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OMG OMG-OCEB2-FUND100 Exam Syllabus Topics:

Section	Weight	Objectives
Business Process Concepts and Fundamentals	11%	- Fundamental aspects of Business Processes 1. Tying Business Processes to Goals and Objectives 2. Identifying (Discovering) business processes 3. Characteristics of processes 4. Levels of business process modeling 5. As-Is process vs. To-Be process
Business Process Model and Notation (BPMN)	40%	- BPMN v2.0.2: Chapter 7 (Overview - Focus on Process and Choreography diagrams) - Table 2.1 (Descriptive Conformance Sub-Class Elements and Attributes) - BPMN v2.0.2: Chapter 1 (Scope) - Table 2.2 (Analytic Conformance Sub-Class Elements and Attributes) - BPMN v2.0.2: Chapter 2.2.1 (BPMN Process Types)
Process Quality, Governance and Metrics Frameworks	15%	- Business Process Maturity Model (BPMM) - Governance frameworks - Process quality and metrics
Business Motivation Model (BMM)	16%	- Business Motivation Model v1.3: Chapter 8 (The Core Elements of the Business Motivation Model) - Business Motivation Model v1.3: Chapter 7 (The Business Motivation Model) - Business Motivation Model v1.3: Chapter 1 (Scope)
Business Process Management Concepts and Fundamentals	10%	- Functional vs. process-centric enterprise organization - Enabling tools of process management - Advancements in process management - Stakeholders' roles and responsibilities - Styles of process management
Business Goals, Objectives	8%	- Staffing and finance - Marketing - Project management - Strategy - Planning and goal-setting - Business fundamentals

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OMG-Certified Expert in BPM 2 - Fundamental Sample Questions (Q33-Q38):

NEW QUESTION # 33
Choose the correct answer:
Michael Porter created a strategic thinking framework called Porter's Five Forces.
Which is a set of those forces?

A. define organization's purpose, establish mission-consistent goals and objectives, develop resources to attain goals, set timeframe for the strategy, develop critical products and services
B. elements of barriers to entry, threats of substitute products or services, suppliers' bargaining power, customers' bargaining power, and competitive rivalry
C. adjust value creation, improve associated activities, segment customer base, analyze product performance, align business area to top two segments
D. determine where an organization is going over the next year or more, how it is going to get there, how it will know if it got there or not, the cost of the value chain, and the risk involved

Answer: B

NEW QUESTION # 34
In becoming a process-centric organization, Pizza Co. had to adapt some of its business values. Which of the following shift is generally faced by an organization going through this transition?
Response:

A. Resources allocation: from process requirement to departments priorities.
B. Value recognition: from individual recognition to process excellence.
C. Problem analysis: from focus to process to focus on system or people.
D. Treatment of errors: from opportunities to improve to evidence of performer failure.

Answer: B

NEW QUESTION # 35
Safe Harbor could be define as what?
Response:

A. A shortcut to determine if we are in compliance with a law
B. A United States federal law
C. An internal control in a process
D. A best practice for information technology (IT)

Answer: A

NEW QUESTION # 36
At least 3 elements can be distinguished to express the-aims of an organization. What are they?
Response:

A. End, Means, and Assessment
B. Plan, Execute, and Control
C. Mission, Vision, and Goals
D. Vision, Goals, and Objectives

Answer: D

NEW QUESTION # 37
Which type of ,Governance, refers to a descriptive term, referring to concrete cooperative problem-solving arrangements?
Response:

A. Global Governance
B. Project Governance
C. Corporate Governance
D. Information Technology Governance

Answer: A

NEW QUESTION # 38
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