The Open Group OG0-093 TOGAF 9.2 Combined Part 1 and Part 2 Exam Practice Test

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Question 1

Please read this scenario prior to answering the question

You are serving as the Lead Enterprise Architect for a life insurance, annuities, and

pensions company, which has been formed through the merger of three companies.

The company consists of three divisions with the same names and division

headquarters as their predecessors.

The lack of integration between the three divisions has increasingly caused problems

in the handling of customer and financial information. At present, each division

maintains its own applications. Despite an earlier initiative to install a common

application to manage customer, products, and claims information, each division has

different ways of defining its data elements and has customized the common

application to the point where the ability to exchange information is error-prone.

The Chief Information Officer (CIO) has formed an Enterprise Architecture

department, and one of the primary goals in its charter is to coordinate efforts

between the teams in each division. The CIO has also formed a cross-functional

Architecture Board to oversee and perform governance. The TOGAF standard is used

as the basis for the core framework of the Enterprise Architecture program. The

company has an existing team of security architects.

The company has made the decision to introduce a common web portal, contact

center software suite, and document management system. Also the company has

selected a single enterprise-wide customer relationship management (CRM)

application to consolidate information from several applications that exist across the

divisions. The application will be used by each of the divisions and accessed by third

party partners through well-defined interfaces.

The CIO is concerned that the new application must be able to manage and

safeguard customer information in a secure manner that meets or exceeds the legal

requirements of the countries in which the company operates. This will be an

increasingly important capability as the company expands its online services in

cooperation with its external partners.

Refer to the Scenario

As part of the process for initiating the Enterprise Architecture project to rollout the

new application, you are developing a set of architecture principles.

You need to recommend the best approach for this work.

Based on the TOGAF Standard, Version 9.2, which of the following is the best

answer?

AYou would define a set of principles that support the preferred best practices
embodied in the Enterprise Architecture department charter. You would publish
the principles on the corporate intranet to ensure widespread acceptance and
compliance within the company. You would then schedule regular periodic
Compliance Assessments with each of the divisions to check that they have
made satisfactory progress toward meeting the objectives and conditions
embodied in the principles.

BYou would analyze the mission statements for the company and each of its
divisions, together with the corporate business goals. Based on that analysis,
you would define a set of architecture principles and review them with the CIO.
When developing the principles, you would ensure that they actively promote
the alignment of IT with the business strategies and initiatives of the company.
You would then seek the endorsement of the CIO and senior management.

CYou would review the mission statements for the company and its divisions,
together with the corporate business goals and business drivers. Based on that
review, you would work closely with the key stakeholders and the Architecture
Board to define the architecture principles. You would ensure that they actively
promote the alignment of IT with the corporate business strategies. You would
then hold review meetings with the relevant stakeholders, including senior
management, ensuring their support.

DYou would gather information from credible industry sources in the insurance
business. Based on that information, you would assess current trends and
apply them to defining a set of principles that embody industry best practices.
You would select architecture principles that do not conflict with each other,
that are consistent, and those that are stable. You would ensure that all the
principles are realistic and avoid including principles that are too obvious.

Answer : C

Analysis of Scenario and TOGAF Guidance

In this scenario, a recently formed insurance company is experiencing challenges with integration between its three divisions. The lack of a cohesive data structure across divisions has led to inefficiencies and errors. The CIO has formed an Enterprise Architecture department with a charter to coordinate cross-division efforts, establish governance, and develop a secure and legally compliant customer information management system that integrates with various applications. This initiative is critical as the company expands its online services and collaborates with external partners.

A set of architecture principles is needed to ensure that the architecture aligns with the business's goals, addresses regulatory requirements, and promotes standardization across divisions.

Explanation of Option C and Why It Is the Best Answer

Option C aligns closely with TOGAF's recommended approach for developing and validating architecture principles, particularly in complex environments with multiple stakeholders, such as this merged company. Here's why:

Review of Mission Statements, Goals, and Business Drivers:

Analyzing the mission statements, business goals, and business drivers for the company and its divisions is essential. This step ensures that the principles reflect the strategic direction of the organization and align with the business needs. TOGAF emphasizes that architecture principles should be developed in a way that promotes IT alignment with business strategy (refer to TOGAF Part II, Chapter 20: Architecture Principles).

Engagement with Key Stakeholders and Architecture Board:

Working closely with key stakeholders and the Architecture Board is critical to ensure that the principles are relevant and widely accepted. Engaging these stakeholders promotes alignment and support for the architecture principles, which is essential in a cross-functional environment. TOGAF highlights the importance of engaging stakeholders in the principles development process to gain their commitment and ensure that the principles are practical and actionable.

Review Meetings with Senior Management:

Review meetings with stakeholders, including senior management, ensure that the architecture principles are understood, endorsed, and supported at all levels of the organization. This step addresses the need for broad acceptance and alignment across divisions, as outlined in TOGAF guidance, which stresses that principles should be approved by senior management to enforce adherence and drive compliance within the organization.

Alignment with TOGAF ADM Guidelines:

TOGAF's Phase A (Architecture Vision) includes defining architecture principles that guide the architecture's development and governance. Ensuring these principles promote IT-business alignment is a core part of TOGAF's approach to Enterprise Architecture, particularly in organizations with complex business structures or multiple divisions.

Why Options A, B, and D Are Less Suitable

Option A: Defining principles based only on the EA department charter, without broader stakeholder input, would likely result in limited buy-in across divisions. Although compliance assessments are valuable, they alone do not ensure alignment with business strategies, which is critical in this scenario.

Option B: While this option suggests analyzing the mission statements and corporate goals, it does not involve collaboration with key stakeholders and the Architecture Board, which TOGAF recommends for gaining alignment and support. Additionally, seeking endorsement only from the CIO, rather than engaging a broader group of stakeholders and senior management, limits the likelihood of acceptance and adherence across the organization.

Option D: Relying on industry best practices and trends alone would not address the specific strategic goals and business drivers of the company. TOGAF emphasizes that architecture principles should be tailored to the organization's unique needs and business strategies rather than relying solely on external standards or trends.

TOGAF Reference Supporting Option C

TOGAF Part II, Chapter 20 (Architecture Principles): Recommends developing principles based on the organization's mission, goals, and strategic drivers to ensure alignment between IT and business objectives.

TOGAF Part I, Chapter 7 (ADM Phase A: Architecture Vision): Emphasizes the importance of defining architecture principles and securing buy-in from stakeholders to guide architecture development and governance.

TOGAF Part II, Section 20.4 (Developing Architecture Principles): Highlights the need for principles to be endorsed by senior management and relevant stakeholders, which is necessary to ensure that they are actionable, enforceable, and aligned with business strategy.

In conclusion, Option C is the best answer as it aligns with TOGAF's guidance on engaging stakeholders, defining principles based on the organization's strategic direction, and securing broad acceptance to ensure successful alignment of IT with the business's goals across all divisions.

Question 2

Please read this scenario prior to answering the question

Your role is that of an Enterprise Architect in a multinational automotive and clean

energy company. The company designs and manufactures electric vehicles, battery

storage, and solar panels. The company has multiple manufacturing facilities, in North

America, Europe, and in Asi

a. Most of the facilities are wholly owned by the company,

but two in Asia are jointly owned with local partners.

The company has a mature Enterprise Architecture practice that is supported by a

cross-functional Architecture Board. The TOGAF standard is used for developing the

automated manufacturing process and systems used to design, manufacture and test

the new design. The Chief Information Officer and the Chief Operating Officer co-

sponsor the Enterprise Architecture program.

A challenge that the company is facing is to scale up the number of vehicles coming

off the production lines to meet customer demand. At the moment there are supply

chain shortages for key custom-designed electronic components used in the vehicles.

In response to this, the research arm of the company has pioneered the development

of a revised design using common off-the-shelf components that will allow for a

significant increase in overall vehicle production. This new design is ready to go into

production.

As part of putting the new design into production, adjustments to the automated

assembly processes need to be made. A pilot architecture project at a single location

has defined an updated approach for controlling the automated systems used to

perform final assembly and quality assurance. The Chief Engineer, sponsor of the

activity, and the Architecture Board have approved the plan for immediate

implementation at each plant.

Architecture Contracts have been developed that detail the work needed to implement

and deploy the new automated system controller for each location. The Chief

Engineer has expressed concern that a uniform process be employed at each location

to ensure consistency and quality.

Refer to the Scenario

You have been asked to recommend the best approach to address the Chief

Engineer's concern.

Based on the TOGAF Standard, Version 9.2, which of the following is the best

answer?

AYou would use the Architecture Contracts to manage the architecture
governance processes for the project across the locations. You would ensure
that the quality of each completed vehicle at each location is assessed, and
any local change requirements identified, if necessary. You recommend that if
a deviation from the contract is detected, the Architecture Board should modify
the Architecture Contract to allow the implementation organization the ability to
customize the process to meet their local needs. As a result, you then issue a
new Request for Architecture Work to implement the modified Architecture
Definition.

BYou would review the Architecture Contract for each location, ensuring that it
addresses the project objectives, effectiveness metrics, acceptance criteria,
and risk management. Where applicable, you ensure that the contract is legally
enforceable. You would schedule compliance reviews at key points in the
assembly and quality assurance process to ensure that the work is proceeding
in accordance with the Architecture Definition. All deviations from the contract
should be reviewed by the Architecture Board, who would consider whether to
grant a dispensation to allow the implementation organization to customize the
process to meet their local needs.

CYou would create an Architecture Contract to manage and govern the
implementation and migration process at each location. For wholly owned
facilities, you issue a memorandum of understanding between the Architecture
Board and the implementation organization. For facilities jointly owned by local
partners, you would ensure that the contract is legally enforceable. You would
then ensure that the Architecture Board reviews all deviations from the
Architecture Contract, and considers whether or not to grant a dispensation to
allow the implementation organization to customize the process to meet their
local needs.

DYou would create an Architecture Contract to govern the update to the
automated system controller at each location. For facilities managed by
partners, you ensure that it is a fully enforceable legal contract, and you would
schedule additional compliance reviews at key points in the assembly and
quality assurance process. These additional reviews would be for an initial
period until no deviations from the contract occur. You recommend that if a
deviation from the Architecture Contract is detected, the Architecture Board
grant a dispensation to allow the implementation organization the ability to
customize the process to meet their local needs.

Answer : B

Question 3

Please read this scenario prior to answering the question

You are serving as the Lead Architect for an Enterprise Architecture project team

within a multinational energy company. The company is organized into two major

business operations:

* Upstream operations which include exploration for crude oil and natural gas and

operating the infrastructure necessary to deliver oil and gas to the market

* Downstream operations which include the manufacturing, distribution and marketing

activities for oil products and chemicals

The downstream business includes oil refining, a retail filling station network,

lubricants manufacture and marketing, industrial fuel and lubricants sales. The

practice for the downstream business has been to operate locally, managed by local

"operating companies".

There is an established Enterprise Architecture program within the company, and the

TOGAF standard has been adopted as the framework.

Safety is a priority for the company, with the aim to ensure it causes zero harm to

people and the environment. The company has to satisfy the regulatory requirements

of each of the countries it operates in.

The Governing Board is concerned about the risk posed by operating in this complex

global environment with a large part of the downstream business represented by local

operating companies.

The Chief Executive Officer (CEO) has requested to be informed about the status of

downstream operations that could impact regulatory compliance. He also wants the

corporate legal staff and auditors to analyze all proposed new downstream operations

to ensure that they are within the legal guidelines for each country. In addition, the

local operating companies should be able to see that the architecture is appropriate

for their needs.

The architecture project team has completed a detailed Request for Architecture Work

providing the high level project description. As the project commences the next phase,

the necessary approvals from management have been received.

Refer to the Scenario

You have been asked to recommend an approach that would enable the development

of an architecture that addresses the needs of the Chief Compliance Officer, legal

staff, auditors and the local operating companies.

Based on the TOGAF Standard, Version 9.2, which of the following is the best

answer?

AYou recommend that a Communications Plan be created to address the
powerful and influential stakeholders identified in a stakeholder power grid
matrix. This plan should include a report that summarizes the key features of
the architecture with respect to each location and reflect the stakeholder
requirements. You will check with each stakeholder that their concerns are
being addressed.

BYou recommend that an Organization Map is created to show the relationships
between the different operations within the company and the local operating
companies. This will be used to identify key stakeholders. A set of models
should then be developed that can be applied uniformly across the project. The
stakeholders can then examine the models to ensure that their needs have
been addressed.

CYou recommend that a stakeholder analysis is made, so as to identify which
stakeholders are involved, their level of involvement, and their concerns. This
will allow the architects to define groups of stakeholders who have common
concerns. The concerns and relevant viewpoints should then be defined for
each group of stakeholders, and recorded in the Architecture Vision document.

DYou recommend that an analysis of stakeholders occurs, with 22 types of
stakeholders identified, in five categories - corporate functions, end-user
organization, project organization, systems, and external. Models should then
be created for each stakeholder category to ensure that the system complies
with the local regulations. A formal review should be held with the stakeholders
to verify that their concerns have been properly addressed.

Answer : C

Analysis of Scenario and TOGAF Guidance

In this scenario, you are leading an architecture project for a multinational energy company with both upstream and downstream operations. The downstream operations, in particular, are complex due to local regulations in each country where the company operates. The CEO is especially concerned with ensuring regulatory compliance, with the legal and auditing teams tasked with analyzing new downstream operations to ensure adherence to each country's legal requirements. Additionally, local operating companies should find the architecture appropriate for their needs.

The TOGAF framework recommends identifying and addressing stakeholder concerns early in the ADM process, especially during the Architecture Vision phase (Phase A). Stakeholder analysis is a foundational activity in TOGAF to ensure that diverse concerns are addressed systematically and that all necessary perspectives are considered. This approach helps in aligning the architecture work with organizational needs and in facilitating communication with various stakeholder groups.

Explanation of Option C and Why It is the Best Answer

Stakeholder Analysis:

Stakeholder analysis is essential to identify which stakeholders are involved, their levels of influence and involvement, and their primary concerns. This process allows the architecture team to group stakeholders with common concerns and develop targeted viewpoints for each group.

TOGAF emphasizes stakeholder analysis in Phase A (Architecture Vision) to ensure that the architecture addresses the specific needs of various stakeholder groups, especially in complex, multi-stakeholder environments like the one described in the scenario.

Definition of Concerns and Viewpoints:

After identifying the stakeholders and their concerns, TOGAF recommends defining specific viewpoints that reflect these concerns. This involves documenting these concerns and aligning them with architectural objectives, ensuring each group's needs are clearly addressed.

Recording these concerns and viewpoints in the Architecture Vision document provides a consolidated, high-level reference that informs future phases and guides architecture work to address stakeholder expectations and regulatory requirements effectively.

Alignment with TOGAF ADM and Stakeholder Management Guidelines:

TOGAF's Chapter 24 (Stakeholder Management) and Section 24.2 outline the importance of identifying, grouping, and managing stakeholders to ensure the architecture work meets their needs. This is particularly crucial when stakeholders have distinct, potentially conflicting concerns, such as compliance, legal standards, and local operational requirements.

Additionally, by recording this information in the Architecture Vision document (an outcome of Phase A), the team provides a baseline for engaging stakeholders throughout the project, which is critical in high-stakes, regulated environments.

Why Options A, B, and D Are Less Suitable

Option A: While creating a Communications Plan and using a stakeholder power grid matrix are useful actions, they are insufficient for addressing specific stakeholder concerns and viewpoints. This option lacks a structured approach to defining specific viewpoints based on stakeholder concerns, which is a key TOGAF recommendation in managing complex requirements.

Option B: Developing an Organization Map and uniform models could help visualize relationships, but this option misses the critical step of grouping stakeholders by their concerns and defining viewpoints. TOGAF does not recommend a one-size-fits-all model in situations where different groups have distinct needs.

Option D: Identifying stakeholders by category and developing models for each group can help, but identifying 22 specific types of stakeholders and applying a rigid classification misses the nuance required for a more tailored approach. TOGAF instead encourages developing viewpoints based on stakeholder concerns and does not prescribe an exact count or rigid categories of stakeholders, as it may not be suitable for all cases.

TOGAF Reference Supporting Option C

TOGAF Chapter 24 (Stakeholder Management): Emphasizes the need for identifying and managing stakeholders and their concerns, particularly through defining viewpoints and concerns relevant to each group.

TOGAF Section 7.5.1: Recommends conducting a stakeholder analysis as part of the Architecture Vision phase (Phase A), which includes defining the architecture's scope, purpose, and high-level requirements aligned with stakeholder needs.

TOGAF Section 7.5.2: Advises on capturing concerns and viewpoints in the Architecture Vision document, which serves as a high-level guide to ensure all stakeholders' requirements are understood and tracked throughout the project.

In conclusion, Option C is the best answer as it aligns with TOGAF's approach to stakeholder analysis, defining viewpoints based on stakeholder concerns, and documenting these in the Architecture Vision document to address the needs of the Chief Compliance Officer, legal staff, auditors, and local operating companies.

Question 4

Please read this scenario prior to answering the question

You have been assigned the role of Lead Enterprise Architect within a leading

professional services company that specializes in providing outsourcing services.

Outsourcing services include business processes, infrastructure, and service

management. The company also provides business consulting services.

The company has an established Enterprise Architecture program based on the TOGAF

standard, sponsored jointly by the Chief Executive Officer and Chief Information Officer.

An Architecture Board has been formed comprised of IT staff executives and executives

from the major service areas and consulting practice.

With numerous service areas and many diverse engagements in progress at any given

time, overall engagement management within the company has become challenging.

The company has recently had a number of high profile projects that have overrun on

budget and under delivered, thereby damaging its reputation.

The Enterprise Architecture (EA) team has been working with the Strategic Planning

team to create a strategic Enterprise Architecture to address these issues. The EA team

has held workshops with key stakeholders to define a set of architecture principles to

govern the architecture work. They have completed an Architecture Vision at a strategic

level and laid out high-level Architecture Definitions for the four domains. They have set

out an ambitious vision of the future of the company over a five-year period. This will

include three distinct transformations.

The CIO has made it clear that prior to the approval of the detailed Implementation and

Migration plan, the EA team will need to assess the risks associated with the proposed

architecture. He has received concerns from some of the senior management across the

company that the proposed architecture may be too ambitious and they are not sure it

can produce sufficient value to warrant the risks.

Refer to the Scenario

You have been asked to recommend an approach to satisfy these concerns.

Based on the TOGAF Standard, Version 9.2, which of the following is the best

answer?

AThe EA team should bring together information about potential solutions from
the appropriate sources within the enterprise, such as the Architecture
Repository. Once the target architecture has been assembled, it should be
analyzed using a state evolution table to determine the Transition Architectures
and associated risks. A value realization process should then be established to
ensure that the concerns raised are addressed.

BThe EA team should evaluate the organization's readiness to undergo change.
This will allow the risks associated with the transformations to be identified and
mitigated for. It will also identify improvement actions to be worked into the
Implementation and Migration Plan. The Business Value Assessment
technique should then be used to determine the business value and associated
risks for the transformation.

CThe EA team should apply an interoperability analysis to evaluate any potential
issues across the architecture. This should include the development of a matrix
showing the interoperability requirements. The EA team would then reconcile
the interoperability requirements with potential solutions and risks. Once all the
concerns have been resolved, the EA team should finalize the Architecture
Roadmap and the Implementation and Migration Plan.

DThe EA team should review and consolidate the gap analysis results from
Phases B to D. This should be completed before preparing the detailed
Implementation and Migration plan. The gap analysis results can be used to
understand the transformations that are required to achieve the proposed
Target Architecture. The EA team should then assess the readiness of the
organization to undergo change. Once the architecture has been assembled, it
should be analyzed using a state evolution table to determine the Transition
Architectures.

Answer : B

Analysis of Scenario and TOGAF Guidance

In this scenario, the Lead Enterprise Architect must address concerns from senior management regarding the risks of an ambitious five-year transformation strategy. Senior management is uncertain if the architecture can deliver enough value to justify the risks. The CIO has requested an assessment of these risks before approving the detailed Implementation and Migration Plan.

The TOGAF ADM (Architecture Development Method) provides guidance for risk and readiness assessments as part of Phases E (Opportunities and Solutions) and F (Migration Planning). Specifically, TOGAF encourages readiness assessments to evaluate an organization's capability for change and Business Value Assessments to gauge the potential value and risks associated with proposed changes.

Explanation of Option B and Why It is the Best Answer

Readiness Assessment:

A Readiness Assessment helps in evaluating whether the organization is prepared to undertake the transformations. This assessment will identify any gaps in the organization's capabilities, culture, or resources needed to support the change. Addressing these gaps helps mitigate the risks of transformation.

TOGAF's ADM Phase F includes readiness assessment as a critical activity, as it provides insights into how prepared the organization is for the changes and identifies required improvement actions, which can be integrated into the Implementation and Migration Plan.

Business Value Assessment:

TOGAF recommends using a Business Value Assessment Technique to determine the value and associated risks of the transformation. This technique provides a structured approach to assess whether the anticipated business benefits are likely to be realized and at what level of risk. It helps ensure that all stakeholders have a clear understanding of the expected outcomes, costs, and risks.

This assessment would address the senior management's concerns about whether the proposed architecture changes would deliver sufficient value to justify the risks, which aligns with TOGAF's guidance in Phases E and F.

Aligns with TOGAF ADM Phases E and F:

In Phase E (Opportunities and Solutions), TOGAF specifies the identification of business transformation risks and readiness for change as part of creating the Architecture Roadmap.

In Phase F (Migration Planning), these analyses help in finalizing the Implementation and Migration Plan. By addressing risks early, the EA team can incorporate risk mitigation strategies and align the plan with the organization's readiness to adopt changes.

Why Options A, C, and D Are Less Suitable

Option A: Although gathering information from the Architecture Repository and performing a state evolution analysis are useful steps, this option lacks a readiness assessment and a value assessment, which are specifically relevant to evaluating the feasibility and value of ambitious transformations. Without these assessments, senior management's concerns regarding risks and value remain insufficiently addressed.

Option C: Interoperability analysis primarily addresses integration between system components, not the broader organizational readiness or the risk and value concerns raised by senior management. While interoperability is important, it is a technical aspect that does not directly address readiness for change or business value.

Option D: Consolidating gap analysis results is a relevant step for determining necessary changes, but it does not specifically address the need to evaluate the organizational readiness or to assess the business value and associated risks. This approach also omits the Business Value Assessment, which is crucial for justifying the transformations.

TOGAF Reference Supporting Option B

TOGAF Section 31.3.5: Recommends using Readiness Assessment to determine the capability of an organization to support transformation efforts.

TOGAF Section 31.3.8: Describes the Business Value Assessment Technique as a way to assess the potential value and risks of proposed transformations.

TOGAF ADM Phases E and F: Emphasize the importance of readiness assessments and risk analysis for the creation of the Architecture Roadmap and Implementation and Migration Plan, ensuring that plans align with the organization's ability to adopt and benefit from the changes.

In summary, Option B is the best answer as it aligns with TOGAF's guidance on performing readiness and value assessments to address management's concerns regarding the risk and value of the transformation.

Question 5

Please read this scenario prior to answering the question

Your role is that of an Enterprise Architect at an multinational company. The company

designs, manufactures and sells products worldwide. It has grown rapidly by

acquisition and has inherited numerous different business processes and related IT

systems. This has led in many instances to a duplication of resources.

The Chief Operating Officer (COO) has made the decision to consolidate and reduce

redundant business processes and IT systems in the sales operations. She has

committed to the CEO that the business will migrate to a set of standardized solutions

that will reduce costs and improve efficiency.

The Enterprise Architecture practice at the company has been assigned to manage

the project. At present, there are no architectural assets in the Architecture Repository

related to this initiative. All assets will need to be acquired, customized, or created

from scratch. The CIO, who is the project sponsor, has identified the need for a set of

commercial off the shelf package applications as candidates for the target. She has

also stated that she is not concerned about preserving the existing business

processes or IT systems within the sales operations.

Your team leader has asked you to assist with developing a response to the following

questions:

Which groups of users will use the different applications and IT systems?

How many licenses and type of licenses are needed for the packaged applications?

What level of support is needed for the users?

Where should the support center(s) be located?

What new capabilities will be required to support this business change?

How much will the migration cost?

This project is using an iterative approach for executing the TOGAF Architecture

Development Method. The architecture development project has completed the

Architecture Vision Phase. A set of packaged applications has been identified and is

being considered, the next iteration will include development of the Business and

Application Target Architectures.

Refer the Scenario.

[Note: You may need to refer to the Architectural Artifacts chapter, section 31.6

(located in Part IV) of the reference text in order to answer this question.]

You have been asked to identify the most appropriate catalogs, matrices, and

diagrams to support the Architecture development.

Based on the TOGAF Standard, Version 9.2, which of the following is the best

answer?

AYou would describe the Target Business Architecture with a Business
Interaction matrix, and a Business Service/Function catalog. You would
describe the Target Application Architecture with an Application Communication
diagram, an Application Interaction matrix and an Interface catalog.

BYou would describe the Target Business Architecture with an
Organization/Actor catalog, a Business Service/Function catalog, and a
Capability/Organization matrix. You would describe the Target Application
Architecture with an Application Portfolio catalog and an Application/Function
matrix.

CYou would describe the Target Business Architecture with a Business
Capability Map, a Location catalog, and an Organization/Actor catalog. You
would describe the Target Application Architecture with an
Application/Organization Matrix, and Application Migration diagram.

DYou would describe the Target Business Architecture with a Business
Service/Function catalog, a Location catalog, and an Organization/Actor
catalog. You would describe the Target Application Architecture with an
Application Migration diagram, and an Application and User Location diagram.
Analysis of Scenario and TOGAF Guidance
Given the scenario, the main objective is to create a consolidated and standardized architecture for sales operations using the TOGAF Architecture Development Method (ADM). The COO aims to reduce redundancy and enhance efficiency, while the CIO has specified a preference for off-the-shelf applications rather than preserving the current, potentially redundant systems.
The ADM process is currently transitioning from the Architecture Vision phase to the Business and Application Target Architectures in the next iteration. The identified areas of focus include defining the Target Business and Application Architectures, which require specific catalogs, matrices, and diagrams for effective representation.
Requirement: Selection of Artifacts
According to TOGAF 9.2, artifacts like catalogs, matrices, and diagrams are essential in representing different aspects of the architecture. These are detailed in Section 31.6 (Architectural Artifacts chapter, Part IV) of the TOGAF Standard, which outlines the purpose of each artifact type within the ADM phases.
Rationale for Option B
Target Business Architecture Artifacts:
Organization/Actor Catalog: This catalog is used to capture all actors (people, organizations, etc.) involved in the business operations. It is essential for mapping the current and target structure and aligns with the goal of consolidating operations to reduce redundancy.
Business Service/Function Catalog: This catalog lists all the business services and functions, helping identify which services/functions will remain, be removed, or be merged. This aligns with the objective of standardizing and streamlining processes.
Capability/Organization Matrix: This matrix maps business capabilities to organizational units, which helps define what new capabilities may be required to support the business change as requested by the COO.
Target Application Architecture Artifacts:
Application Portfolio Catalog: This catalog identifies and details applications involved in the target architecture, including the new off-the-shelf package applications. It is crucial for cataloging all software solutions that will be part of the consolidated system.
Application/Function Matrix: This matrix links applications to the business functions they support, which is instrumental in assessing how the new applications align with the business needs.
Alignment with TOGAF ADM Guidelines
ADM Phase B (Business Architecture): Catalogs like the Organization/Actor catalog and Business Service/Function catalog are appropriate to capture actors and their interactions with services. Additionally, matrices like the Capability/Organization matrix align with TOGAF guidelines to document necessary business capabilities and organizational responsibilities.
ADM Phase C (Application Architecture): For the Application Architecture, an Application Portfolio catalog supports cataloging applications as the organization considers packaged solutions. The Application/Function matrix is useful for mapping how these applications fulfill specific business functions, aligning with TOGAF guidance for this phase.
Why Options A, C, and D are Less Suitable
Option A: While it includes the Business Service/Function catalog, it does not provide sufficient emphasis on organizational structure or capabilities (e.g., Capability/Organization matrix), both of which are crucial for understanding the roles and responsibilities in the target business structure.
Option C: This option suggests a Business Capability Map and Application/Organization matrix, which are less directly relevant to the immediate needs of cataloging applications and mapping functions to applications as specified by the CIO's intent to move to standardized packages.
Option D: The Application Migration diagram and Application and User Location diagram are more appropriate for later stages of the architecture, focusing on implementation rather than the Business and Application Architectures, making them premature for this stage.
TOGAF Reference Supporting Option B
31.6.1 Catalogs (Business Architecture and Application Architecture sections): Organization/Actor catalog, Business Service/Function catalog, and Application Portfolio catalog are standard catalogs for Business and Application Architectures.
31.6.2 Matrices (Business Architecture and Application Architecture sections): Capability/Organization matrix and Application/Function matrix are recommended matrices for defining relationships between capabilities, organizations, and functions.
Thus, Option B is the most suitable answer as it aligns with the requirements in the scenario and adheres to TOGAF's recommended artifacts for the Business and Application Architectures in these ADM phases.

Answer : B

Question 6

Scenario

Please read this scenario prior to answering the question

Your role is consultant to the Lead Architect within a company that manufactures electromechanical devices. The company is organized as independent operational divisions.

The company has a mature Enterprise Architecture (EA) practice and uses the TOGAF standard for the basis of its architecture framework. In addition to the EA program, the company has a number of management frameworks in use, including business planning, portfolio/project management, and operations management. The EA program is sponsored by the CIO.

A strategic architecture has been approved that includes consolidation of multiple Enterprise Resource Planning (ERP) applications that have been operating in several of the divisions' production facilities. The goal is to replace the functionality of the existing applications with a new ERP product running as a single instance in the company's primary data center.

Each division has completed the Architecture Definition documentation required to tailor and configure the environment to meet its own specific manufacturing requirements.

The enterprise architects have analyzed the key corporate change attributes and implementation constraints. A consolidated gap analysis has been completed which has identified the gaps across the Business, Data, Application, and Technology domains.

Using the results of the gap analysis, the architects have reviewed the requirements, dependencies and interoperability requirements needed to integrate the new ERP environment into the existing environment. The architects have completed the Business Transformation Readiness Assessment started in Phase

ABased on all of these factors they have produced a risk assessment.
The implementation process is estimated to take four years. Because of the risks posed by the complexity of the current environment, a phased approach is needed to implement the target architectures. The Implementation and Migration Plan v0.1, the draft Architecture Roadmap, and the Capability Assessment deliverables are now complete.
You have been asked to recommend the next steps to prepare the final Implementation and Migration Plan.
Based on the TOGAF standard, which of the following is the best answer?

AYou would assess how the plan impacts the other frameworks in use in the organization. The plan should be coordinated with the business planning, portfolio/project management and operations management frameworks. You would then assign a business value to each project, considering available resources and priorities for the projects. Finally, you would generate the Implementation and Migration Plan.

BYou would apply the Business Value Assessment Technique to prioritize the implementation projects and project increments. The assessment should focus on return on investment and performance evaluation criteria that can be used to monitor the progress of the architecture transformation. You would confirm the Transition Architecture phases using an Architecture Definition Increments Table to list the projects. You would then document the lessons learned and generate the final plan.

CYou would place the strategic Architecture Definition and Transition Architectures under configuration control as part of the ongoing architecture development cycle. This will ensure that the architecture remains relevant and responsive to the needs of the enterprise. You would then produce an Implementation Governance Model to manage the lessons learned prior to finalizing the plan. You recommend that lessons learned be accepted by the Architecture Board as changes to the architecture without review.

DYou would conduct a series of Compliance Assessments to ensure that the implementation team is implementing the architecture according to the contract. The Compliance Assessment should verify that the implementation team is using the proper development methodology. It should include deployment of monitoring tools and ensure that performance targets are being met. If they are not met, then changes to performance requirements should be identified and updated in the Implementation and Migration Plan.

Answer : A, A

Question 7

Scenario

Please read this scenario prior to answering the Question

You are working as a consultant to the Chief Architect at an intelligence and security organization responsible for securing government communications and information systems. These provide real-time, highly secure communication of voice, video, and message data to remote locations around the world. The agency has recently received information from intelligence sources that the current encryption protocols may no longer be secure. In response, a program is underway to upgrade the systems.

The agency has an established Enterprise Architecture (EA) capability based on the TOGAF standard. The Executive Director of the agency is the sponsor of the EA capability.

Since reliable, high-performance, and secure communications are essential to preserving national security, the Executive Director has placed more stringent requirements for the architecture of the upgraded systems. It must be able to provide assurance and verification of specific performance measures on the key services that are most crucial for system operation. Focusing on these service-level details and specific measurements, will allow stricter requirements to be enforced in service contracts. It will also provide a high degree of assurance that necessary performance is being delivered and that notifications will occur if any critical service fails to perform as required.

A portion of the program budget has been allocated to context a review of the E

AThe scope of the review is to evaluate the processes, content and governance of the EA capability to ensure that the higher target performance and service levels required by the upgraded system can be achieved.
The Chief Architect has noted that the core EA artifacts that have been in use are not able to describe these new capabilities. The artifacts do not have explicit provisions for defining the in-depth measurement requirements regarding specific services required for the system. She has learned that certain services within the current system have service measurement implementations that match some of the new requirements, but they are only used in a few areas.
Recent EA efforts at another national agency have produced generalized high-performance communication system models to realize similar requirements in a critical defense system involving secure communications. It is possible that these models may be useful for the upgrade program.
Refer to the Scenario
[Note: You may need to refer to the Content Metamodel chapter, section 30.4 (located in Part IV) of the reference text in order to answer this question.]
You have been asked to make recommendations for tailoring the Architecture Content Metamodel to accommodate the requirements of the upgraded system.
Based on the TOGAF standard, which of the following is the best answer?

AYou recommend that a Communications Engineering view is created using the infrastructure consolidation extension from the Architecture Content Metamodel. This view will allow architects to align the needed performance measurement communications across the system. This will support the stringent performance measurements needed for the more detailed governance views required for the upgraded system, making the interfaces to the communication and network layer of the architecture highly visible at the application level.

BYou recommend that the services extension be incorporated into the Architecture Content Metamodel. By using this extension, the service model is no longer constrained by what is expected in typical business service definitions, allowing more flexibility for adding customized models to support the more stringent measurement requirements. The services extension can also be used to map terminology between the business services and the application components.

CYou recommend that the motivation and governance extension are incorporated into the Architecture Content Metamodel. Using these extensions will allow modeling the goals, objectives and drivers for the architecture, linking them to service levels and more detailed governance models. This will also enable the ability to re-use existing profiles, customizing them for the various service contracts involved.

DYou recommend all of the extensions be incorporated into the Architecture Content Metamodel. The full Content Metamodel will enable the EA team to capture and categorize all the important additional data needed to support the performance and measurement objectives linked to these artifacts. Once the new repository content has been implemented, on- demand queries can be used to generate a customized governance stakeholder view that isolates the artifacts and data needed to assess measurement for any particular service. If this view is found to be inadequate for the governance concerns, the service models within those artifacts can be expanded.

Answer : B