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NEW QUESTION: 1
BPM capability maturity levels describe__________.
A. the capabilities of the BPM business analyst
B. the length of time the BPM application has been in production
C. the strategic and tactical levels of enterprise adoption of BPM
D. BPM concepts, consistently applied, facilitating sharing and reuse
Answer: C
Explanation:
Capability Maturity Model (CMM) broadly refers to a process improvement approach that is based on a process model.
A maturity model can be used as a benchmark for assessing different organizations for equivalent comparison. It describes the maturity of the company based upon the project the company is dealing with and the clients.
The Capability Maturity Model includes the concept of Maturity Levels: a 5-level process maturity continuum - where the uppermost (5th) level is a notional ideal state where processes would be systematically managed by a combination of process optimization and continuous process improvement.
There are five levels defined along the continuum of the CMM and, according to the SEI: "Predictability, effectiveness, and control of an organization's software processes are believed to improve as the organization moves up these five levels. While not rigorous, the empirical evidence to date supports this belief.
1.Initial (chaotic, ad hoc, individual heroics) - the starting point for use of a new or undocumented repeat process.
2.Repeatable - the process is at least documented sufficiently such that repeating the same steps may be attempted.
3.Defined - the process is defined/confirmed as a standard business process, and decomposed to levels 0, 1 and 2 (the latter being Work Instructions).
4.Managed - the process is quantitatively managed in accordance with agreed-upon metrics.
5.Optimizing - process management includes deliberate process optimization/improvement.
NEW QUESTION: 2
Given:
1.import java.util.*;
2.public class WrappedString {
3.private String s;
4.public WrappedString(String s) { this.s = s; }
5.public static void main(String[] args) {
6.HashSet<Object> hs = new HashSet<Object>();
7.WrappedString ws1 = new WrappedString("aardvark");
8.WrappedString ws2 = new WrappedString("aardvark");
9.String s1 = new String("aardvark");
10.
String s2 = new String("aardvark");
11.
hs.add(ws1); hs.add(ws2); hs.add(s1); hs.add(s2);
12.
System.out.println(hs.size()); } }
What is the result?
A. An exception is thrown at runtime.
B. 0
C. 1
D. 2
E. 3
F. 4
G. Compilation fails.
Answer: B
NEW QUESTION: 3
You have been running some promotions using NFC technology. What kind of marketing is this? Choose one of the following:
A. Mobile
B. Display
C. Search
D. Social
Answer: A
NEW QUESTION: 4
Power, urgency, and legitimacy are attributes of which stakeholder classification model?
A. Power/interest
B. Salience
C. Influence/impact
D. Power/influence
Answer: B
Explanation:
Explanation/Reference:
Explanation:
13.1.2.1 Stakeholder Analysis
Stakeholder analysis is a technique of systematically gathering and analyzing quantitative and qualitative information to determine whose interests should be taken into account throughout the project. It identifies the interests, expectations, and influence of the stakeholders and relates them to the purpose of the project. It also helps to identify stakeholder relationships (with the project and with other stakeholders) that can be leveraged to build coalitions and potential partnerships to enhance the project's chance of success, along with stakeholder relationships that need to be influenced differently at different stages of the project or phase.
Stakeholder analysis generally follows the steps described below:
Identify all potential project stakeholders and relevant information, such as their roles, departments,
interests, knowledge, expectations, and influence levels. Key stakeholders are usually easy to identify.
They include anyone in a decision-making or management role who is impacted by the project outcome, such as the sponsor, the project manager, and the primary customer. Identifying other stakeholders is usually done by interviewing identified stakeholders and expanding the list until all potential stakeholders are included.
Analyze the potential impact or support each stakeholder could generate, and classify them so as to
define an approach strategy. In large stakeholder communities, it is important to prioritize the stakeholders to ensure the efficient use of effort to communicate and manage their expectations.
Assess how key stakeholders are likely to react or respond in various situations, in order to plan how to
influence them to enhance their support and mitigate potential negative impacts.
There are multiple classification models used for stakeholders analysis, such as:
Power/interest grid, grouping the stakeholders based on their level of authority ("power") and their level
or concern ("interest") regarding the project outcomes;
Power/influence grid, grouping the stakeholders based on their level of authority ("power") and their
active involvement ("influence") in the project;
Influence/impact grid, grouping the stakeholders based on their active involvement ("influence") in the
project and their ability to effect changes to the project's planning or execution ("impact"); and Salience model, describing classes of stakeholders based on their power (ability to impose their
will), urgency (need for immediate attention), and legitimacy (their involvement is appropriate).