OMG OMG-OCEB2-FUND100 Dumps

In OMG BPM terminology,process complexityis driven by the number ofdecision points, dependencies, and paths the process may take.

Thenumber of branches(e.g., gateways, conditional flows) directly increases structural complexity since it multiplies possible execution paths.

OptionBmatches this exactly.

OptionA(steps) increases length, not necessarily complexity.

OptionC(instances) relates to workload, not structural complexity.

OptionDrefers to user volume, unrelated to process model complexity.

Thus,branches are the main structural complexity driver in BPMN models.

In Quality Management (TQM, Six Sigma, ISO 9001),commonly used quality toolsinclude:

Run chart

Control chart

Pareto chart

Fishbone diagram

Histogram

Scatter diagram

Check sheet

Among the options:

Run chart→ Correct, a standard quality analysis tool

Gantt chart → Project scheduling tool, not quality-specific

Quality cost baseline → A document, not a tool

Work Breakdown Structure (WBS) → Project decomposition tool, not used in quality analysis

Therefore, the correct answer isA.

The scenario says:“a human performer performs a taskwithout the aid of any application.”

According to OMG BPMN 2.0.2 and related OMG material:

AUser Taskis “a typical workflow task in which a human performer performs the taskwith the assistance of a software application.”omg.org

AManual Taskis “a task that is expected to be performedwithout the aid of any business process execution engine or any application.”Visual Paradigm+1

The icon inOption Acorresponds to theManual Taskmarker in BPMN.

Options B, C, and D are markers for Script Task, Service Task, and User Task respectively, all of which involve either an engine or an application.

Because the description matches exactly the OMG definition of aManual Task, the correct choice among the icons provided isOption A.

In BPMN,Activityis a generic term that covers:

Task– an atomic unit of work.

Sub-Process– a compound activity that contains a process within it.

AProcessisnotan Activity; it is a container of flow elements. “Action” is not a BPMN element at all. Therefore, the only correct list that consists solely of BPMN Activities is:

Task, Sub-Process

So the correct answer isB.

In BPMN,parallel flowmeans that more than one path is takensimultaneously. Besides using a Parallel Gateway, one legitimate way is:

Anactivity with multiple outgoing, unconditional Sequence Flows: each such flow is taken when the activity completes, so the paths proceed in parallel.

That is exactly what optionCstates:Multiple unconditional paths exit an activity→ all of them are taken, which starts parallel execution.

OptionA(multiple paths from anexclusivegateway) is not parallel; an exclusive gateway allowsonly oneoutgoing path per token.

OptionB(multiple conditional paths) may or may not create parallelism, depending on which conditions are true; it’s not the canonical way to model parallel flow.

OptionDis invalid because an exclusive gateway cannot have multiple default flows.

Hence,Cis the legitimate way to commence parallel flow.

According to theObject Management Group (OMG)and its references to business processes and enterprise modeling (especially in theBusiness Process Model and Notation (BPMN)andBusiness Motivation Model (BMM)standards), marketing is treated as astructured, goal-driven business processwithin the broader context of an organization’s strategy and performance management.

In the context of BPM and OMG documentation, marketing is modeled as arepeatable, structured processthat aligns with business objectives and delivers customer value. Here’s how each component of Option A aligns with OMG principles:

Situational Analysis: This corresponds to the"Assessment"phase in theBusiness Motivation Model (BMM), where organizations evaluate external and internal factors (e.g., customer needs, market trends, competitor analysis). BPMN can model this as a subprocess involving data collection and analysis tasks.

Strategy Formulation: In BMM, strategy is a core construct. Strategies guide the enterprise in achieving its goals, and in the context of marketing, this includes positioning, segmentation, and targeting decisions. BPMN supports this through modeling high-level strategic activities and decision-making gateways.

Marketing Mix Decisions: Also known as the 4Ps (Product, Price, Place, Promotion), these decisions aremodeled as business processesin BPMN, where each element (e.g., promotion strategy) can be broken into subprocesses (e.g., campaign planning, execution, measurement).

Implementation and Control: This reflects OMG’s emphasis ongovernance, monitoring, and continuous improvement—which is supported by BPM concepts such as Key Performance Indicators (KPIs), performance dashboards, and feedback loops.

In contrast:

Option Bis a generaltextbook definitionof marketing (as described by Philip Kotler) butlacks the process orientationemphasized in OMG BPM materials.

Option Cfocuses too narrowly on advertising and revenue generation—components of marketing but not thestructured end-to-end processapproach supported by BPM.

Option Dconfusesproduct developmentwith marketing and does not reflect the structured process defined in BPM modeling.

Therefore,Option A is the only one fully aligned with the OMG BPM approach, presenting marketing as a structured business process with analysis, strategic planning, operational decisions, execution, and control—all of which can be modeled and optimized using BPM standards like BPMN and BMM.

“Repeat for Each Customer” means thewhole sequenceof activities (Request → Receive → Update) must be executed once per customer. In BPMN this is modeled as amulti-instance activity/subprocess(the three vertical bars marker), which represents “for each element in a collection.” Option B shows exactly that. Option A is a simple loop, C loops each task separately, and D is just a manual cycle in the flow.

In BPMM, thesponsoris responsible forsecuring and committing long-term resourcessuch as funding, staffing, and organizational support for a process improvement effort.

This aligns exactly with optionC.

The APQC Process Classification Framework (PCF) groups enterprise processes into two high-level categories:

Operating Processes– the value-creating core operations of the business.

Management and Support Processes– processes that manage, direct, or support the operating processes.

So option B reflects the official enterprise-level split.

BPMN distinguishes between:

Embedded (non-reusable) Sub-Processes

Event Sub-ProcessesandCall Activities

For anEmbedded Sub-Process:

Its life cycle iscontrolled by the parent process; the subprocess starts when the token enters it.

Therefore, itsStart Event (if drawn) must be of type “None”. No Message, Signal, Timer, or other trigger types are allowed for the start of a normal embedded subprocess; those trigger types are reserved forEvent Sub-Processesand top-level processes.

So, “All Start Events for an Embedded Sub-Process must be of which type?” →None.

Options A, B, and C are valid Start Event trigger types, butnotfor a standard embedded subprocess.

In the BMM,Directives(i.e., Business Policies and Business Rules) are used togovern how the enterprise actsto achieve its Ends.

BMM breaks down:

Meansinto:

Mission

Courses of Action(Strategies and Tactics)

Directives(Business Policies and Business Rules)

The specification states thatBusiness Policies (a type of Directive) exist to govern – control, guide, and shape – Strategies and Tactics, which together are theCourses of Action. Business Rules, derived from these policies, provide precise, enforceable guidance for their execution.

Thus,Directives govern Courses of Action, not Goals, Assessments, or Business Policies (Business Policies themselves are a type of Directive).

So the correct answer isCourses of Action.

In the given collaboration diagram:

Thetop collapsed pool(e.g., “pizza supplier”) is ablack-box pool. Even though its internal process is hidden, itstill represents a participant.

Themiddle pool(e.g., “pizza delivery”) is awhite-box poolshowing its internal process — a second participant.

Thebottom pool(e.g., “pizza receiving”) is anotherwhite-box pool— a third participant.

BPMN defines thatevery pool (black-box or white-box) corresponds to one participantin the collaboration. Therefore, the collaboration showsthree participants, and answerDis correct.

In the first diagram:

TheRequestorprocess sends a request message tomultiple switches(Switch 1, Switch 2, Switch 3), typically modeled using aparallel gatewayto broadcast the request.

EachSwitchlane has a process that:

Receivesthe request

Evaluates “Switch X available”

Sends areplymessage back to the Requestor if it is available

In the Requestor lane, anevent-based gateway(or similar construct) waits for thefirst replyindicating availability. Once one switch responds as available, the process assigns the work to that switch, and the other potential selections are effectively ignored or cancelled.

This structure—parallel requests out, first acceptable reply wins—is a classic“race for the first available resource”pattern in BPMN, where the goal is toroute the incoming request to whichever resource (switch) indicates availability first.

Evaluating the choices:

A.“Designate the unassigned switch…” – too vague and not specific to “first available”.

B.Emphasizes planning workloads, which is not modeled here.

C.Talks about a switch “allocated to a pending project,” which is not shown.

E.Focuses on status reporting back to the office, not on assigning work.

OnlyDcorrectly captures the intent of the process:assigning the incoming message to the first available switch.

Process topology refers to thesequence and structureof activities—the flow of tasks.

The only option that directly discoversprocess flow and orderingis:

✔C: Discovering the previous and next tasksfor each task.

This is a classic method in BPM to reconstruct the end-to-end process and map dependencies.

Other options focus on metrics, decisions, or data—not thestructural topology.

Inmanagement by process, work is organized aroundend-to-end value-creating processesrather than around traditional functional departments. This is strongly reflected in OMG’s BPM thinking, where process models (e.g., BPMN) cut horizontally across functions to deliver value to customers.

A coreweaknessof process-centric structures is thatspecialized expertise may be distributed and duplicatedin multiple process teams (for example, having separate finance, HR, or IT expertise embedded within each major process area).

This can reduce economies of scale and create redundancy in roles and skills, compared with a centralized functional department model.

Why the other options arenotweaknesses of management by process:

A. Functional silo effect– This is a weakness offunctional management, not process management. Management by process aims specifically toeliminatesilo effects.

B. Lack of end-to-end focus– Process management’s defining strength isend-to-end focus, so this is the opposite of reality.

C. Poor handover between functions– Process management explicitly designscross-functional flows and handovers, reducing the risk of poor handover seen in traditional functional models.

Thus, aknown weakness of management by processisduplication of functional expertise, makingDcorrect.

James F. Chang states clearly that“Business processes are assets of the organization.”

This means organizations must treat processes asmanaged, optimized, and valuable resources, similar to financial or physical assets.

Option B is a reasonable statement butnot the specific principle defined by Chang.

Option C inverts the relationship—processes do not depend on IT, nor does Chang state that IT depends on processes.

Option D is the opposite of BPM thinking; BPM iscontinuous, not a one-time improvement event.

TheBalanced Scorecard(Kaplan & Norton) has four recognized perspectives:

Financial

Customer

Internal Business Processes

Learning and Growth

Therefore, the only recognized perspective in the answer choices isB. financial.

Within the OMG BPMN framework,Level 3 – Executable modelingrepresents a process definition that is detailed enough to bedirectly executed by a BPM engine. This level includes:

Implementation-specific details (data mappings, transaction boundaries, technical error handling)

Engine- or vendor-specific extensions and attributes

Bindings to services, message formats, and integration mechanisms

Because these details depend on how a specificvendor toolorexecution platforminterprets BPMN,executable models are somewhat vendor-tool dependent. Different engines support different subsets of BPMN and add their own extensions, making the executable level less portable than descriptive or analytical models.

The other options do not represent OMG’s three levels of BPMN:

Pattern modelingandsource-code modelingare not standard BPMN levels.

Descriptive modelingis tool-independent and used for communication, not execution.

Thus,executable modelingis the level that is somewhat vendor-tool dependent.

TheSarbanes–Oxley Act (SOX)of 2002 was enacted to restore public confidence in corporate financial reporting after major accounting scandals.

Itskey objectiveis:

To ensureexecutive accountabilityfor accurate financial reporting

CEOs and CFOs mustcertify the accuracyof financial statements

Internal controls must be documented, tested, and auditable

Thus, the correct answer isD.

In a Business Process Management System (BPMS), aworklist handler(or worklist manager) coordinates human tasks. It serves as the interface where:

Task assignments are offered

Users select/claim tasks

Work items are distributed based on rules

This aligns with OMG's description of human task management in BPMN and BPMS architectures.

OptionCaccurately represents that a worklist handleroffers work items to participants.

OptionArefers to monitoring/reporting.

OptionBrefers to organizational modeling, not worklist handling.

OptionDdescribes auser’s personal task list, but not the handler’s role.

In BPMN, a task box with asmall envelope iconin its corner represents aMessage-related Task. In the standard notation, that icon on a plain task (like A) is used most commonly for aSend Task:

ASend Task: when executed, itsends a messageand then completes, allowing the process to continue along the outgoing sequence flow.

The following activity (here,B) begins after A completes.

There is no indication of additional work after the message within A beyond what’s included in that send action itself; and there is no separate incoming Message Flow that would indicate a Receive Task.

Evaluating the options:

A. Send a message, then immediately perform B.This matches the behavior of aSend Task followed by another taskvia a sequence flow.

B. Receive a message, then immediately perform B.That would normally be modeled as aReceive Taskwith message flow from an external participant; the diagram only indicates an internal message task.

C. Send a message and perform some work in A, then perform B.In BPMN, the “work in A”isthe sending itself; extra work would typically be modeled as separate tasks.

D. Receive a message and perform some work in A, then perform B.Combines the incorrect assumption of a Receive Task with extra unspecified work.

Thus, the diagram depicts:Task A sends a message, then the process continues with B, which is optionA.

In the BMM,Objectivesare defined as:

Measurable,

Time-targeted,

Performance-oriented outcomes.

They representquantified measures of enterprise performance.

Other elements do not fulfill this function:

Assessments= evaluations of influencers (not performance measures).

CSFs and KPIs= allowed, butnot formally defined elementsin BMM; they may be used by an organization but donot define enterprise performance in the core model.

Thus, the BMM’s official performance-defining construct isObjectives.

The requirement is:“after completing task A, wait one hour before starting task B.”

In BPMN:

ACatching Intermediate Timer Eventplacedin the normal sequence flowbetween two activities means:

Activity A completes.

The token arrives at the Timer Intermediate Event.

The timer waits for its specified duration (here, one hour).

Once the timer condition is satisfied, the token proceeds to Activity B.

Option Ashows exactly this pattern:

Task A → (Intermediate Timer Event) → Task B.

Why the others are not correct:

Option Bvisually suggests the timer isbeforeA or attached differently, not clearly expressing “after A, then wait, then B.”

Option Cuses aboundary timer eventon A. A boundary timer on A represents atimeout during A’s execution(e.g., if A takes longer than one hour, do something), not a guaranteed wait period after A finishes.

Option Dintroduces a gateway and an end event, implying alternate paths rather than a simple fixed delay between A and B.

Thus, the diagram that correctly models “after completing A, wait one hour, then start B” isOption A.

In BMM, the key nouns involved here are:

Influencer– something that can impact the organization (e.g., “rising jet fuel prices”).

Assessment– the organization’sevaluationorinterpretationof influencers (e.g., “this will hurt the airline’s business”).

Risk– a specific kind of negative potential impact identified by an assessment.

The scenario says:

“The chief economist… projects increasing costs for jet fuel andbelieves those costs will hurt the airline's business.”

Theincreasing jet fuel coststhemselves are theInfluencer.

Thebelief about its impact(“will hurt business”) is theevaluation of that influencer, which is precisely a BMMAssessment.

So, this belief is modeled as:An assessment.

(Option A,Risk, is related but more specific; the question focuses on the belief/evaluation itself, which is BMM’sAssessmentconcept.)

Chang defines theprocess owneras the role ultimately accountable for theperformanceof the end-to-end process.

While the process owner may be involved in definition or discovery, theprimary responsibilityis ensuring theprocess performs to required standards.

ThusDis correct.

The narrative is:

Start of production day.

Produce scenes.

When production is complete,Review SoundandReview Picturestake placesimultaneously.

Afterbothreviews are done, the directorPlans Next Day.

End of production day.

In BPMN, this is modeled as:

A taskProduce Scenes

Followed by aparallel gateway (AND-split)to startReview SoundandReview Picturesin parallel

Aparallel gateway (AND-join)to synchronize both reviews

ThenPlan Next Day

Then an End Event.

OptionDshows exactly that: a parallel gateway afterProduce Scenes, two parallel review tasks, then a convergence andPlan Next Daybefore the End Event.

The other options either do not show explicit parallelism or do not correctly synchronize before planning the next day.