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

In BPMN, whenexactly oneof several alternative paths is chosen based on a condition (type of issue in the call), anExclusive Gateway (XOR)is used.

OptionCshows the task“Triage Customer Problem”followed by an exclusive gateway that routes the token intooneof three mutually exclusive paths:

Account Access Issue → Account Maintenance Group

Web Site Issue → Web Resolution Group

Add or Change Services → Banking Services Group

OptionDdepicts three parallel outgoing paths directly from the task, which would mean all three groups are engaged simultaneously, which doesnotmatch the scenario. Thus,Cis the correct representation.

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 theObject Management Group (OMG) Business Process Maturity Model (BPMM), each maturity level is characterized by a specific scope of focus and a defined set of process areas.

ForMaturity Level 2 – Managed, BPMM clearly states that the emphasis is on bringing basic management discipline toindividual organizational units where work is performed, typically calledwork units(e.g., departments, teams, projects, operational units).

At this level:

Processes areplanned, performed, monitored, and controlledat thework unit level.

The goal is to ensure that commitments are met, performance is tracked, and issues are managed within these units.

Process areas at Level 2 (such as those concerned with work unit management, performance, and corrective action) explicitly assume that theprimary organizational entity of concern is the work unit, not yet the end-to-end, cross-functional business process.

This is a key distinction in BPMM:

Level 1 (Initial):Work is performed, but processes are ad hoc and largely unmanaged.

Level 2 (Managed):Processes are managedwithin work units. The discipline of basic planning, monitoring, and control is introduced at this local level.

Level 3 (Standardized):Processes becomestandardized and harmonized across the organization, and attention shifts toend-to-end processesthat cut across functional and organizational boundaries.

Higher levels (4 and 5) further institutionalize measurement, predictability, and continuous optimization across these standardized processes.

Given this structure:

Option A – work units

Correct. This is exactly the organizational focus of Level 2 process areas in BPMM.

Option B – business area managers

While business area managers may be involved, BPMM does not define maturity level 2 as focusing on managers as entities; it focuses onwork units as the organizational locusof process management.

Option C – information technology operations

IT operations may constitute a particular type of work unit, but BPMM Level 2 isnot limitedto IT; it is generic to all work units across the enterprise. Therefore, this is too narrow and not aligned with the model’s definition.

Option D – end-to-end product and service offerings

This reflects a Level 3 and above concern, wherecross-functional, end-to-end processesare standardized and managed as a whole. It isnotthe focus of maturity level 2, which is still concentrated on thelocal, work-unitperspective.

Accordingly, based on the OMGBusiness Process Maturity Modelspecification, the process areas atmaturity level 2focus onwork unitsas the primary organizational entities.

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 OMG-aligned BPM architecture,SOA decouples processes from specific application technologiesby exposing system functions as standardized services.

This allows BPM processes to:

Orchestrate services regardless of underlying technology

Promote reuse, loose coupling, and interoperability

Increase agility and maintainability

OptionBis correct because SOAremoves the tight dependenceof process logic on the specific technologies used in back-end systems.

OptionAdescribes a possible outcome, not the core benefit.

OptionCcontradicts SOA’s goal of standardization and reuse.

OptionDincorrectly implies forced tight integration; SOA actually promotesloosely coupledintegration.

Thus,SOA benefits BPM by separating business processes from application-specific technologies, enabling flexible orchestration.