The Open Group OGBA-101 TOGAF Business Architecture Foundation Exam Practice Test

Answer : C

When creating value streams, it is recommended to start with customer-based value streams. Here's a detailed explanation:

Value Streams:

Definition: Value streams represent the end-to-end activities that create value for customers or stakeholders. They provide a high-level view of how value is delivered within the organization.

Starting with Customer-Based Value Streams:

Customer Focus: Starting with customer-based value streams ensures that the architecture is aligned with the needs and expectations of the customers. This approach helps in identifying the most critical value-creating activities and aligning them with business goals.

Value Delivery: Customer-based value streams provide a clear understanding of how value is delivered from the customer's perspective. This helps in designing processes and capabilities that enhance customer satisfaction and business performance.

TOGAF Reference:

Phase B: Business Architecture: In this phase, value streams are identified and modeled to ensure that the architecture supports the delivery of value to customers. Starting with customer-based value streams is a key activity in this phase.

Capability-Based Planning: TOGAF emphasizes the importance of aligning business capabilities with value streams to ensure that the architecture supports value creation and delivery.

Benefits:

Customer-Centric Design: Starting with customer-based value streams ensures that the architecture is designed with a focus on customer needs and value delivery.

Strategic Alignment: Aligning value streams with customer needs helps in ensuring that the architecture supports the strategic goals of the organization and enhances customer satisfaction.

In summary, when creating value streams, starting with customer-based value streams ensures a customer-centric design, aligning the architecture with the needs and expectations of the customers and supporting strategic goals.

Answer : B

Business capabilities in TOGAF are defined as the ability of an organization to achieve a specific purpose or outcome. The components that make up a business capability typically include:

Roles: The responsibilities and positions within the organization that support the capability.

Processes: The activities and workflows that are essential to the functioning of the capability.

Information: The data and knowledge necessary for the capability to operate effectively.

Resources: The assets, such as people, technology, and materials, required to support the capability.

This comprehensive definition ensures that each capability is fully understood in terms of the resources and activities required to deliver its intended outcomes.

Answer : D

An information map is most closely related to a Business Capability Map in the sense that both are tools used to visualize and understand different aspects of an enterprise's architecture. While an information map focuses on the relationships and flow of information within the organization, a Business Capability Map outlines the abilities and capacities the business possesses. Both are used to analyze and design architectures that support the business's objectives.

Answer : A

Business Scenarios and Business Models are tools that architects can present to stakeholders to facilitate discussions that reveal underlying assumptions, agendas, principles, and requirements. They help in understanding the context, extracting and validating requirements, and identifying potential impacts on the target architecture. By discussing scenarios and models, stakeholders can express their vision and concerns, which may include unspoken or implicit needs that are crucial for the architecture's success.

Answer : C

Risk Management is the discipline that addresses the identification, assessment, and prioritization of risks followed by coordinated application of resources to minimize, control, and monitor the impact of unfortunate events or to maximize the realization of opportunities. It is about striking a balance between the positive outcomes of opportunities and the negative outcomes of risks, ensuring that the enterprise can achieve its objectives while keeping potential threats under control.

Answer : C

In the absence of existing Architecture Descriptions, the development of a Business Architecture would begin with the gathering of relevant information about the business. This information can come from strategic documents, business plans, process documents, and stakeholder interviews, among other sources. Once gathered, this information would be used to create Business Architecture models that articulate the business vision, strategy, governance, organization, and key business processes. These models provide a blueprint that captures the essence of the business and guides subsequent architecture work.

Answer : D

A business capability is a conceptual representation that reflects the core abilities or capacities of a business. It is defined as an intrinsic ability that an organization possesses or can develop to consistently deliver a specific outcome or set of outcomes. Business capabilities abstract away from the organizational structure, processes, and technology to focus on the 'what' the business can do, rather than the 'how' it does it. This concept is fundamental in business architecture as it helps in aligning strategic objectives with operational efficiency.