OMG-OCEB2-FUND100 Exam Dumps - OMG Certification Questions and Answers

The OMGBusiness Motivation Model (BMM)defines aMissionas a concise declaration ofwhat the organization does.

A Mission statement must include exactly three components:

Action part— what the organization does (e.g., “provide,” “deliver,” “create”).

Product or service part— what is being offered (e.g., “loans,” “support,” “transportation”).

Market or customer part— for whom the organization acts (e.g., “for small businesses,” “for local residents”).

This tripartite structure is explicitly defined in the BMM specification.

Therefore,Option B is the correct and only BMM-conforming answer.

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 aprocess-focused or process-centric organization, aformal governing body(often called aProcess Council,BPM Steering Committee, or similar) is responsible for overseeing enterprise processes. OMG-aligned BPM governance frameworks typically assign such a body the role to:

Providecross-enterprise oversightof major processes

Resolve conflictsbetween process owners and functional managers

Prioritize process improvement and transformation initiatives

Allocate resources(budget, people, tools) to the most critical process changes based on strategy and value

This is exactly reflected inOption C:

Prioritize initiatives and allocate resources

Why the other options don’t fit:

A. Firefight business problems– Governance bodies should not operate primarily as reactive “firefighters”; they work at astrategic and prioritization level, not as an escalation helpdesk.

B. Define the organization's business strategy– Strategy is defined by theexecutive leadership; the process governance body ensuresprocesses align with and execute that strategy, but typically does not define it.

D. Define the organization's senior executive structure– That is an organizational design / board-level matter, not a role of a process governance council.

Therefore, in a process-centric organization, the formal process-governing body shouldprioritize initiatives and allocate resources, makingCcorrect.

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Smith and Fingar describe human-system interaction components as:

Workflow(routing, sequencing of human tasks)

Automation / work allocation

Task management(task lists, inboxes, lifecycle mgmt.)

Form-based data entry(human data interaction layer)

Option D is theexact matchto the classification provided inThe Third Wave.

The other options include unrelated BPMN elements or organizational metrics not used by Smith & Fingar.

The diagram shows:

ActivityA

Followed by agateway(a plain diamond – the defaultexclusive data-based gatewayin BPMN)

With two outgoing flows, one toBand one toC, and no join afterward.

Anexclusive gateway(XOR) means:

Exactly oneoutgoing branch is taken based on a condition.

So the semantics:

First doA,

Then evaluate a condition,

Then executeeither B or C (but not both)depending on that condition.

Mapping to the choices:

A. Wait for an event→ would require anevent-based gateway, not shown.

B. B and C in any order→ would require aparallel gateway.

C. B or C depending on a condition→ matches anexclusive data-based gateway.

D. B or C or both→ that is aninclusive (OR) gateway, which uses a circle marker, not shown here.

Thus, the correct scenario isC: First do A, then B or C depending on a condition.

In the second diagram:

TheSurvey Processlane shows activities such asEmail RecipientsandOpen Email, encapsulated in a subprocess responsible for managing the survey.

TheCandidateslane showsReceive(getting the email) andNotify(sending back their response).

In theBPMSlane there is a “Business Rules for Survey” element linked (typically via an association) to the decision logic inside the subprocess, indicating that the evaluation of responses is governed by explicitbusiness rules.

Inside the subprocess, the “Survey Decision” gateway uses those rules to assess each response. There is a loop/counting mechanism (implicit or explicit) that repeats until anadequacy conditionis met. That adequacy is modeled as a combination ofnumber of responsesandwhether those responses satisfy the business rules, after which the process reaches its end event.

Now compare the options:

A.Mentions adequacy defined by business rules but says nothing about thenumberof acceptable responses.

B.Only tracks completion as responses arrive; no role for business rules or a target count.

C.Uses a predetermined number of responses, but doesn’t require that theysatisfy business rules.

D.Requires all responses to be filtered, not apredetermined numberof qualifying responses.

E.Explicitly states:

Email survey is sent to candidate recipients.

The survey is completed when apredetermined number of answers that satisfy business ruleshave been received.

That matches the BPMN model: responses are evaluated using business rules, counted, and the process ends when enoughacceptable(rule-compliant) responses have been collected.

Therefore,Eis the correct description of the process.

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.

This question refers toMartyn Ould’sprinciple inBusiness Process Management: A Rigorous Approach, where he distinguishes between:

What people actually do– theconcreteview of the process, including all the messy, detailed activities (paper handling, phone calls, chasing, checking, etc.).

What they effectively do– theabstractorintentview of the process, i.e., what the process isreally aboutin terms of business purpose (for example: “extracting payment for goods and services supplied”).

Ould’s guidance is:

Donottry to “merge” or forcibly reconcile these into one model.

Recognize them astwo different but valid views of the same process:

Aconcrete model(what people actually do).

Anabstract model(what the process is effectively doing).

He explicitly says the answer isnotto reconcile them, but to model both views.

Therefore, the correct interpretation is:

An analyst should not try to reconcile them. These are two different views of the same thing.

So, the correct answer isD.

Within theObject Management Group (OMG)perspective—particularly referencing the principles found inBusiness Process Management (BPM),Business Motivation Model (BMM), andValue-Driven Process Design—aconsistent and proactive marketing strategymust be grounded in acustomer‑centric philosophy. This aligns directly with the foundational OMG principle thatall business processes must deliver value to customers and stakeholders.

Here’s whyOption Ais the correct and OMG‑aligned choice:

1. Customer Focus as the Strategic Anchor (BMM Alignment)

OMG’sBusiness Motivation Model (BMM)defines the organization’sEnds(Goals, Objectives) andMeans(Mission, Strategies). A proactive marketing strategy, from an OMG standpoint, must start with acustomer-focused mission and strategy, meaning that:

Resources, processes, and capabilities are organized around customer needs.

The marketing strategy anticipates customer demands, not just reacts to them.

The organization’scourses of actionanddirective frameworkssupport value delivery.

This matches Option A exactly.

2. BPM Perspective: Processes Designed for Customer Value

BPMN (Business Process Model and Notation) encourages modeling marketing processes asvalue-driven workflows, where thetriggerof the process is usually rooted in customer needs, customer segments, or market insights.

A consistent, proactive marketing strategy requires:

Predictive understanding of customer needs

Alignment of processes to deliver satisfaction

Continuous refinement driven by customer feedback loops

This again reflects the philosophy described in Option A.

3. Why the Other Options Are Not Correct (Based on OMG BPM Principles)

Option Bemphasizessales results measurement and corrective actions. This describes an operationalcontrol process, not a proactive marketing strategy. It is reactive rather than proactive.

Option Crefers to a top‑down, compliance-oriented metrics review. This aligns withperformance management, not with strategy formation or proactive marketing.

Option Dfocuses on KPIs and behavioral monitoring. While important, this is part oftactical executionand performance monitoring, not the overarching key to maintaining a proactive marketing strategy.

4. OMG Core Principle Supporting Option A

OMG frameworks stress thatprocesses must originate from and be continuously aligned with customer value propositions. The marketing strategy becomes proactive only when thecustomer’s needs, wants, and demandsdrive decisions and resource allocation.

Thus,Option Ais the only answer aligned with OMG’s structured, customer-centered view of organizational strategy and process management.

In cost accounting, expenses likeelectricity, water, heating, rent, and factory insuranceare typically categorized asoverhead costs(often calledindirect costsorindirect manufacturing costs).

From aBusiness Process Management (BPM)andOMG value-chainview:

These costssupportcore operational processes (production, service delivery) butcannot bedirectly tracedto a single product, unit, or customer.

In process modeling (e.g., usingBPMN), they are part of theresourcesandenvironmentneeded to perform activities, not attributed to one specific activity output.

Why the other options are incorrect:

A. Labor costs– Labor can bedirect(e.g., assembly worker) orindirect(e.g., supervisor), but electricity and water are not labor.

B. Variable costs– Electricity and water canbehavevariably with activity level, but in cost accounting terminology they are classified asoverhead, not as primary variable costs like direct materials.

D. Indirect materials costs– Indirect materials are items like lubricants, cleaning supplies, small tools. Electricity and water areutilities, not materials.

So in standard cost accounting and in how OMG-aligned enterprise models group resource costs,electricity and water are treated as overhead costs.