OCEB 2 Business Advanced flashcards

37 cards. Read the term and the definition here. The deck at the top of this page is optional.

Strategy-to-process traceability

A mapping rule requiring each core process in the architecture to link to at least one enterprise goal, so unmapped processes can be retired, consolidated, or outsourced.

Process classification framework

A neutral cross-industry taxonomy such as APQC PCF that organizes processes into categories and process groups, enabling benchmarking and anchoring of an organization-specific architecture.

Goal decomposition chain

The cascade from enterprise goal to critical success factor, key performance indicator, process performance indicator, and operational metric, where each lower level must be causally defensible.

Process owner versus functional manager

The process owner is accountable for end-to-end process performance and design; the functional manager supplies competent resources. Separating the roles prevents conflicting performance targets.

CMMI maturity levels

Five levels: initial, managed, defined, quantitatively managed, and optimizing. Level 3 means processes are defined organization-wide; level 4 means they are measured and statistically controlled.

Initiative prioritization formula

Priority is computed from weighted strategic contribution and benefit divided by cost and risk exposure, producing a ranked BPM initiative portfolio rather than a first-come list.

Inclusive OR gateway

A BPMN gateway that activates one or more outgoing paths whose conditions evaluate true, and whose join waits only for the branches that were actually activated.

Event-based gateway

A BPMN gateway representing a race: the process waits for the first of several events to occur, then follows only that event's outgoing path. It is not a decision.

Compensation versus error handling

Error boundary events interrupt the activity and route the token to exception handling; compensation triggers handlers for already completed activities and does not interrupt the normal flow.

Token simulation at AND join

An AND split produces one token per outgoing flow, and the matching AND join waits until a token has arrived on every incoming flow before continuing.

Black-box pool

A BPMN pool that hides a participant's internal process and shows only the messages it exchanges, used when modeling a collaboration without exposing internal detail.

Process soundness criteria

Van der Aalst's soundness requires that every instance can complete, no dead tasks exist, and no tokens remain at completion. Relaxed soundness permits specified alternative terminations.

Choreography versus collaboration

A choreography models message exchange between participants without a central controller; a collaboration diagram shows pools and message flows and may include internal process detail.

Data object in BPMN

An artifact showing information used or produced by activities. It has no effect on token flow; data associations connect it to activities, and data stores persist across instances.

Program versus project

A BPM program is a permanent organizational capability following a continuous lifecycle; projects are temporary efforts delivering specific process changes within that program.

Federated BPM governance

A model where business units execute process work while a central group maintains method standards, templates, and repository rules, balancing local ownership with consistency.

Benefit realization baseline

A pre-change measurement of process performance plus a defined post-change measurement window, without which claimed improvement and ROI cannot be verified.

Repository governance rule

One authoritative version per process, mandatory metadata such as owner, status, and linked goals, and a defined review-approval workflow before publication.

Efficiency versus effectiveness metrics

Efficiency metrics cover cycle time, cost per instance, and first-time-right; effectiveness metrics cover customer satisfaction, compliance rate, and revenue influence.

BPM center of excellence

A central unit providing method expertise, standards, coaching, and tooling to distributed process teams, typically led by a BPM lead and staffed with architects and analysts.

Kotter's eight steps

Urgency, guiding coalition, vision, communication, empowerment, short-term wins, consolidation, and cultural anchoring. Skipping early steps undermines sustainment of process change.

ADKAR model

An individual change model: awareness, desire, knowledge, ability, and reinforcement. Change succeeds only when every affected group achieves all five elements.

Resistance source classification

Resistance is classified as information deficit, competence gap, incentive conflict, or identity threat, because each source requires a different intervention.

Power-interest stakeholder grid

A mapping that assigns engagement: high power and interest manage closely, high power low interest keep satisfied, low power high interest keep informed, low both monitor.

Behavioral adoption indicators

Measures such as system usage, workaround frequency, and exception rates that reveal actual adoption, unlike satisfaction surveys, which can be positive while behavior is unchanged.

Three lines model

The first line owns and manages process risk, the second line provides risk and compliance oversight, and the third line is independent internal audit reporting outside management.

Control design versus effectiveness

Design effectiveness asks whether a control, if performed as described, addresses the risk; operating effectiveness asks whether it was actually performed consistently over the period.

Segregation of duties rule

No single role should combine initiation, authorization, custody, and recording of a transaction; conflicts are identified by a rules matrix over role assignments.

Risk exposure formula

Risk exposure equals likelihood multiplied by impact. Residual risk is reassessed after existing controls and compared against the organization's defined risk appetite.

Assurance mapping

Linking each control objective to the assurance provider, such as management self-assessment, compliance, or internal audit, and recording coverage gaps to avoid duplicated testing.

Little's Law

Average work in process equals throughput multiplied by average cycle time. At constant throughput, halving WIP halves cycle time, which is why Lean targets queues.

Cpk versus Cp

Cp equals specification width divided by six sigma, ignoring centering. Cpk uses the nearer specification limit and mean, so it penalizes off-center processes.

Theory of Constraints steps

Identify the constraint, exploit it, subordinate other processes to it, elevate its capacity, then repeat. Improving a non-constraint does not raise system throughput.

Process mining conformance checking

Comparing an event log with a process model to measure fitness, how much observed behavior the model allows, and precision, how much modeled behavior is observed.

Variant share as standardization metric

The proportion of cases following the standard path. A low share indicates unclear rules, missing system support, or excessive exception handling.

Automation suitability rule

Automate tasks that are high-volume, rule-based, and stable; keep judgment-intensive or low-volume variants manual until standardization has been demonstrated.

DPMO calculation

Defects per million opportunities equals defects divided by units multiplied by opportunities per unit, then multiplied by one million; six sigma equals 3.4 DPMO.