OMG-OCEB2-FUND100 OMG-Certified Expert in BPM 2 - Fundamental Free Practice Exam Questions (2025 Updated)

“Repeat for Each Customer” means thewhole sequenceof activities (Request → Receive → Update) must be executed once per customer. In BPMN this is modeled as amulti-instance activity/subprocess(the three vertical bars marker), which represents “for each element in a collection.” Option B shows exactly that. Option A is a simple loop, C loops each task separately, and D is just a manual cycle in the flow.

In Quality Management (TQM, Six Sigma, ISO 9001),commonly used quality toolsinclude:

Run chart

Control chart

Pareto chart

Fishbone diagram

Histogram

Scatter diagram

Check sheet

Among the options:

Run chart→ Correct, a standard quality analysis tool

Gantt chart → Project scheduling tool, not quality-specific

Quality cost baseline → A document, not a tool

Work Breakdown Structure (WBS) → Project decomposition tool, not used in quality analysis

Therefore, the correct answer isA.

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 BMM,Directives(i.e., Business Policies and Business Rules) are used togovern how the enterprise actsto achieve its Ends.

BMM breaks down:

Meansinto:

Mission

Courses of Action(Strategies and Tactics)

Directives(Business Policies and Business Rules)

The specification states thatBusiness Policies (a type of Directive) exist to govern – control, guide, and shape – Strategies and Tactics, which together are theCourses of Action. Business Rules, derived from these policies, provide precise, enforceable guidance for their execution.

Thus,Directives govern Courses of Action, not Goals, Assessments, or Business Policies (Business Policies themselves are a type of Directive).

So the correct answer isCourses of Action.

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 process and performance analysis, aheat mapis a diagram where colors (often gradients from green to red) are used to show intensity, volume, risk, performance, or other metrics across processes, activities, or dimensions. So it is fundamentally agraphical color displayused to visualize data.

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 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.

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.

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.

Management documents without any External Links or URL:

In theBusiness Motivation Model (BMM):

Courses of Action(Strategies and Tactics) representhowthe organization intends to achieve its Ends (Goals and Objectives).

Directives(Business Policies and Business Rules)governandconstrainhow those Courses of Action are carried out.

So:

Directivesspecify what is allowed, required, or prohibited in implementing strategies and tactics.

This is why BMM explicitly states thatDirectives govern Courses of Action.

Why others are incorrect:

Objectives(B) are measurable targets (Ends), not governing elements.

Internal Influencers(C) affect assessments and motivation but donotdirectly govern Courses of Action.

Business Processes(D) are operational implementations, not governance elements in BMM terminology.

Thus, the correct governing elements for Courses of Action in BMM areDirectives.

TheSarbanes–Oxley Act (SOX)of 2002 was enacted to restore public confidence in corporate financial reporting after major accounting scandals.

Itskey objectiveis:

To ensureexecutive accountabilityfor accurate financial reporting

CEOs and CFOs mustcertify the accuracyof financial statements

Internal controls must be documented, tested, and auditable

Thus, the correct answer isD.

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

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.

According to theObject Management Group (OMG)and its references to business processes and enterprise modeling (especially in theBusiness Process Model and Notation (BPMN)andBusiness Motivation Model (BMM)standards), marketing is treated as astructured, goal-driven business processwithin the broader context of an organization’s strategy and performance management.

In the context of BPM and OMG documentation, marketing is modeled as arepeatable, structured processthat aligns with business objectives and delivers customer value. Here’s how each component of Option A aligns with OMG principles:

Situational Analysis: This corresponds to the"Assessment"phase in theBusiness Motivation Model (BMM), where organizations evaluate external and internal factors (e.g., customer needs, market trends, competitor analysis). BPMN can model this as a subprocess involving data collection and analysis tasks.

Strategy Formulation: In BMM, strategy is a core construct. Strategies guide the enterprise in achieving its goals, and in the context of marketing, this includes positioning, segmentation, and targeting decisions. BPMN supports this through modeling high-level strategic activities and decision-making gateways.

Marketing Mix Decisions: Also known as the 4Ps (Product, Price, Place, Promotion), these decisions aremodeled as business processesin BPMN, where each element (e.g., promotion strategy) can be broken into subprocesses (e.g., campaign planning, execution, measurement).

Implementation and Control: This reflects OMG’s emphasis ongovernance, monitoring, and continuous improvement—which is supported by BPM concepts such as Key Performance Indicators (KPIs), performance dashboards, and feedback loops.

In contrast:

Option Bis a generaltextbook definitionof marketing (as described by Philip Kotler) butlacks the process orientationemphasized in OMG BPM materials.

Option Cfocuses too narrowly on advertising and revenue generation—components of marketing but not thestructured end-to-end processapproach supported by BPM.

Option Dconfusesproduct developmentwith marketing and does not reflect the structured process defined in BPM modeling.

Therefore,Option A is the only one fully aligned with the OMG BPM approach, presenting marketing as a structured business process with analysis, strategic planning, operational decisions, execution, and control—all of which can be modeled and optimized using BPM standards like BPMN and BMM.

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.)

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.

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.

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.