OMG-OCEB2-FUND100 Exam Dumps : OMG-Certified Expert in BPM 2 - Fundamental

In OMG-aligned BPM architecture,SOA decouples processes from specific application technologiesby exposing system functions as standardized services.

This allows BPM processes to:

Orchestrate services regardless of underlying technology

Promote reuse, loose coupling, and interoperability

Increase agility and maintainability

OptionBis correct because SOAremoves the tight dependenceof process logic on the specific technologies used in back-end systems.

OptionAdescribes a possible outcome, not the core benefit.

OptionCcontradicts SOA’s goal of standardization and reuse.

OptionDincorrectly implies forced tight integration; SOA actually promotesloosely coupledintegration.

Thus,SOA benefits BPM by separating business processes from application-specific technologies, enabling flexible orchestration.

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.

Traditional (functional) work managementorganizes people and work bydepartments or specialties(e.g., Sales, Finance, HR, Operations). From an OMG BPM and value-chain perspective, the mainweaknessof this traditional model is that it:

Focuses onoptimizing individual functionsrather than optimizing theend-to-end processthat delivers value to customers.

Encourageslocal optimization(department KPIs) at the expense of global optimization (process performance, customer experience).

Createssilosand coordination issues across boundaries.

This is captured inOption D:

Lack of end-to-end focus

Why the other options are wrong:

A. Clear definition of roles and responsibilities– That is typically astrengthof functional management; roles are clearly defined within each department.

B. Functional excellence– Functional organizations often deliverstrong specialist expertise; again, that’s a strength, not a weakness.

C. Bad vision and mission– Vision and mission areenterprise-level strategic artifacts, not intrinsic to functional vs process structure.

Thus, the key structural weakness of traditional functional management is itslack of end-to-end focus, soDis correct.

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