OMG-OCEB2-FUND100 Sample Questions Answers

As an enterprise becomesprocess-oriented, itsvalues and cultureshift in a way that aligns closely with OMG-style BPM principles and enterprise models:

The focus moves from“my job / my department”to“our end-to-end process and its performance”.

Performance recognition and incentives increasingly emphasizeprocess outcomes(cycle time, quality, customer satisfaction, compliance) rather than justindividual heroics or departmental metrics.

This is exactly whatOption Ccaptures:

From individual recognition to process excellence

The organization values:

Cross-functional collaboration

Shared ownership of process outcomes

Continuous improvement of processes themselves

Why the other options are incorrect:

A. From horizontal to vertical process structures– Process orientation is about goingfrom vertical (functional) to horizontal (process), not the other way around.

B. From process improvement to structured policies– Process orientation strengthens both, but the shift is towardcontinuous process improvement, not away from it.

D. From root cause analysis to individual department performance– This reverses the BPM logic; process organizations use root-cause analysis and deprioritize narrow departmental optimization.

So, the key value shift is towardprocess excellence over individual recognition, makingCcorrect.

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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 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.)

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.

Ablack-box Poolin BPMN:

Represents aParticipantin a Collaboration whoseinternal process is not shown.

It is used precisely to show that this external party exists and can exchange messages, while hiding its internal flow.

Therefore:

A. It indicates a participant.– Correct.

B. It can be partitioned using lanes – not in a black-box; the interior is intentionally not detailed.

C. It shows full process information – false; it shows none.

D. It cannot be used if messages should be exchanged – false; showing message exchange with a black-box pool is a very common pattern.

InFragment A,Run Candy Productionis a subprocess with aboundary eventlabeledExtruder Stuck Onattached to it.

According to BPMN 2.0:

A boundary event attached directly to an activity/subprocess is evaluatedwhile that activity is executing.

When it triggers (here, when the “Extruder Stuck On” condition occurs), itinterruptsthe subprocess (for an interrupting boundary event) and the normal internal flow stops. Control is redirected along the boundary-event’s outgoing sequence flow (toward the alarm/handling path).

So, in Fragment A, the first time the extruder gets stuck during the execution ofRun Candy Production, that subprocess is interrupted and the alternate flow (e.g., cease production alarm, possibly skipping remaining steps inside the subprocess) is taken.

InFragment B, the “Extruder Stuck On?” is modeled as anExclusive Gatewayafter the internal tasks (afterConsume Excess and Substandard Candies). That means:

The condition ischecked only when the token reaches that gateway, i.e., after finishing the last internal task.

If “Yes”, we follow the alarm/cease path; if “No”, we continue to the normal completion/cleaning path.

This is exactly what optionDstates.

Options A and C say the fragments have the same or inverted behavior, which contradicts the execution semantics of boundary events vs. gateways.

Option B incorrectly assumes the boundary event is specifically an Error Event and misstates the validity of Fragment A. The fragment is valid BPMN; the key difference iswhen and howthe stuck-extruder condition is handled, captured correctly only by optionD.

In BPMN (as used in OMG-aligned certifications),Boundary Eventscan be interrupting or non-interrupting. The general rule is:

Many boundary events (Timer, Message, Signal, etc.)can be eitherinterrupting or non-interrupting.

Some types, however, existonly as interrupting boundary events:

Error Boundary Event– always interrupting the activity/subprocess it is attached to.

Cancel Boundary Event– always interrupting and only valid on a Transaction Sub-Process.

Compensation Boundary Event– used to trigger compensation behavior and treated as a special interrupt-style handler attached to the scope of the completed activity.

So, among boundary events,Error, Cancel, and Compensationare treated asalways interrupting variants, in contrast with others that can be non-interrupting.

Thus optionAcorrectly captures this differentiating property; the other options contradict the specification or reverse the visual notation (C) or incorrectly constrain outgoing flows from boundary events (D).

AMessage Flowin BPMN models thecommunication of messages between two separate participants(typically two Pools) that send and receive those messages. That semantic definition is captured by optionD.

OptionAis the notation of a Sequence Flow, not a Message Flow.

OptionBis close on style, but the spec describes Message Flow as adashedline with an open arrow; “dotted” is not the defined term.

OptionCis explicitly forbidden because Message Flows maynotconnect Flow Objects in the same Pool.

So the only fully correct statement isD.

TheAs-Is processis used as a basis for To-Be modeling when thecurrent process exists and is still relevant, even if it needs modification—for example, whennew regulatory rules require adjustments. Regulatory changes mean the process structure stays largely valid, but must be updated to meet compliance requirements.

Options A and D are incorrect because if a process is new or undefined, no As-Is model exists.

Option B is incorrect becauseradically changed requirementstypically justify designing a fresh To-Be process without depending on the existing one.

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 small BPMN fragment, elementBis anEnd Eventdrawn with athick (bold) border, which in BPMN indicates aTerminate End Event.

Terminate End Event semantics in OMG BPMN:

When a token arrives at a Terminate End Event, itimmediately ends the entire process instance (or the entire scope/subprocess), regardless of any other active tokens in parallel branches.

It therefore“interrupts” the process, stopping all ongoing activities for that instance.

Evaluating the options:

A. throws an error– That would be anError End Event(with a lightning-bolt icon), not a bold-bordered circle.

B. generates a token– Token generation is behavior ofStart Events, not End Events.

C. consumes a token– All End Events consume the arriving token; this is true but not distinctive to this specific symbol.

D. interrupts the process– This is the defining behavior of aTerminate End Event, so this is the correct answer.

In OMG modeling principles, all models areabstractions, but even with abstraction:

A modelmust be unambiguous.

Every diagram must havea single, clear meaning.

Stakeholders must interpret itthe same way.

This requirement is often stated as:

“A model must mean only one thing.”

Therefore,Option C is correct.

In BMM,Influencersare factors—internal or external—that caninfluence an organization’s ability to achieve its Ends. They can be trends, events, conditions, or stakeholders.

The observation“Younger customers buying more Chilean wine”is a description of amarket trend/conditionin the environment.

That is exactly the role of anInfluencer: a situation or trend that may positively or negatively affect goals and strategies.

If the winery evaluates that trend (for example, calling it anOpportunity), that evaluation would be modeled as anAssessment. The raw trend itself is the Influencer.

Option A (Threat) is atypeof Assessment (negative evaluation of an Influencer).

Option C (Assessment) would be something like “The increased Chilean-wine preference among younger customers is an opportunity for our brand,” which adds judgment.

Option D (Course of Action) would be a response, such as “Launch a Chilean-style product line,” which is a Means, not the trend itself.

So the element“Younger customers buying more Chilean wine”is modeled as anInfluencerin BMM

Porter’s Five Forcesis a classicstrategic analysis frameworkfrequently referenced inbusiness architecture and BPMto understand the external environment that shapes processes and strategies.

The five forces are:

Barriers to entry / Threat of new entrants– How easy is it for new competitors to enter the market?

Threat of substitute products or services– Can customers switch to something different that satisfies the same need?

Bargaining power of suppliers– How much power do suppliers have over price, quality, and terms?

Bargaining power of customers (buyers)– How much power do customers have to push prices down or demand more value?

Competitive rivalry within the industry– Intensity of competition among current players.

OMG’sBusiness Motivation Model (BMM)and enterprise strategy views use these kinds of external assessments to drive:

Ends(goals, objectives).

Means(strategies, tactics).

Resultingbusiness processesmodeled in BPMN.

Why the other options are incorrect:

A, C, and Dmix in elements ofstrategic planning steps,value chain analysis, orgoal setting, but none of them match the canonical list of the Five Forces.

Thus, the correct set of Porter’s Five Forces is exactly what is listed inOption B.

In the diagram, a singlePoolis partitioned intolaneslabeled:

“System 123”

“Role A”

“GUI 123”

In BPMN,lanes are flexible partitionsused to organize and categorize activities within a Pool. They may represent organizational units, roles, systems, applications, or any other logical grouping that helps clarify responsibilities.

Therefore:

A. “Lanes are only allowed outside pools” – incorrect; lanes existinsidepools.

B. “Lanes must always indicate organizational units” – too restrictive; they can also represent systems, roles, etc.

C. “Lanes must always indicate systems but not GUIs” – also false; BPMN does not impose that limitation.

D. Yes, lanes can be used as shown in the model.– This matches BPMN’s flexible lane semantics.

Aprocess instanceis complete whenno tokens remain activeanywhere in the process. Thus, if multiple parallel paths all lead (eventually) into the same End Event,allof those tokens must reach some End Event (this one or others) before the process instance is finished. They donothave to arrive simultaneously, but each one must be consumed by an end (or terminate) event.Wikipedia

Therefore:

A is incorrect: the process does not complete when only thefirstpath finishes; other tokens are still active.

B is correct: the process instance completeswhen all parallel paths have finished, i.e., when all tokens have been consumed by End Events (or equivalent termination).

C is incorrect: simultaneity is not required.

D is incorrect: BPMN explicitly allows multiple incoming sequence flows into an End Event; it acts as a simple merge, not a gateway.

So the correct answer isB.

The library scenario has these mutually exclusive branches afterCheck Book Availability:

Book available here→ directlyBorrow Book.

Borrowed by other user→Reserve Book→ wait untilBook returned(message) →Borrow Book.

Available at other location→Order Book→ wait untilBook arrived(message) →Borrow Book.

So the BPMN needs:

Anexclusive gatewayafter “Check Book Availability” to choose exactly one of three paths.

Message intermediate eventson the “reserved” and “ordered” paths.

Asimple merge(exclusive gateway) before “Borrow Book” since only one branch will be active.

Among the options,Option Bis the one that uses exclusive branching for the three conditions and merges them correctly before “Borrow Book” while modeling the two asynchronous waits with message intermediate events.

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.

Interpreting the BPMN diagram using OMG semantics:

Thelower linestarts with aMessage Start EventlabeledTransaction Pending.

A Message Start Event means:when this message arrives, a new process instance is created.

The flow then goes toTask “Exchange Funds”, and from there to aThrow Link Intermediate EventlabeledFunds Exchanged.

Theupper linebegins with aCatch Link Intermediate Eventwith the same labelFunds Exchanged.

A pair of Link Events (throw and catch) in the same process segment effectivelyteleports the tokenfrom the throw to the catch, continuing the same process instance.

From the catching Link, the token moves toTask “Approve Transaction”, then to anExclusive Gateway:

If the condition “Ok” is true, the flow goes to an end event labeledTransaction Approvedand the process instance ends.

Otherwise, the flow goes to anEnd Message Eventthat sendsTransaction Deniedand then ends the process.

This matches exactly the description inOption B:

Process created on receipt of theTransaction Pendingmessage,

Exchange Funds → Approve Transaction → branch to either normal end or message end.

Options C and D incorrectly state that no execution occurs (which contradicts BPMN’s valid use of Link Events), and option A reverses the order of the tasks compared to the diagram.

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.

AnExpanded Sub-Process without Sequence Flows between its Tasksis interpreted as anAd-Hoc Sub-Process, provided it is marked as such (with the ad-hoc tilde marker). In BPMN / OMG terms, an ad-hoc sub-process:

Hasno predefined execution orderbetween its contained activities.

Allows activities to be performedin any order, possibly

multiple times,

not at all,

or in parallel.

Continues until somecompletion conditionis satisfied or the process decides to end that sub-process.

This is exactly what optionCdescribes.

OptionAandDimpose ordering or “exactly-once” semantics that BPMN doesnotdefine for an ad-hoc sub-process.

OptionBis incorrect because BPMN explicitly allows ad-hoc subprocesses where tasks are not connected by sequence flows.

Therefore,Cis the correct interpretation.

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.

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.