Free Practice Questions for OMG OMG-OCEB2-FUND100 Exam

Straight-through-processing (STP)refers toend-to-end automationwhere a process instance flows through the systemwithout any human intervention.

OptionAis the precise definition used in BPM and BPMS literature.

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.

Chang defines theprocess owneras the role ultimately accountable for theperformanceof the end-to-end process.

While the process owner may be involved in definition or discovery, theprimary responsibilityis ensuring theprocess performs to required standards.

ThusDis correct.

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 aprocess-focused or process-centric organization, aformal governing body(often called aProcess Council,BPM Steering Committee, or similar) is responsible for overseeing enterprise processes. OMG-aligned BPM governance frameworks typically assign such a body the role to:

Providecross-enterprise oversightof major processes

Resolve conflictsbetween process owners and functional managers

Prioritize process improvement and transformation initiatives

Allocate resources(budget, people, tools) to the most critical process changes based on strategy and value

This is exactly reflected inOption C:

Prioritize initiatives and allocate resources

Why the other options don’t fit:

A. Firefight business problems– Governance bodies should not operate primarily as reactive “firefighters”; they work at astrategic and prioritization level, not as an escalation helpdesk.

B. Define the organization's business strategy– Strategy is defined by theexecutive leadership; the process governance body ensuresprocesses align with and execute that strategy, but typically does not define it.

D. Define the organization's senior executive structure– That is an organizational design / board-level matter, not a role of a process governance council.

Therefore, in a process-centric organization, the formal process-governing body shouldprioritize initiatives and allocate resources, makingCcorrect.

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In theBusiness Motivation Model (BMM), aGoalis anEnd. The BMM defines a Goal as a statement about astate or condition of the enterprise (or its environment) that the enterprise intends to bring about or sustain. That definitional phrase is captured directly in optionB.

Goals arebroad, long-term, and not directly measurable; they express direction and desired future conditions.

More specific, time-bound, and measurable targets are modeled asObjectives, not Goals. Thus, characteristics likeattainable and measurable(option C) describe an Objective, not a Goal.

While Goals are ultimately realized via business processes (through strategies, tactics, and courses of action), the BMM models that realization indirectly; the direct relationship is thatMeans (such as Courses of Action) realize Ends (Goals/Objectives). So option D is not the defining characteristic.

Option A (“should be broad”) is generally true but is not the core definitional statement; BMM’s precise wording emphasizes thestate to be brought about, which is optionB.

Therefore, the key BMM-defined characteristic is thata Goal describes a state to be brought about or sustained.

Within the OMG BPMN framework,Level 3 – Executable modelingrepresents a process definition that is detailed enough to bedirectly executed by a BPM engine. This level includes:

Implementation-specific details (data mappings, transaction boundaries, technical error handling)

Engine- or vendor-specific extensions and attributes

Bindings to services, message formats, and integration mechanisms

Because these details depend on how a specificvendor toolorexecution platforminterprets BPMN,executable models are somewhat vendor-tool dependent. Different engines support different subsets of BPMN and add their own extensions, making the executable level less portable than descriptive or analytical models.

The other options do not represent OMG’s three levels of BPMN:

Pattern modelingandsource-code modelingare not standard BPMN levels.

Descriptive modelingis tool-independent and used for communication, not execution.

Thus,executable modelingis the level that is somewhat vendor-tool dependent.