OMG-OCEB2-FUND100 Questions and Answers

In theBusiness Motivation Model (BMM), aGoalis a high-level, long-term, qualitative statement of a desired future state of the enterprise.

“A large energy company is striving to be a process-driven organization and support lean and efficient operations.”

This describes afuture state the organization wants to achieve(process-driven, lean, efficient), not a specific short-term target, policy, or evaluation. That is exactly what BMM calls aGoal: an overarching desired condition the organization aims for.

It isnotaTactic(B), because tactics are concrete, actionable ways to implement strategies.

It isnotaDirective(C), which would be policies or rules governing behavior.

It isnotanAssessment(D), which is an evaluation of influencers (e.g., “current operations are inefficient”).

So, the description is modeled in BMM as aGoal.

The Supply-Chain Council’sSCOR modelprovides a common framework for describing supply chains usingstandard, predefined process descriptions(Plan, Source, Make, Deliver, Return, etc.). These standard descriptions enable comparison, benchmarking, and communication across organizations, which is exactly what option C states.

In BPMM, thesponsoris responsible forsecuring and committing long-term resourcessuch as funding, staffing, and organizational support for a process improvement effort.

This aligns exactly with optionC.

InBPMN, a rounded rectangle with adashed borderaround activities is aGroupartifact.

Key BPMN semantics for aGroup:

It ispurely documentary: used to visually group related activities (for example, labeling them “Process Payment” or “Deliver Product”).

Itdoes not affect execution semantics—sequence flow, data flow, and transaction behavior areexactly the same as if the group were not drawn.

Looking at the diagram:

The sequence is:Verify Credit → Process Payment → Deliver Product → Notify Customer, each connected by normal sequence flows.

The two dashed rectangles just visually cluster the first two and last two activities; there are no special events or gateways.

Now the options:

A. Activities that are in the dashed rectangle must exchange data.BPMN Groups say nothing about data exchange; this is incorrect.

B. The activities are executed as if the dashed rectangles do not exist.This matches the BPMN definition of a Group artifact and is correct.

C. Canceling "Notify Customer" will cancel the result of "Deliver Product".That would require atransaction subprocess with cancel behavior, not just a Group.

D. "Verify Credit" and "Process Payment" are executed in parallel. "Deliver Product" and "Notify Customer" are executed in parallel.Parallelism requires a parallel gateway or similar construct; here, a simple sequence flow shows they are executedsequentially.

Therefore, the correct statement is that thedashed rectangles have no execution effect: optionB.

TheBalanced Scorecard(Kaplan & Norton) has four recognized perspectives:

Financial

Customer

Internal Business Processes

Learning and Growth

Therefore, the only recognized perspective in the answer choices isB. financial.

The requirement is:“after completing task A, wait one hour before starting task B.”

In BPMN:

ACatching Intermediate Timer Eventplacedin the normal sequence flowbetween two activities means:

Activity A completes.

The token arrives at the Timer Intermediate Event.

The timer waits for its specified duration (here, one hour).

Once the timer condition is satisfied, the token proceeds to Activity B.

Option Ashows exactly this pattern:

Task A → (Intermediate Timer Event) → Task B.

Why the others are not correct:

Option Bvisually suggests the timer isbeforeA or attached differently, not clearly expressing “after A, then wait, then B.”

Option Cuses aboundary timer eventon A. A boundary timer on A represents atimeout during A’s execution(e.g., if A takes longer than one hour, do something), not a guaranteed wait period after A finishes.

Option Dintroduces a gateway and an end event, implying alternate paths rather than a simple fixed delay between A and B.

Thus, the diagram that correctly models “after completing A, wait one hour, then start B” isOption A.

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.

The requirement:

“If step C is not completed within 3 days of thestart of the process, immediately end the process with a failure notification.”

The clean BPMN way is to place A, B, and C inside aSub-Processand attach aninterrupting Timer Boundary Eventto that Sub-Process:

The timer (3 days) starts when the Sub-Process (and thus step A) begins.

If C is completed in time, the normal flow continues to D.

If the timer fires first, itinterruptsthe Sub-Process and flows to a “Notify failure” task and then to an End Event.

OptionDshows exactly this structure: a Sub-Process containing A–B–C with a timer boundary event labeled “3 days” leading to “Notify failure.” The other options place the timer in positions that either start timing from C only or use gateways incorrectly, so they do not satisfy “3 days from start of the process.”

Therefore,Dis correct.

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,Data Objectsare artifacts that show what data isusedorproducedby activities. They are connected usingData Associations, which are drawn asdashed/dotted lines with arrowheads:

Arrowfrom Data Object to Activity= the data is aninputto that activity.

Arrowfrom Activity to Data Object= the data is anoutputproduced by that activity.

Looking at the options:

Option AshowsTask Awith:

A dashed association arrow fromData Object 1 to Task A(Data Object 1 is input).

A dashed association arrow fromTask A to Data Object 2(Data Object 2 is output).This matches BPMN rules exactly and is a canonical textbook example of input and output data objects for a task.

Option Bshows both data objects associated as outputs only (arrows from Task A to both), which would not reflect the typical input–output pattern and is generally not the intended “correct” example for demonstrating BPMN data object usage.

Options C and Dinvolve attaching a data object to a sequence flow. While BPMN allows associating a data object to a sequence flow as shorthand, the official specification states that when associating an artifact with asequence or message flow, the association is normallynon-directional(no arrowheads), because the flow itself already shows direction. One of these options uses directional arrows incorrectly, and thus these are not preferred as the “correct” representation in a strict exam context.

Given the OMG specification and common BPMN teaching examples,Option Ais the clearly correct and standards-compliant diagram for data objects and data associations.

In the second diagram:

TheSurvey Processlane shows activities such asEmail RecipientsandOpen Email, encapsulated in a subprocess responsible for managing the survey.

TheCandidateslane showsReceive(getting the email) andNotify(sending back their response).

In theBPMSlane there is a “Business Rules for Survey” element linked (typically via an association) to the decision logic inside the subprocess, indicating that the evaluation of responses is governed by explicitbusiness rules.

Inside the subprocess, the “Survey Decision” gateway uses those rules to assess each response. There is a loop/counting mechanism (implicit or explicit) that repeats until anadequacy conditionis met. That adequacy is modeled as a combination ofnumber of responsesandwhether those responses satisfy the business rules, after which the process reaches its end event.

Now compare the options:

A.Mentions adequacy defined by business rules but says nothing about thenumberof acceptable responses.

B.Only tracks completion as responses arrive; no role for business rules or a target count.

C.Uses a predetermined number of responses, but doesn’t require that theysatisfy business rules.

D.Requires all responses to be filtered, not apredetermined numberof qualifying responses.

E.Explicitly states:

Email survey is sent to candidate recipients.

The survey is completed when apredetermined number of answers that satisfy business ruleshave been received.

That matches the BPMN model: responses are evaluated using business rules, counted, and the process ends when enoughacceptable(rule-compliant) responses have been collected.

Therefore,Eis the correct description of the process.

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 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.

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.

Smith and Fingar describe human-system interaction components as:

Workflow(routing, sequencing of human tasks)

Automation / work allocation

Task management(task lists, inboxes, lifecycle mgmt.)

Form-based data entry(human data interaction layer)

Option D is theexact matchto the classification provided inThe Third Wave.

The other options include unrelated BPMN elements or organizational metrics not used by Smith & Fingar.

In OMG’s BPMN usage guidance and common practice, BPMN models are often discussed inthree levels of detail:

Level 1 – Descriptive (non-technical) modeling

Level 2 – Analytical (detailed but still platform-independent) modeling

Level 3 – Executable (implementation-ready) modeling

Descriptive modeling(Level 1) deliberately uses asmall, business-oriented subset of BPMN symbols. It avoids technical execution attributes and is meant primarily fordocumentation and communication among business stakeholdersacross the organization: managers, business analysts, and subject-matter experts.

Because it is simple, easy to read, and does not assume knowledge of execution semantics or tooling, it isthe easiest level to communicate across the organization.

The other options do not match OMG’s three levels:

Event modelingandvisual modelingare not defined as standard BPMN levels.

Executable modelingis Level 3, aimed at implementation, and isnotthe easiest for broad communication because it introduces technical details (data, error handling, engine-specific attributes).

Therefore, the correct answer isdescriptive modeling.

In BPMNCollaboration diagrams, aPool represents a Participant(a business entity, organization, role, or system) taking part in the collaboration.

If a collaboration containstwo white-box pools(i.e., both show internal process detail), that means:

There aretwo separate participants,

Each has itsown process,

They may interact viaMessage Flows.

Thus, the correct interpretation is thateach pool corresponds to one participant, so answerCis correct.

In OMG BPM,process discoveryrefers to uncovering and making explicit theas-isstate of business processes. The primary goal is to document and visualize what actually happens—before analysis, redesign, or automation.

OptionAcorrectly describes this:Process discoverycaptures, documents, and makes explicitthe organizational understanding of current business processes.

OptionBrefers toprocess optimization, which comes later.

OptionCis part of project initiation, not discovery itself.

OptionDrefers toprocess implementationin a BPMS.

Thus, the correct characteristic of process discovery ismaking current processes explicit.

Atimer intermediate event on a sequence flowis acatchingevent: the process pauses until a particular time condition is satisfied, then continues along the sequence flow. That is precisely “wait for a specified delay interval.”

Option C describes aTimer Start Event, not an intermediate.

Option D describes aTimer Boundary Event(timeout on an activity).

Option B is not how BPMN defines timer behavior.

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 BPMN, aText Annotationis anartifactused purely to add explanatory comments to elements in a diagram. Itnever affects the process flow or execution semantics. OMG specifies that artifacts, including Text Annotations, are connected to flow objects (activities, events, gateways, sequence flows, etc.) usingAssociations, which are dotted (or dashed) lines. The association may be directional or non-directional, but it is still anAssociation, not a Sequence Flow or Message Flow.

Therefore:

Option A is false because Text Annotations donotaffect process flow.

Option B is false because a Text Annotation may be connected toanyflow object (and even to flows), not only to pools, lanes, or groups.

Option C correctly states that a Text Annotation is connected by anAssociation.

Option D is about its graphic shape, but the question asks for adescriptionthat is true in general, which is precisely captured by Option C.

So,Cis the correct answer in accordance with the OMG BPMN 2.0.2 specification.

In cost accounting, expenses likeelectricity, water, heating, rent, and factory insuranceare typically categorized asoverhead costs(often calledindirect costsorindirect manufacturing costs).

From aBusiness Process Management (BPM)andOMG value-chainview:

These costssupportcore operational processes (production, service delivery) butcannot bedirectly tracedto a single product, unit, or customer.

In process modeling (e.g., usingBPMN), they are part of theresourcesandenvironmentneeded to perform activities, not attributed to one specific activity output.

Why the other options are incorrect:

A. Labor costs– Labor can bedirect(e.g., assembly worker) orindirect(e.g., supervisor), but electricity and water are not labor.

B. Variable costs– Electricity and water canbehavevariably with activity level, but in cost accounting terminology they are classified asoverhead, not as primary variable costs like direct materials.

D. Indirect materials costs– Indirect materials are items like lubricants, cleaning supplies, small tools. Electricity and water areutilities, not materials.

So in standard cost accounting and in how OMG-aligned enterprise models group resource costs,electricity and water are treated as overhead costs.