Pass the OMG OMG Certification OMG-OCEB2-FUND100 Questions and answers with CertsForce

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 BPMN,Activityis a generic term that covers:

Task– an atomic unit of work.

Sub-Process– a compound activity that contains a process within it.

AProcessisnotan Activity; it is a container of flow elements. “Action” is not a BPMN element at all. Therefore, the only correct list that consists solely of BPMN Activities is:

Task, Sub-Process

So the correct answer isB.

Within theObject Management Group (OMG)perspective—particularly referencing the principles found inBusiness Process Management (BPM),Business Motivation Model (BMM), andValue-Driven Process Design—aconsistent and proactive marketing strategymust be grounded in acustomer‑centric philosophy. This aligns directly with the foundational OMG principle thatall business processes must deliver value to customers and stakeholders.

Here’s whyOption Ais the correct and OMG‑aligned choice:

1. Customer Focus as the Strategic Anchor (BMM Alignment)

OMG’sBusiness Motivation Model (BMM)defines the organization’sEnds(Goals, Objectives) andMeans(Mission, Strategies). A proactive marketing strategy, from an OMG standpoint, must start with acustomer-focused mission and strategy, meaning that:

Resources, processes, and capabilities are organized around customer needs.

The marketing strategy anticipates customer demands, not just reacts to them.

The organization’scourses of actionanddirective frameworkssupport value delivery.

This matches Option A exactly.

2. BPM Perspective: Processes Designed for Customer Value

BPMN (Business Process Model and Notation) encourages modeling marketing processes asvalue-driven workflows, where thetriggerof the process is usually rooted in customer needs, customer segments, or market insights.

A consistent, proactive marketing strategy requires:

Predictive understanding of customer needs

Alignment of processes to deliver satisfaction

Continuous refinement driven by customer feedback loops

This again reflects the philosophy described in Option A.

3. Why the Other Options Are Not Correct (Based on OMG BPM Principles)

Option Bemphasizessales results measurement and corrective actions. This describes an operationalcontrol process, not a proactive marketing strategy. It is reactive rather than proactive.

Option Crefers to a top‑down, compliance-oriented metrics review. This aligns withperformance management, not with strategy formation or proactive marketing.

Option Dfocuses on KPIs and behavioral monitoring. While important, this is part oftactical executionand performance monitoring, not the overarching key to maintaining a proactive marketing strategy.

4. OMG Core Principle Supporting Option A

OMG frameworks stress thatprocesses must originate from and be continuously aligned with customer value propositions. The marketing strategy becomes proactive only when thecustomer’s needs, wants, and demandsdrive decisions and resource allocation.

Thus,Option Ais the only answer aligned with OMG’s structured, customer-centered view of organizational strategy and process management.

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 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 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.

This question refers toMartyn Ould’sprinciple inBusiness Process Management: A Rigorous Approach, where he distinguishes between:

What people actually do– theconcreteview of the process, including all the messy, detailed activities (paper handling, phone calls, chasing, checking, etc.).

What they effectively do– theabstractorintentview of the process, i.e., what the process isreally aboutin terms of business purpose (for example: “extracting payment for goods and services supplied”).

Ould’s guidance is:

Donottry to “merge” or forcibly reconcile these into one model.

Recognize them astwo different but valid views of the same process:

Aconcrete model(what people actually do).

Anabstract model(what the process is effectively doing).

He explicitly says the answer isnotto reconcile them, but to model both views.

Therefore, the correct interpretation is:

An analyst should not try to reconcile them. These are two different views of the same thing.

So, the correct answer isD.