Free OMG OMG-OCEB2-FUND100 Practice Exam with Questions & Answers | Set: 3

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 diagram:

After activityA, there is anexclusive gateway(with conditionscond1andcond2), soeither B or Cis chosen—never both.

AfterBandC, their flows go into a gateway with aplus sign, which is aParallel Gateway (AND-join)in BPMN.

AParallel Joinwaits fora token fromeveryincoming branchbefore it can release a token onward toD. But due to the earlier exclusive split,only oneof the two branches (B or C) ever receives a token. The other branch never activates, so the parallel join never gets all required tokens.

Consequences:

The join gateway willnever be satisfied,

Therefore, the flownever proceeds to activity D.

So the defect is exactly what optionBsays:

The activity D can never be reached.

That is the correct answer.

According to BPMN:

Aprivate (internal) Business Processmodels theinternal workflow of a single organization or participant. Its Activities are tasks, subprocesses, etc., performedinsidethat participant. Messages to other parties are shown only as message flows on the boundary, not as separate activities.

AChoreographydiagram, in contrast, models theinteractions between independent participants.

EachChoreography Activityrepresents aset of message exchangesbetween two or more participants (e.g., “Place Order,” “Send Invoice”), not the internal steps inside any one organization.

Thus the essential difference is exactly what optionDstates:

Private process activities = internal work;

Choreography activities = inter-participant message interactions.

Options A, B, and C misrepresent the relationship; a Choreography is not a special private process, nor is it just “the set of messages” of one process. It is a separate diagram type with its own semantics in BPMN.

In the BMM,Objectivesare defined as:

Measurable,

Time-targeted,

Performance-oriented outcomes.

They representquantified measures of enterprise performance.

Other elements do not fulfill this function:

Assessments= evaluations of influencers (not performance measures).

CSFs and KPIs= allowed, butnot formally defined elementsin BMM; they may be used by an organization but donot define enterprise performance in the core model.

Thus, the BMM’s official performance-defining construct isObjectives.

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.

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.

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