IBM IBM Certified BPM Program Manager A2180-188

近年に、IBM A2180-188 「Assessment: IBM WebSphere Lombardi Edition V7.2, BPM Program Management」 認定試験は重要なコンピュータ能力認定試験になっています。IBM 国際認証資格取得者になったら、求職がもっと易く、高給料も当たり前です！

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IBM A2180-188 試験シラバストピック:

IBM Assessment: IBM WebSphere Lombardi Edition V7.2, BPM Program Management 認定 A2180-188 試験問題：

問題 #1
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. 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.
B. 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).
C. 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.
D. This is a conversation for a Release Planning meeting and not during Iteration Planning.

問題 #2
A program manager consults with a client on how to improve their BPM Center of Excellence (COE). The program manager asks what metrics are being used to track the success of the COE.
The client offers examples of the metrics that are being collected for several processes related to the cycle time and efficiency. What course of action should the program manager suggest?

A. Suggest that an additional category of metrics for defect rates be collected.
B. Suggest no changes to the metrics.
C. Suggest that the COE should aggregate information on the ROI for each project.
D. Suggest that greater emphasis be granted to the metrics gathered on cycle time.

問題 #3
One week prior to the start of Iteration 5, which is planned for a two weeks duration, the BPM Program Manager has asked developers to review the proposed user stories assigned to the iteration, define implementation tasks and provide estimates in hours. During the commitment meeting prior to iteration start, one of the user stories has a single implementation task with an estimate of 80 hours. What should the BPM Program Manager recommend?

A. Break down the user story into child stories because it is an epic.
B. Break down the implementation work into tasks that can be described in 8 hours or less.
C. Pad the task with 20% more hours because developers typically under-estimate their required effort.
D. Cancel the user story and move it to a future iteration because 80 hours too large to fit into a two-week iteration with confidence.

問題 #4
A company establishes a BPM Governance Model with an Executive Review Committee and a BPM Project Review Committee. Once the project is initiated it is built out with resources from the Center of Excellence (COE) that design and develop the solution. In the course of working with the BPM Platform and SOA team, the program manager realizes that the project integration costs are greatly increased over the amount of the initial estimate. What should the program manager do?

A. Present the cost over-run to the COE so that additional funds can be allocated.
B. Press the SOA team to reduce their estimates.
C. Negotiate a cheaper integration approach with the Executive Steering Committee.
D. Present the cost over-run to the BPM Project Review Committee so that the integrations can be prioritized and placed into at development phase.

解説：