the open group og0-092 practice test

Scenario: Vittronics Ltd.
Please read this scenario prior to answering the question
Vittronics Ltd. is a leading medical device manufacturer in the highly competitive market for
Migraine Headache Pain Management (MHPM) devices. These tiny wireless devices are implanted in
the brain and can deliver a precise electric shock when the wearable Pain Control Unit (PCU) detects
an increase in stress induced by the onset of a migraine headache.
This technology will be a breakthrough in the treatment of this condition, and several competitors
are striving to be the first to introduce a product into the market. However, all of them must
demonstrate the effectiveness and safety of their products in a set of clinical trials that will satisfy
the regulatory requirements of the countries in the target markets.
The Enterprise Architecture group at Vittronics has been engaged in an architecture development
project to create a Secure Private Immersive Collaborative Environment (SPICE) that will allow
researchers at its product development laboratories worldwide to share information about their
independent clinical trials.
The Vittronics Enterprise Architecture group is a mature organization that has been utilizing TOGAF
for several years. They have recently upgraded to TOGAF 9. The Vittronics Architecture Development
Method (VADM) is strictly based on the TOGAF 9 Architecture Development Method (ADM) with
extensions required to support current good manufacturing practices and good laboratory practices
in their target markets.
The SPICE project team has now completed the Business, Information Systems, and Technology
Architecture phases and has produced a complete set of deliverables for each phase. Due to the
highly sensitive nature of the information that is managed in SPICE, special care was taken to ensure
that each architecture domain included an examination of the security and privacy issues that are
relevant for each domain. A corresponding SPICE Security Architecture has been defined.
The Executive Vice President for Clinical Research is the sponsor of the Enterprise Architecture
activity. He has stated that the changes to the SPICE architecture will need to be rolled out on a
geographic basis that will minimize disruptions to ongoing clinical trials. The work will need to be
done in stages and rolled out in geographical regions.
Refer to the Vittronics Ltd Scenario
You are serving as the Lead Architect for the SPICE project team.
You have been asked to recommend the approach to identify the work packages that will be included
in the Transition Architecture(s).
Based en TOGAF 9, which of the following is the best answer?

• A. Create an Implementation Factor Assessment and Deduction Matrix and a Consolidated Gaps, Solutions and Dependencies Matrix. For each gap, identify a proposed solution and classify it as new development, purchased solution, or based on an existing product. Group similar solutions together to form work packages. Identify dependencies between work packages factoring in the clinical trial schedules. Regroup the packages into a set of Capability Increments scheduled into a series of Transition Architectures and documented in an Architecture Definition Increments Table.
• B. Determine the set of Solution Building Blocks required by identifying which Solution Building Blocks need to be developed and which need to be procured. Eliminate any duplicate building blocks. Group the remaining Solution Building Blocks together to create the work packages using a CRLO matrix. Rank the work packages in terms of cost and select the most cost-effective options for inclusion in a series of Transition Architectures. Schedule the roll out of the work packages to be sequential across the geographic regions.
• C. Use a Consolidated Gaps, Solutions and Dependencies Matrix as a planning tool. For each gap classify whether the solution is either a new development, purchased solution, or based on an existing product. Group the similar solutions together to define the work packages. Regroup the work packages into a set of Capability Increments to transition to the Target Architecture taking into account the schedule for clinical trials.
• D. Group the Solution Building Blocks from a Consolidated Gaps, Solutions and Dependencies Matrix into a set of work packages. Using the matrix as a planning tool, regroup the work packages to account for dependencies. Sequence the work packages into the Capability Increments needed to achieve the Target Architecture. Schedule the rollout one region at a time. Document the progression of the enterprise architecture using an Enterprise Architecture State Evolution table.

Please read this scenario prior to answering the question
Worldwide Mobile is a mobile telecommunications company formed through a series of mergers and
acquisitions. They are yet to fully integrate the customer service systems for the most recent
acquisitions, and as result, customer service has been a major concern for the Chief Technology
Officer.
Results for the last two quarters have shown that Average Revenue Per User (ARPU) and the
customer retention (Churn) rate have fallen below the industry average. The Corporate Marketing
group has published some new finding about customer satisfaction. The customers appear to be
switching to Air Light, a competitor, because of superior customer service. WorldwideMobile actually
has better coverage in nearly all markets than Air Light, and good roaming agreement that keep rates
low for business travellers. But customer satisfaction has remained low.
The Business Strategy group and the Enterprise Architecture group have conducted a high-level
project to develop the enterprise-wide strategic plan. They have developed a business scenario
which contains a good conceptual model of what needs to be done and also identifies the key
requirements. This was used in preparing the proposal presented to the Executive Council and the
Corporate Board.
The planning for the program has been underway for several months. WorldwideMobile has selected
TOGAF 9 as the basis for its Enterprise Architecture.
The Corporate Board has approved funding for a multi-million Euro conversion to transition to a
packaged Customer Service System. It is anticipated that the overall program will take five years to
complete, but there are some tactical projects that can commence immediately to address the
situation. The Executive Council has stated that the program should define specific initiatives to
enable each regional business units to create an implementation of the Customer Service System.
The implementation must meet the needs of the business unit and still provide the information
needed to enable major improvements to the customer.
Refer to WorldwideMobile-2 Scenario
You are serving as the Lead Architect for the Performance and Integrity project of the Customer
Service System program.
The project has been chartered to address the architecture(s) required to support the Customer
Service System from an infrastructure perspective. At present time, the project team is conducting an
architecture development project that is focused on the customer self service capability, which was
defined as part of the earlier strategic planning activities. This capability will enable customers to
access their accounts, pay bills, request account reviews, and provision services from any web-
enabled device.
The project team has gathered information about the self-service capability, developed a business
scenario, and used the results to define an Architecture Vision for achieving the capability.
You have been asked to recommend the course of action to complete the project.
Based on TOGAF 9, which of the following is best answer?

• A. In the remaining architecture definition phases, the project team should map out the capability in the Technology domain. In the Phases E and F, the capability should be broken down into a set of Solution Building Blocks that define the Target Architecture. Where possible, the Solution Building Blocks should be drawn from the Architecture Repository. The completed Architecture Definition Document and the Implementation and Migration Plan will be submitted for approval. Upon approval, the architecture team will conduct Compliance Assessments to ensure that the Target Architecture is properly implemented.
• B. In the remaining architecture definition phases, the project team should map out the capability across the Business, Information System and Technology domains. In the Phases E and F, the capability should be broken down into a set of increments that are sequenced into Transition Architectures that will lead to the realization of the Target Architecture. The resulting Solution Building Blocks will then provide the basis for the capability increment solutions. The complete Architecture Definition Document and the Implementation and Migration Plan will be submitted for approval. Upon approval, the architecture team will oversee the implementation process through monitoring Architecture Contracts and by conduction Compliance Assessments.
• C. In the remaining architecture definition phases, the project team should map out the capability across the Business, Information System and Technology domains. In the Phases E and F, the capability should be broken down into a set of increments that defines the Target Architecture. The Solution Building Blocks will provide the basis for the capability increment solutions. The complete Architecture Definition Document and the Implementation and Migration Plan will be submitted for approval. Upon approval, the architecture team will oversee the implementation process through monitoring Architecture Contracts and by conducting Compliance Assessments.
• D. The remaining architecture definition work should be focused on mapping out the technology and infrastructure capability in the Technology domain. In Phases E and F, the capability should be broken down into a set of Solution Building Blocks that will be implemented to realize the Target Architecture. The Solution Building Blocks will provide the basis for the completed Architecture Definition Document that will be submitted for approval. Upon approval, the implementation team will conduct Compliance Assessments to ensure that the self-service capability is compliant with the overall Enterprise Architecture.

Scenario: AGEX Inc.
Please read this scenario prior to answering the question
AGEX is a large, global commodities trading company which has been growing rapidly through a
series of acquisitions.
Each new business is performing well in its markets. However, the lack of integration between
headquarters and the business units has increasingly caused problems in the handling of customer
and financial information. The inability to share information across businesses has resulted in lost
opportunities to "leverage the synergies" that had been intended when the businesses were
acquired. At present, each business unit maintains its own applications. Despite an earlier initiative
to install a common application to manage customer, products, supplier, and inventory information,
each business unit has different ways of defining each of these core elements and has customized the
common application to the point where the ability to exchange information is difficult, costly, and
error-prone.
As a result, AGEX has begun implementing a single Enterprise Resource Planning (ERP) system to
consolidate information from several applications that exist across the lines of business. The
Corporate Board is concerned that the new ERP system must be able to manage and safeguard
customer information in a 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 offered to clients and trading partners.
The CIO has formed an Enterprise Architecture department, and one of the primary goals in its
charter is to coordinate efforts between the ERP implementation team and the business unit
personnel who will be involved in the migration process. The CIO has also formed a cross-functional
Architecture Review Board to oversee and govern the architecture.
After reviewing the available alternatives, and based on recommendations from the ERP vendor,
AGEX has selected TOGAF 9 as the basis for its Enterprise Architecture program.
The CIO has endorsed this choice with the full support of top management.
Refer to the AGEX Inc. Scenario
You are serving as the Chief Architect.
As part of the process for establishing the Enterprise Architecture department, you have decided to
create a set of principles to guide the activities.
You have been asked to recommend the best approach for this work.
Based on TOGAF 9, which of the following is the best answer?

• A. You define a set of principles that support the preferred best practices embodied in the Enterprise Architecture department charter. You publish the principles on the corporate intranet to ensure widespread acceptance and compliance.You then schedule regular periodic Compliance Assessments with individual business units to check that they have made satisfactory progress toward meeting the objectives and conditions embodied in the principles.
• B. You gather information from credible industry sources in the commodities business. Based on that, you assess current trends and apply that to defining a set of principles that embody best practices.You select architecture principles that do not conflict with each other and that should be stable. You ensure that all the principles are realistic and avoid including principles that are obvious.
• C. You examine the mission statements for AGEX and each of its businesses, together with the corporate value statements. Based on that, you define a set of principles and review with the CIO.When developing the principles you ensure that they actively promote the alignment of IT with the business strategies and initiatives of AGEX. You then seek the endorsement of the CIO and senior management.
• D. You examine the mission statements for AGEX and each of its businesses, together with the corporate value statements. Based on that, you work with the Architecture Review Board to define the principles.When developing the principles you ensure that they actively promote the alignment of IT with the AGEX business strategies. You then run a series of reviews with all the relevant stakeholders, including senior management, ensuring their support.

Scenario:
Please read this scenario prior to answering the question
Your role is consultant to the Lead Architect within a company that manufactures a variety of small
electromechanical devices. The company is organized as independent operational divisions.
The company has a mature Enterprise Architecture practice and uses 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.
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. Based on 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

• A. You 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.
• B. You 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.
• C. You 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.
• D. You 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.

Scenario:
Please read this scenario prior to answering the Question
You are serving as the Lead Architect for the enterprise architecture team at the prime contractor for
the Dreadnought Unmanned Aircraft System program.
Over the course of this contract, the company has grown rapidly by acquisition and has inherited
numerous different procurement processes and related IT systems. The decision has been made to
consolidate and reduce redundant procurement processes and systems. The CEO has announced that
the company will seek to leverage higher volume discounts and lower related IT support costs by
instituting a preferred supplier program.
TOGAF 9 Is used for internal Enterprise Architecture activities, with an iterative approach for
executing Architecture Development Method (ADM) projects.
At present, there are no particularly useful architectural assets related to this initiative, so all assets
need to be acquired and customized or created from scratch. The company prefers to implement
commercial off the shelf package applications with little customization. The CIO, who is the project
sponsor, has stated that she is not concerned about preserving existing processes or systems.
The architect-re development project has put in place Its Architecture Capability for this project and
has started a number of iteration cycles to develop the Architecture. Some tasks to address concerns
related to the Business Architecture have been completed. The next immediate task is to address the
Information Systems Architectures.
The Information Systems Architectures must address stakeholder concerns such as:
1. Which procurement-related business processes are supported by zero, one, or many existing
applications?
2. What non-procurement applications will need to be integrated with any new procurement
applications?
3. What data will need to be shared?
Refer to the Scenario
[Note: You may need to refer to TOGAF 9 Chapter 35 in order to answer this question.]
You have been asked to identify the most appropriate catalogs, matrices, and diagrams for this
situation.
Based on TOGAF 9, which of the following is the best answer?

• A. in the early iterations of Architecture development, you would describe the Baseline Application Architecture with a System/Function matrix, and describe the Baseline Data Architecture using a Data Entity/Data Component catalog. In the later Iterations of the Architecture Definition, you would describe the Target Application Architecture using Application Communication diagrams and an Application Interaction matrix, and describe the Target Data Architecture with a System/Data matrix.
• B. In the early iterations of Architecture development, you would describe the Target Application Architecture with Application Communication diagrams and an Application Interaction matrix, and describe the Target Data Architecture with a System/Data matrix. In the later iterations of Architecture development, you would describe the Baseline Application Architecture with an Application and User Location diagram and a System/Function matrix, and describe the Baseline Data Architecture with a Data Entity/Data Component catalog.
• C. In the early iterations of Architecture development, you would describe the Target Application Architecture with Application Communication diagrams and an Application Interaction matrix, and describe the Target Data Architecture with a Data Entity/Business Function matrix and a System/Data matrix. In the later iterations of Architecture development, you would describe the Baseline Application Architecture with a System/Function matrix, and describe the Baseline Data Architecture with a Data Entity/Data Component catalog.
• D. In the early iterations of Architecture development, you would describe the Baseline Application Architecture with a Technology Portfolio catalog, and describe the Baseline Data Architecture with a Data diagram. In the later iterations of Architecture development, you would describe the Target Application Architecture with a System/Technology matrix, and describe the Target Data Architecture with a Data Dissemination diagram.

Scenario:
Please read this scenario prior to answering the Question
You have been appointed as a consultant to the Lead Enterprise Architect of an international
agricultural company that exports bulbs, flowers and seeds worldwide. The company has its
headquarters in the Netherlands, and has sales and distribution centers in over 30 countries
worldwide. Several of these centers include administrative, manufacturing, and research facilities.
To achieve full integration of their research capabilities with their development centers located in
various climate zones, the company wants to develop strong self-directed teams in each location. It
also wants to define new business models that are profitable while reducing their impact on the
environment. The management team is deeply committed to ensuring that the company is a world
leader in socially responsible seed development with a business strategy that focuses on profitability
through environmentally friendly operating processes.
The international operations of the company are subject to legal and regulatory requirements for
each country where they operate. The production of genetically modified seeds has governmental
controls that are strictly enforced and compliance is critical. Recently a competitor was heavily fined
for violating the regulations in a country where it was developing pest-resistant seeds.
The Governing Board is concerned about the risks posed in this complex global environment, and as
a result has approved the expenditure of resources to establish an Enterprise Architecture program.
They have requested to be informed about the status of projects that could impact regulatory
compliance. They also want to enable the corporate legal staff and auditors to analyze proposed
architectures to ensure that they are within the legal guidelines for a given location. In addition, the
research organization should be able to see that the architecture is appropriate for its needs.
TOGAF 9 has been mandated as the framework for the development and evolution of the Enterprise
Architecture practice. The Preliminary Phase has been completed to establish the enterprise
architecture capability for this project.
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 Governing Board, legal staff, auditors and the research
organization.
Based on TOGAF 9, which of the following is the best answer?

• A. You recommend that each project architecture activity is developed using a consistent modeling approach that is uniform across all architecture projects. Each architecture should be defined based on this fixed set of models so that all concerned parties can examine the models to ensure that their issues and concerns have been addressed.
• B. You recommend that a special report be created for those groups that have sufficient power and level of interest. This report should summarize the key features of the architecture with respect to the particular location. Each of these reports should reflect the stakeholders1 requirements.
• C. You recommend that a set of models be created for each project architecture that can be used to ensure that the system will be compliant with the local regulations. Stakeholders should then view the models to verify that their concerns have been properly addressed.
• D. You recommend that a stakeholder map be developed. This will allow the architects to define groups of stakeholders that share common concerns. A set of views should be defined to address the concerns for each group of stakeholders. Architecture models should then be created for each view to address the stakeholders' concerns.

Scenario:
Please read this scenario prior to answering the question
You are the Lead Enterprise Architect in a company that specializes in the development of wind
turbine blades for use in large-scale commercial wind energy production systems. The company has
manufacturing facilities located in Illinois, Nebraska, and Manitob
a. Each of these plants supplies a different manufacturer that builds and sells complete systems. The
turbine blades are custom engineered to meet each manufacturer's design specifications.
Until recently, most turbine blades were fabricated manually using molded fiber-reinforced plastics.
However, recent improvements in composite materials, coupled with enhanced automated methods
for precision application of materials during the molding process, have led to significant reduction in
weight, increase in strength, and improved blade longevity. The company has pioneered the
development of a proprietary automated process for continuous extrusion of the turbine blades.
Patents have been filed to protect the process, but certain trade secrets must be closely guarded.
The company has a mature Enterprise Architecture organization that is supported by a cross-
functional Architecture Board. The Chief Information Officer and the Chief Operating Officer co-
sponsor the Enterprise Architecture program.
TOGAF 9 and its Architecture Development Method (ADM) are used to develop the automated
manufacturing processes and systems that are used to design, manufacture, and test the blade
assemblies.
Recently, a pilot architecture project was completed at a single location that defined a standard
approach for controlling the Automated Test System that is used at each plant to perform final
quality assurance tests on each completed blade assembly. The Architecture Board 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 Test System controller for each location. The Chief Engineer, sponsor of the
activity, has expressed concern that a uniform process be employed at each location to ensure
consistency.
Refer to the Scenario
You have been asked to recommend the best approach to address the Chief Engineer's concern.
Based on TOGAF 9, which of the following is the best answer?

• A. You review the applicable Architecture Contract for each location, ensuring that it addresses the project objectives, effectiveness metrics, acceptance criteria, and risk management. In cases where the contract is issued to an external party, you ensure that it is a legally enforceable contract.You schedule compliance reviews at key points in the implementation process to ensure that the work is proceeding in accordance with the Architecture Definition. You 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.
• B. You create an Architecture Contract to manage and govern the implementation and migration process at each location. For internal development projects, you issue a memorandum of understanding between the Architecture Board and the implementation organization. For contracts issued to an external party, you ensure that it is a fully enforceable legal contract.You 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.
• C. You create an Architecture Contract to manage and govern the implementation and migration process. If the contract is issued to an external party, you ensure that it is a fully enforceable legal contract. For internal development projects, you decide it is adequate to utilize a memorandum of understanding between the Architecture Board and the implementation organization.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.
• D. You use the issued Architecture Contracts to manage the architecture governance processes for the project across the locations. You deploy monitoring tools to assess the performance of the completed blade assembly at each location and develop change requirements 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.

Scenario:
Please read this scenario prior to answering the Question
You are serving as the Chief Architect for a large, global commodities trading company which has
been growing rapidly through a series of acquisitions.
Each business is performing well in its markets. However, the lack of integration between
headquarters and the business units has increasingly caused problems in the handling of customer
and financial information. The inability to share information across businesses has resulted in lost
opportunities to "leverage the synergies" that had been intended when the businesses were
acquired. At present, each business unit maintains its own applications. Despite an earlier initiative
to install a common application to manage customer, products, supplier, and inventory information,
each business unit has different ways of defining each of these core elements and has customized the
common application to the point where the ability to exchange information is difficult, costly, and
error-prone.
As a result, the company has made the decision to introduce a single enterprise-wide application to
consolidate information from several applications that exist across the lines of business. The
application will be used by all business units and accessed by suppliers through well defined
interfaces.
The Corporate Board is concerned that the new application must be able to manage and safeguard
confidential 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 trading partners.
The CIO has formed an Enterprise Architecture department, and one of the primary goals in its
charter is to coordinate efforts between the implementation team and the business unit personnel
who will be involved in the migration process. The CIO has also formed a cross-functional
Architecture Board to oversee and govern the architecture. The company has an existing team of
security architects.
TOGAF 9 has been selected for use for the Enterprise Architecture program. The CIO has endorsed
this choice with the full support of top management.
Refer to the Scenario
In the Preliminary Phase you need to define suitable policies and ensure that the company has the
appropriate capability to address the concerns of the Corporate Board.
Based on TOGAF 9, which of the following is the best answer?

• A. You start by clarifying the intent that the Board has for raising these concerns. This enables you to understand the implications of the concern in terms of regulatory requirements and the potential impact on current business goals and objectives. You propose that a security architect or security architecture team be allocated to develop a comprehensive security architecture and that this be considered an additional domain architecture.
• B. You evaluate the implications of the Board's concerns by examining the security and regulatory impacts on business goals, business drivers and objectives. Based on your understanding, you then update the current security policy to include an emphasis on the concerns. You define architecture principles to form constraints on the architecture work to be undertaken in the project. You then allocate a security architect to ensure that security considerations are included in the architecture planning for all domains.
• C. You identify and document the security and regulatory requirements for the application and the data being collected. You ensure that written policies are put in place to address the requirements, and that they are communicated across the organization, together with appropriate training for key employees. You identify constraints on the architecture and communicate those to the architecture team. You establish an agreement with the security architects defining their role within the ongoing architecture project.
• D. You evaluate the implications of the concerns raised by the Corporate Board in terms of regulatory requirements and their impact on business goals and objectives. Based on this understanding, you then issue a Request for Architecture Work to commence an architecture development project to develop a solution that will address the concerns. You allocate a security architect to oversee the implementation of the new application that is being developed.

Scenario:
Please read this scenario prior to answering the Question
Your role is that of Lead Enterprise Architect within a vacation property management firm that has
been growing through acquisition. The firm manages over 200 resort properties across North Americ
a. Many of the resort properties use the same internal IT systems that they used before they were
acquired. Until recently, the only requirement that has been placed on each property is that they use
a standard financial reporting system to report their financial results to the headquarters on a weekly
basis.
The CEO has stated his concerns about the inefficiencies of the current approach and identified the
need to change. He has defined a new strategic vision that will enhance the business by
standardizing its operations across the network to provide consolidated financial, human resources,
logistics, sales and marketing, and yield management. He has also stated that he expects results by
the end of the current fiscal year.
These changes will provide the company with improved utilization of its capacity and more efficient
operations. The addition of a corporate-wide data warehouse will provide analytics that will enable
the marketing group to improve its ability to target advertising into key markets to improve yields.
The firm has a mature enterprise architecture practice and uses TOGAF 9 as the method and guiding
framework. The CIO is the sponsor of the activity.
In planning this change, the Chief Architect engaged the services of a well-known consulting firm
that specializes in business strategy. An initial study has been conducted to identify the strategic
changes needed to implement the CEO's vision. This recently completed with approval of a strategic
architecture encompassing the entire firm, including detailed requirements and recommendations.
Based on the recommendations from the initial study, the firm has taken the decision to adopt a
packaged suite of integrated applications that is tailored to the needs of the hospitality industry.
Refer to the scenario
You have been asked by the Chief Architect to justify the best approach for architecture development
to realize the CEO's vision.
Based on TOGAF 9, which of the following is the best answer?

• A. You recommend that the target architecture is defined first, followed by transition planning. This is because the vision is well understood and the strategic architecture agreed. This will ensure that the current problems and inefficiencies of the baseline architecture are not carried forward, and that the proposed solution addresses the requirements identified in the initial study.
• B. You recommend that the team focus on architecture definition, with a specific emphasis on understanding the strategic change parameters of the business strategy. Once understood, the team will be in the best position to identify the requirements, drivers, issues, and constraints for this engagement. You would ensure that the target architecture addresses non-functional requirements so as to ensure the target architecture is robust and secure.
• C. You recommend that the team focus on defining the target architecture by going through the architecture definition phases (B-D). This is because the initial study identified the need to change. This will ensure that the change can be defined in a structured manner and address the requirements needed to realize the vision.
• D. You recommend that this engagement define the baseline Technology Architecture first in order to assess the current infrastructure capacity and capability. Then the focus should be on transition planning and architecture deployment. This will identify retirements to ensure that the projects are sequenced in an optimal fashion so as to realize the vision.

Scenario:
Please read this scenario prior to answering the Question
You have been assigned the role of Chief Enterprise Architect within a leading North American
information technology services company. The company has a number of service portfolios including
infrastructure, applications, business process outsourcing, accounting, and financial services.
With numerous practice areas and a multitude of diverse engagements underway at any given time,
overall engagement management within the company has become challenging. The company does
not want to risk its outstanding reputation or its international certifications and CMM ratings.
The Chief Executive Officer and Chief Information Officer have co-sponsored the creation of an
Enterprise Architecture prog-am based on TOGAF 9. An Architecture Board has been formed
comprised of IT staff executives and executives from the major practice areas.
The Enterprise Architecture team has been working with the Strategic Planning team to create a
strategic enterprise architecture to address these issues. The team has defined a framework and 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 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 includes a solution architecture including 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 partners that the proposed architecture may be too
ambitious and they are not sure it can produce sufficient value to warrant the attendant risks.
Refer to the Scenario
You have been asked to recommend an approach to satisfy these concerns.
Based on TOGAF 9, which of the following is the best answer?

• A. You recommend that before preparing the detailed Implementation and Migration plan, the EA team should review and consolidate the gap analysis results from Phases B to D to understand the transformations that are required to achieve the proposed Target Architecture. The EA team should assess the readiness of the organization to undergo change. Once the Solution Architecture has been assembled, it should be analyzed using a state evolution table to determine the Transition Architectures.
• B. You recommend that the EA team apply an interoperability analysis to evaluate any potential issues across the Solution Architecture. This should include the development of a matrix showing the interoperability retirements. Once all of the concerns have been resolved, the EA team should finalize the Architecture Roadmap and the Implementation and Migration Plan.
• C. You recommend that the EA team apply the Business Transformation Readiness Assessment technique which 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. A Business Value Assessment should be used to determine the business value and associated risks for the transformation.
• D. You recommend that the EA team should gather information about potential solutions from the appropriate sources. Once the Solution Architecture has been assembled, it should be analyzed using a state evolution table to determine the Transition Architectures. A value realization process should then be established to ensure that the concerns raised are addressed.