OMG-OCEB2-FUND100 Exam Dumps - OMG-Certified Expert in BPM 2 - Fundamental

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.

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.

Compliance—whether for SOX, ISO, GDPR, or internal governance—requires:

Documented, repeatable processes

Properly structured internal controls

Validation mechanisms (audits, test procedures, monitoring)

This is the foundational prerequisite for compliant operations.

Hiring experts (A) may help but isnota prerequisite.

Lobbying (B) is unrelated to compliance execution.

Reducing processes (C) does not lead to compliance.

Thus the correct prerequisite isD.

In BPMN, anEnd Eventrepresents the point where a particularexecution pathin the process terminates. A process may have multiple end events, each ending a different path.

It isnotmerely a pointer to the last activity (A).

It isnot necessarilythe last event generated by the entire process (C), because multiple paths can end independently.

It isnotthe connection point between a Sub-Process and its parent (D); that is the role of the Sub-Process’s boundaries.

So the correct conceptual definition is that an End Eventmarks the end of a path through a process.

In OMG standards (such asBPMNandBMM),semanticsrefers to themeaningof modeling constructs. A notation withclear semanticsensures that whoever reads the model will interpret it the same way.

Therefore, a notation with clear semantics provides:

Aunique, shared meaningfor the model elements and diagrams across stakeholders (business, IT, analysts).

This is crucial in BPM so different people don’t “read” the diagram differently.

Why other options are incorrect:

A. Correct sequencing– that’s about control flow, not semantics.

B. A clear, simple diagram– that’s about notation clarity, not semantic rigor.

D. A straightforward, logical depiction– may be true visually but does not guarantee shared meaning.

So, clear semantics primarily providea unique, shared meaning.

In mostenterprise and BPM frameworks, including those aligned withOMG value chain and BPMN modeling, organizational functions are split into:

Primary (core) activities– directly create value for the customer (e.g., operations, marketing & sales, service).

Support activities– enable and support the core, but do not directly deliver the product/service to the customer (e.g., HR, accounting, IT, procurement).

Among the options:

Human resourcesis classically modeled as asupport function:

It providesrecruitment, training, development, performance management, and policy support.

In OMG-based enterprise models, HR is often shown as ashared service or support processthat other processes call upon (e.g., “Hire employee,” “Onboard staff,” “Manage skills and competencies”).

Why the others are less appropriate astheanswer:

A. Marketing– Typically considered aprimary/value-creating function, directly involved in demand creation, customer communication, and revenue generation.

B. Accounting– Also a support function in many models, but in value-chain diagrams and BPM teaching examples,HR is the most universally and explicitly labeled as “support”.

D. Research and development– Often consideredtechnology development; in some value chains it’s a support activity, but in many industries (pharma, tech, engineering) it is acore strategic function.

Therefore, the functionmost generally and clearly considered a support functionin BPM and OMG-aligned organizational modeling isHuman resources.

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 BMM aligns directly with theZachman Framework.

Specifically:

TheOwner’s perspectivecorresponds to thebusiness view(row 2).

TheWhy columnof Zachman represents motivation:EndsandMeans.

The BMM’s purpose is to document:

Ends(Goals, Objectives)

Means(Strategies, Tactics)

The influence of external/internal factors

This exactly corresponds to theOwner’s view of the “Why” column.

Thus,Option B is correct.