OCEB 2 Business Advanced study plan

Map each of the six exam domains to the enterprise value chain and write one sentence per domain on how it creates measurable business value

Derive BPM success criteria from three enterprise goal archetypes (cost leadership, differentiation, regulatory resilience) and state which process capabilities each archetype demands

Draft a one-page stakeholder map classifying executives, process owners, IT, and compliance by interest, influence, and information needs

Explain the difference between process-level KPIs and enterprise outcome measures and give two worked examples of each

Construct a process portfolio prioritization using three weighted criteria (strategic contribution, performance gap, feasibility) for a fictional enterprise with eight processes

Translate enterprise strategy into a BPM governance structure specifying who decides on process change, who funds it, and who arbitrates conflicts

Assess resource capacity constraints (people, budget, tooling) and state which portfolio items must be deferred

Justify one portfolio decision in writing using only quantified or verifiable evidence

Model one end-to-end process using BPMN with at least two pools, message flows, and boundary events, keeping the model syntactically valid

Apply advanced constructs deliberately: event subprocess, compensation, and termination versus error end events, and annotate why each was chosen

Distinguish orchestration from choreography and choose the appropriate notation for a multi-party scenario

Review a peer-style model for deadlocks, uncontrolled splits, and missing end states, and record each defect with its correction

Derive a process decomposition from level 1 to level 3 for one value stream, ensuring every level-2 process has an owner and a measurable purpose

Specify data objects, business objects, and their state transitions for the same process, keeping model and data consistent

Convert one textual policy into a decision model and link it to the task that consumes the decision

Produce modeling conventions covering naming, granularity, and required attributes that a team could apply without further guidance

Design a BPM program operating model covering roles, cadence, intake, and escalation for a mid-sized organization

Build a benefits realization plan that ties each process initiative to a baseline metric, a target, and a review date

Define a process maturity assessment approach and score one process against it with evidence

Plan a communication cadence that keeps sponsors and process owners engaged between steering meetings

Sequence a change intervention for one process redesign using stakeholder readiness, resistance sources, and adoption risk

Design adoption measures (usage, cycle time, error rate, exception handling) that reveal whether the new process is actually being used

Write a resistance response plan naming the specific groups, the likely objection, and the planned counter-measure

Specify how to sustain the change after handover, including ownership transfer and reinforcement mechanisms

Map regulatory and internal control obligations for one process to specific control points in the model

Distinguish compliance-by-design from compliance-by-inspection and state where each is appropriate

Design assurance activities (control testing, segregation of duties, audit trail evidence) and define the evidence each produces

Explain how process documentation supports audit readiness and what makes a model defensible as evidence

Apply one advanced improvement method (process mining, simulation, or lean six sigma analysis) to a defined problem and interpret the output

Identify the data requirements and limitations that would invalidate the chosen method's conclusions

Assemble a consolidated one-page summary of all domains with the three weakest areas and a targeted remediation action for each

Complete a timed mixed-domain practice set and record error patterns by domain