05
Answer: d
Question: 06
Answer: b		 Question: 07
Answer: d		 Question: 08
Answer: b		 Question: 09
Answer: a		 Question: 10
Answer: b

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