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

In Six Sigma and statistical process control, which are often referenced within Object Management Group (OMG) Business Process Management practices for performance measurement and process capability analysis, variation in a process is categorized into two types:

Common cause variation (natural variation)

This is the inherent, stable variation built into the process.

It reflects the normal, expected fluctuations when the process is operating in a state of statistical control.

On a control chart, data points that reflect only common cause variationremain within the control limits (UCL and LCL)and do not exhibit specific non-random patterns.

Special cause variation (assignable variation)

This arises from specific, identifiable factors not normally part of the process (e.g., equipment failure, operator error, unusual input material).

On a control chart, it is typically indicated by pointsoutside the control limitsor by defined abnormal patterns (runs, trends, cycles) even if still inside the limits.

In the diagram shown:

The horizontal center line represents theprocess average.

The upper and lower horizontal lines representUCL (Upper Control Limit)andLCL (Lower Control Limit), typically set at ±3σ from the mean.

Zones A, B, and C mark bands of 1-sigma increments from the mean but are allwithinthe control limits.

From a standard Six Sigma / SPC standpoint, and consistent with how OMG-based BPM measurement and control concepts are applied:

All data points inside the UCL and LCLare considered to be a result ofcommon cause variation, provided they do not exhibit specific rule-violating patterns.

Data points outside the UCL or LCLare not common cause; they are indications ofspecial cause variationthat must be investigated and corrected.

The left-hand diagram shows asub-process(container) that includes several activities (A, C, B) and hasone outgoing sequence flowto activity D. From the parent process’ point of view, this whole container behaves like asingle step that is complete only when all contained work is finished, after which control passes to D.

OptionBshows activities A and B executed inparallel(via an AND-gateway) and thenjoinedbefore proceeding to D. This has the same execution semantics from the outside:

All required internal activities must complete

Only then can the flow continue to D

The other alternatives represent different semantics:

Aimplies a particular loop/order between A, B, and D.

Cuses an exclusive gateway (only one branch executes).

Duses an event-based gateway (waiting for events, not all branches).

Thus,Option Bis the only diagram that executes identically from the perspective of when D is allowed to start.

In theOMG Business Motivation Model (BMM), aBusiness Ruleis explicitly defined as atype of Directive.

Within BMM:

Directiveis a concept underMeansand represents guidance or constraints on how the business operates.

Directives are divided into two main types:

Business Policy

Business Rule

So, aBusiness Rule is not a Tactic, Strength, or Guideline, but aspecialization of the concept “Directive”. It is the most formal, detailed, and directly actionable form of guidance in the BMM structure, derived from Business Policies and used to govern operational behavior and processes.

Therefore, in BMM,Business Rule is a component of the concept “Directive.”