[Q35-Q58] Master 2023 Latest The Questions The Open Group Certification and Pass OG0-092 Real Exam!

Master 2023 Latest The Questions The Open Group Certification and Pass OG0-092 Real Exam!

Penetration testers simulate OG0-092 exam PDF

The Open Group OG0-092 Exam, also known as TOGAF 9 Part 2 Exam, is one of the most popular certifications for enterprise architects. TOGAF 9 Part 2 certification validates the candidate's expertise and practical knowledge in applying the TOGAF framework in real-life scenarios. OG0-092 exam focuses on the advanced concepts and principles of the TOGAF 9 framework, including its Architecture Content Framework, Implementation Governance Framework, and Architecture Capability Framework.

 

NEW QUESTION # 35
Please read this scenario prior to answering the question
Your role is that of a consultant to the Lead Enterprise Architect in a company that develops wind turbines for use in wind farms. The company has three manufacturing facilities, one in North America, one in Asia, and one in Europe. Each of these facilities supplies the power industry in its region.
The company recognizes that the long-term technical potential of wind energy can address the current global dependency on carbon fuels, in order to do so this will require wind turbines to be installed over the large areas and in areas of higher wind resources. In particular offshore wind farms can contribute substantially more energy than land stationed turbines.
The research arm of the company has pioneered the development of an offshore wind turbine design, with an improved turbine blade and power system, that will produce up to 20% more energy. This will allow the production of significantly more salable energy. This new design is ready to go into production.
The company has a mature Enterprise Architecture practice supported by a cross-functional Architecture Board and uses the TOGAF standard. The Chief Information Officer and the Chief Operating Officer co- sponsor the Enterprise Architecture program.
As part of putting the new design into production, a pilot architecture project has defined an updated standard approach for controlling the automated test systems used to perform final 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 test system controller for each location. The Chief Engineer has expressed concern that a uniform process be employed at each location to ensure consistency and a low blade failure rate.
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?

• 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 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. 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 Contrast is detected, the Architecture Board grant a dispensation to allow the implementation organization the ability to customize the process to meet their local needs.
• C. You use the Architecture Contracts to manage the architecture governance processes for the project across the locations. You deploy monitoring tools to assess the performance of each completed steam turbine 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.
• D. You create an Architecture Contract to manage and govern 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. Fir 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.

Answer: C

NEW QUESTION # 36
Magic Wand Corporation manufactures a range of equipment used by magician worldwide. The global
popularity of a series of children's books describing the formative years of a budding wizard and his various
escapades at wizard school has driven unprecedented sales growth in the magical equipment market.
The current IT systems at Magic Wand are struggling to cope with the high volumes in this growth market. The
CIO wants to persuade the board of Magic Wand Corporation to make a greater investment in the IT systems
to cope with the new higher transaction volumes. On of the key components the CIOs wants to include when
he approaches the board is a description of the current problems and how they may be addressed from an
architectural point of view.
As the High Architect of Magic Wand Corporation, the CIO has delegated the task of creating a vision for the
future Architecture to you.
Which of the following answers best describes how TOGAF recommends delivering an Architecture Vision for
the CIO?

• A. I would start by ensuring there is a Request for Architecture Work from the sponsor (the CIO). I would then
  create a project to define and deliver the architecture vision and the necessary outputs. The outputs include
  an approved Statement of Architecture Work, refined statements of Businesses Principles, Business Goals
  and Business Drivers, Architecture Principles, a Capability Assessment, a Tailored Architecture
  Framework, an Architecture vision, a Communications plan. The Statement of Architecture Work needs to
  be clear on the scope of architectural work, the resources needed to complete the work and amount of time
  it would take to complete the work assuming the scope of architectural work is agreed and that all the
  resources required are available. The final step would be to agree the Statement of Architectural Work with
  stakeholders confirming the scope, schedule and confirming the availability of the necessary resources.
• B. I would approach this by defining and establishing the architecture team and governance. This would be
  followed by agreeing and establishing the architecture principles. I would select and customize an
  architecture framework changing any terminology and selecting the right phases and customizing the
  structure of content and outputs from the chosen method. Finally I would select and implement and
  architecture tools. The outputs from this work would include an Organization Model for Enterprise
  Architecture, a Tailored Architecture Framework including method and content, the Architecture Principles,
  an initial architecture repository, restatement or references to business principles, business goals and
  business driver, a request for architecture work and the governance framework.
• C. Firstly, I ensure there is a Request for Architecture Work from the CIO. Then I ensure that there is
  recognition for the architecture vision project by following any project management and programmed
  management frameworks used within the organization. I would identify the key stakeholders and engage
  with them to understand and document their concerns and high-level requirements. This would result in a
  stakeholder map used to support other deliverables such as the Architecture Vision, a Communications
  plan and a Statement of Architecture Work. I would then identify the business goals and strategic drivers of
  the organization and define any enterprise or project specific constraints such as time and resources. I
  would then define the business capabilities of the organization needed to fulfill those business goals and
  drivers and their readiness for change. Once complete, I would define the scope, confirm the architecture
  and business principles and develop the Architecture Vision. Following this, I would define the business
  case for the architecture project, assess the business risks and produce a risk mitigation plan. I would then
  define a plan of enterprise architecture work to meet the scope in the desired time line and the resources
  required and secure the support of stakeholders.
• D. I would start by establishing the architecture project and follow the appropriate project management
  method. I would identify stakeholders their concerns and business requirements then confirm and elaborate
  the business goals, business drivers and constraints. I would then evaluate the business capabilities and
  readiness for business transformation and define the scope. I would then develop the architecture vision,
  define the target architecture value proposition, KPIs and identify and mitigate all risks associated with the
  transformation effort. Finally, I would develop an Enterprise Architecture Plan and Statement of Work and
  secure approval from the relevant stakeholders.

Answer: C

NEW QUESTION # 37
Scenario
Please read this scenario prior to answering the question
You have been assigned the role of Lead Enterprise Architect for a firm that is a major OEM parts supplier to the auto industry. Europe has been the primary market for its products, with just 20% of its output being exported to North America. The firm is planning to expand its exports to North America and also to establish sales in South America and the Asia Pacific region. This will enable them to better ride out recessions in key markets such as Europe. It will also enable the firm to exploit the auto industry move to global platforms.
The firm is organized into business units with each addressing different auto industry sectors. Each business unit has acquired other procedures to expand its manufacturing capacity. This has resulted and manufacturing systems.
The Enterprise Architecture (EA) program within the firm has been functioning for several years. It has made significant progress in consolidating the technology portfolio and establishing key standards. The CIO and the COO are joint sponsors of the EA program. The EA program is mature, with an Active Architecture Board and a well-defined architecture process and standard content templates based on the TOGAF Architecture Content Framework. The EA program is well coordinated with Project Management Office, Systems Development, and Operations functions.
The firm has completed a strategic plan to reorganize its Sales & Marketing organization according to the target geographic markets. One of the goals of this reorganization is to improve the ability of Marketing to collect more meaningful market analytics that will enable each sector to better address market needs with effective marketing campaigns and global product presence.
A Request for Architecture Work to address the goals of the reorganization has been approved. As the architecture team commences its work, the CIO has expressed concerns about whether the firm will be able to adapt to the proposed change and how to manage the associated risks.
Refer to the Scenario
You have been asked how to address the concerns of the CIO.
Based on the TOGAF standard, which of the following is the best answer?

• A. In Phase A, the team should evaluate the organization's readiness to undergo change. This will identify the factors that will influence the reorganization. This should include a maturity scale that will allow the team to gauge the urgency, readiness, and degree of difficulty to fix. These factors can then be used to assess the initial risks associated with the proposed project.
• B. In Phase A, the team should conduct a Business Scenario to describe the business problem, identify the stakeholders' and the resulting retirements. Once the requirements have been identified, they can be assessed in terms of their risks. The risks should be evaluated in terms of how they could be avoided, transferred, or mitigated. Any risks that cannot be resolved should be identified as residual risks and their disposition should be decided by the Architecture Board.
• C. In Phase A, the team should analyze their risk by completing an Implementation Factor Assessment and Deduction Matrix to identify the particular risks associated with the implementation and deployment.
  The matrix should include a list of factors to be considered, their descriptions, and constraints that should be taken into account. These factors can then be used to assess the initial risks associated with the proposed project.
• D. In Phase B, the team should create a set of views that will enable them to identify the factors that will influence the successful reorganization. There should then be an assessment of each factor on a maturity scale that will allow the team to gauge the urgency, readiness, and degree of difficulty to fix. These factors can then be used to assess the initial risks associated with the proposed project.

Answer: B

NEW QUESTION # 38
Scenario: MegaMart
Case Study Title (Case Study):
MegaMart is a Retail Chain which has expanded throughout India and the Far East.
The CEO and CIO decide that there is a crying need to put an Enterprise Architecture in place to realize MegaMart's strategy to expand its revenue and diversify. The CIO has evaluated and decided to go in for TOGAF9 and adapt it to his enterprise requirements.
The Preliminary and Vision Phase have been completed.
As such very few architectural artifacts exist and the target architecture as of now is not very clear. As the Lead Architect how would you guide your team of architects for the Business Architecture definition?

• A. In the first iteration start with the definition of the Target Business Architecture using a Top down Approach.
  Then keep on iterating in Phase B till the Target Business Architecture is refined before going to Phase C and Phase
• B. In the next iteration finalize the Target Business Architecture and proceed to Phase C and Phase D.
• C. In the next iteration finalize the Target Business Architecture, determine the gaps and the roadmap, and the impact and update the Architecture Definition document. after analyzing the impacts and reviewing with the stakeholders. Then proceed with the iteration.
• D. In the first iteration start with the definition of the Target Business Architecture using a Top Down approach.
  Define the Architecture Definition document after analyzing the impacts and reviewing with the stakeholders proceed to Phase C and Phase
• E. In the first iteration start with the definition of the Baseline Business Architecture using a Top Down approach. Define the Architecture Definition document after analyzing the impacts and reviewing with the stakeholders. Then proceed to Phase C and Phase
• F. After Phase C and Phase D are over, iterate again to Phase B and define the baseline Business Architecture, analyze the gaps finalize the Architecture Definitions documents and proceed to Phase C and Phase D.
• G. In the next iteration finalize the Baseline Business Architecture, determine the gaps and the roadmap, and the impact and update the Architecture Definition document.
  After analyzing the impacts and reviewing with the stakeholders. Then proceed with the iteration.
• H. In the first iteration start with the definition of the Baseline Business Architecture using a Bottom Up approach. Define the Architecture Definition document after analyzing the impacts and reviewing with the stakeholders'.
  Proceed to Phase C and Phase

Answer: H

NEW QUESTION # 39
Scenario
Please read this scenario prior to answering the question
You have been appointed as a consultant to the Chief Enterprise Architect of a multinational pharmaceutical
corporation. The corporation includes 30 subsidiary companies with operations in over 60 countries and
products sold in over 125 countries. It has major research and development sites in over 45 locations
worldwide.
The management team is deeply committed to ensuring that the corporation is a world leader in socially
responsible pharmaceutical development with a business strategy that focuses on profitability through
environmentally friendly operating processes as well as a commitment to disease eradication.
The operations of the corporation are subject to legal and regulatory requirements for each country where they
operate. The production of prescription pharmaceutical products 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 conducting a clinical trial for a new regulated drug.
The Governing Board is concerned about the risks posed in this complex global environment. As a result the
Chief Executive Officer (CEO) has appointed a Chief Compliance Officer (CCO) to be responsible for
overseeing and managing compliance issues for the corporation. The CCO reports directly to the CEO.
The CCO has approved the expenditure of resources to establish an Enterprise Architecture program. He has
requested to be informed about the status of projects that could impact regulatory compliance. He also wants
the corporate legal staff and auditors to analyze all proposed architectures to ensure that they are within the
legal guidelines for each country. 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 Chief Compliance Officer, legal staff, auditors and the research organization.
Based on TOGAF, which of the following is the best answer?

• A. 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 stakeholders' requirements.
• B. 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.
• C. 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.
• 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.

Answer: B

NEW QUESTION # 40
Scenario: Glacier Ridge LLC
Please read this scenario prior to answering the question
Glacier Ridge LLC is a vacation property management firm that is growing through acquisition. It manages over 200 resort properties across North America. 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 en each property is that they use a standard financial reporting system to report their financials ID 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 Glacier Ridge property 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. Glacier Ridge has mature enterprise architecture (EA) 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 engagement, Glacier Ridge has embraced an Architecture Vision to adopt an enterprise application that is tailored to the needs of the hospitality industry.
Refer to the Glacier Ridge scenario
Your role is that of Chief Architect. You have been asked to recommend the best approach to take in this architecture engagement to realize the CEO's vision. Based on TOGAF 9, which of the following is the best answer?

• A. 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 help forecast future impacts.
• B. Since the vision is well understood and the strategic architecture agreed, you recommend that the target architecture is defined first, followed by transition planning. This will ensure that the current inefficiencies of the baseline architecture are not carried forward, and that the proposed solution addresses the requirements identified in the initial architecture engagement.
• C. You recommend that this engagement define the 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 requirements to ensure that the projects are sequenced in an optimal fashion so as to realize the vision.
• D. Since the initial engagement has identified the need to change, you recommend that the team focus on defining the target architecture by going through the architecture definition phases (B-D). This will ensure that the change can be defined in a structured manner and address the requirements needed to realize the vision.

Answer: A

NEW QUESTION # 41
Scenario
Please read this scenario prior to answering the question
You are serving as the Lead Architect for the enterprise architecture team at a large multinational aerospace and defense company. The company has grown rapidly by acquisition and has inherited numerous different procurement processes and related IT systems. Several procurement processes have had problems related to the timing of purchases, which has led to excess inventory. The Vice President in charge of Supply Chain Management has made the decision to consolidate and reduce redundant procurement processes and systems.
The company will move to a "Just-in-time" procurement system so as to keep inventory costs low.
TOGAF 9 is used for internal Enterprise Architecture activities. This project is using an iterative approach for executing the Architecture Development Method (ADM).
At present, there are no particularly useful architectural assets in the Architecture Repository that are related to this initiative. All assets will need to be acquired, 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 the existing procurement processes or systems.
The architecture development project has completed the Preliminary Phase and has started a number of iteration cycles to develop the Architecture. As a packaged application is being considered, the next iteration will include both the Business and Application Architectures. Key stakeholder concerns that should be addressed by these architectures include:
1. What groups of people should be involved in procurement-related business processes?
2. What are the overall lifetimes of the Request for Proposal and Purchase Order business objects?
3. What non-procurement applications will need to be integrated with any new procurement applications?
Refer to the Scenario
[Note: You may need to refer to Chapter 35 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 next iteration of Architecture development.
Based on TOGAF, which of the following is the best answer?

• A. In the next iteration of Architecture development, you would describe the Target Business Architecture with a Business ServiceFunction catalog, a Business Interaction matrix, and Product Lifecycle diagrams.
  You would describe the Target Application Architecture with Application Communication diagrams and an Application Interaction matrix.
• B. In the next iteration of Architecture development, you would describe the Baseline Business Architecture with a Business Service/Function catalog, an Organization/Actor catalog, and a Data Entity/Business Function matrix. You would describe the Baseline Application Architecture with an Application/Function matrix.
• C. In the next iteration of Architecture development, you would describe the Target Business Architecture with a Business ServiceFunction catalog, an Organization/Actor catalog, and Data Lifecycle diagrams.
  You would describe the Target Application Architecture with Application Communication diagrams and an Application Interaction matrix.
• D. In the next iteration of Architecture development, you would describe the Baseline Business Architecture with a Baseline Business Process catalog, and an Object lifecycle catalog. You would describe the Baseline Application Architecture with a Technology Portfolio catalog.

Answer: A

NEW QUESTION # 42
Scenario: Glacier Ridge LLC
Please read this scenario prior to answering the question
Glacier Ridge LLC is a vacation property management firm that is growing through acquisition. It manages over
200 resort properties across North America. 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 en each
property is that they use a standard financial reporting system to report their financials ID 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 Glacier Ridge
property 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. Glacier Ridge has mature enterprise architecture (EA) 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 engagement, Glacier Ridge has embraced an Architecture
Vision to adopt an enterprise application that is tailored to the needs of the hospitality industry.
Refer to the Glacier Ridge scenario
Your role is that of Chief Architect. You have been asked to recommend the best approach to take in this
architecture engagement to realize the CEO's vision. Based on TOGAF 9, which of the following is the best
answer?

• A. Since the vision is well understood and the strategic architecture agreed, you recommend that the target
  architecture is defined first, followed by transition planning. This will ensure that the current inefficiencies of
  the baseline architecture are not carried forward, and that the proposed solution addresses the
  requirements identified in the initial architecture engagement.
• B. You recommend that this engagement define the 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 requirements to ensure that the projects are sequenced in an
  optimal fashion so as to realize the vision.
• C. 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 help forecast future
  impacts.
• D. Since the initial engagement has identified the need to change, you recommend that the team focus on
  defining the target architecture by going through the architecture definition phases (B-D). This will ensure
  that the change can be defined in a structured manner and address the requirements needed to realize the
  vision.

Answer: C

NEW QUESTION # 43
Scenario
Please read this scenario prior to answering the question
Your role is that of the Lead Architect working for a government agency responsible for immigration, customs,
and border control. The agency was formed by consolidating several smaller government agencies. The
agency has established an Enterprise Architecture practice based on TOGAF 9. The CIO is the executive
sponsor and has appointed an EA steering team to oversee the practice.
There has been a considerable increase in security requirements and immigration service requests in recent
years, which have expanded the scope and size of the operations of the agency. As a result, the existing
Information Technology architecture no longer meets the required service levels. A significant Enterprise
Architecture (EA) initiative is in progress with the goal to improve customer responsiveness and satisfaction,
and improve the overall operational efficiency of the agency.
The current EA staff members were internal appointments based on a request from the EA steering team to
supply a number of suitable individuals for the EA effort. Collectively, they possess a broad range of IT and
business analysis skills. However, the CIO has expressed concern about the diverse range of experience
within the team. There is concern that the EA staff may be lacking in some of the critical skills that are required
to properly conduct EA activities. It had been assumed that any EA-related skill gaps would be overcome by
on-the-job mentoring from the senior members of the EA staff. Each architect was expected to attend a
TOGAF training course and participate in other skill development activities.
A recent review of the EA program revealed that many EA staff members, despite attending multi-day training
courses, were not proficient in analyzing or creating the models and artifacts required for their assigned
architecture projects. Stakeholders have observed errors and inconsistencies in artifacts and deliverables
being submitted for review.
Refer to the Scenario
The CIO has asked you to recommend a professional development plan for the EA staff in order to address the
findings raised in the recent review.
Based on TOGAF, which of the following is the best answer?

• A. You recommend that to address the issues identified in the review, the experienced team leaders should
  mentor the junior team members. At the same time additional training should be provided. Since it is now
  known that some models are improperly defined and may have caused cascading errors in other parts of
  the architecture, you recommend an iteration of the Migration Planning phase occur, so as to develop a
  coordinated transition to a new baseline using the last known good architecture. Once the artifacts are
  consistent and correct, these can be applied to this new baseline.
• B. You recommend that a comprehensive evaluation of key team leader skills be made using the TOGAF
  Architecture Skills Framework. Based on the evaluations, you will recommend the necessary staff changes.
  This will ensure that the team leaders have the necessary skills and experience for the architecture tasks
  within the agency. The role and skill categories defined in the TOGAF Architecture Skills Framework should
  then be shared with the department leaders so that in the future, they can make more informed choices
  when providing internal candidates for the EA team.
• C. You recommend that an architecture maturity assessment should be conducted. This will identify the
  practices on which the agency should focus to see the greatest improvement and ensure that the basic
  enterprise architecture process is documented. As part of the assessment, all of the team leaders should
  be interviewed and their qualifications assessed. In order to rectify areas of low proficiency, they are
  expected to attend additional EA training courses. When the team leaders have achieved the desired levels
  of proficiency, they should apply a similar process for their staff members.
• D. You recommend that you work with the EA steering team to adapt the TOGAF Architecture Skills
  Framework for use within the architecture practice at the agency. The categories of architecture roles, the
  required skills for each role and the desired level of proficiency for each role and skill will be defined by this
  framework. Each team member, or prospective team member, can then be evaluated for suitability against
  these roles and skills. Staffing and training adjustments can then be made as necessary to close gaps that
  are discovered.

Answer: D

NEW QUESTION # 44
Scenario
Please read this scenario prior to answering the question
You have been appointed as a consultant to the Chief Enterprise Architect of a multinational corporation. The corporation has over 100,000 employees and is organized into 10 divisions with operations in over 60 countries and products sold in over 125 countries. It has major research sites at 8 locations worldwide.
The operations of the corporation are subject to legal and regulatory requirements for each country where they operate. The production of its products have 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 conducting a trial for a new product.
The Enterprise Architecture group within the company has been engaged in an architecture development project to create a secure collaboration system that will allow researchers at its product development laboratories worldwide to share information about their clinical trials. This system will also connect with external partners.
The Enterprise Architecture group is a mature organization. They use the TOGAF ADM with extensions required to support the manufacturing practices and laboratory practices of their target markets. Due to the high sensitive nature of the information that is managed, special care was taken to ensure that each architecture domain included an examination of the security, regulatory and privacy issues that are relevant.
The Executive Vice President for Clinical Research in the sponsor of the Enterprise Architecture activity. She has stated that the changes to the Enterprise Architecture for the new system 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 geographic regions.
Refer to the Scenario
You have been asked to recommend the approach to identify the work packages that will be included in the Transition Architecture(s).
Based on the TOGAF standard, which of the following is the best answer?

• A. You would determine the set of Solution Building Blocks required by identifying which need to be developed and which need to be procured. You would eliminate any duplicate building blocks, and then group the remaining Solution Building Blocks together to create the work packages using a CRUD matrix. You would then rank the work packages in terms of cost, and select the most cost-effective options for inclusion in a series of Transition Architectures. Finally, you would schedule a sequential roll out of the work packages across the geographic regions.
• B. You would 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, you would then regroup the work packages to account for dependencies. You would sequence the work packages into the Capability Increments needed to achieve the Target Architecture. You would schedule the rollout one region at a time.
  Finally, you would document the progression of the Enterprise Architecture using a state evolution table.
• C. You would use a Consolidated Gaps, Solutions and Dependencies Matrix as a planning tool. For each gap, you would classify whether the solution is either a new development, purchased solution, or based on an existing product. You would group the similar solutions together to define the work packages. You would then 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. You would document the factors impacting the Implementation and Migration Plan and group the gaps identified in the domain architecture gap analysis results. For each gap, you would identify a proposed solution and classify it as a new development, purchased solution, or based on an existing product. You would group similar solutions together to form work packages, and identify dependencies between the work packages factoring in the clinical trial schedules. Finally, you would regroup the packages into a set of Capability increments scheduled into a series of Transition Architectures.

Answer: A

NEW QUESTION # 45
Scenario:
Please read this scenario prior to answering the Question
You have been assigned the role of Lead Enterprise Architect for a manufacturing firm that specializes in musical instruments. The firm has been established for over 100 years, operating in North America for most of that time. In the last ten years, the firm has expanded into European markets and will soon establish a market in Latin America. A future expansion into the Asia Pacific region is also planned.
The firm is organized into several business units that each focus on manufacturing particular families of instruments such as brass, woodwind, and percussion. Each business unit has acquired other producers to expand its manufacturing capacity. This has resulted in a complex environment with a high diversity of business and manufacturing systems.
The Enterprise Architecture (EA) program within the firm has been functioning for several years. It has made significant progress in consolidating the technology portfolio and establishing key standards. The CIO and the COO are pint sponsors of the EA program. The EA program is mature, with an active Architecture Board and a well-defined architecture process and standard content templates based on the TOGAF 9 Architecture Content Framework. The EA process framework is well coordinated with the PMO, Systems Development, and Operations functions.
The firm has completed a strategic plan to reorganize its Sales & Marketing organization according to the four target geographic markets. One of the goals of this reorganization is to improve the ability of Marketing to collect more meaningful market analytics that will enable each sector to better address market needs with effective marketing campaigns and global product presence.
A Request for Architecture Work to address the goals of the reorganization has been approved. As the architecture team commences its work, the CIO has expressed concerns about whether the firm will be able to adapt to the proposed architecture and how to manage the associated risks.
Refer to the Scenario
You have been asked how to address the concerns of the CIO.
Based on TOGAF 9, which of the following is the best answer?

• A. In Phase A the team should analyze their risk by completing an Implementation Factor Assessment and Deduction Matrix to identify the particular risks associated with the implementation and deployment. The matrix should include a list of factors to be considered, their descriptions, and constraints that should be taken into account. These factors can then used to assess the initial risks associated with the proposed architecture.
• B. In Phase B, the team should create a set of views that will enable them to identify the factors that will influence the successful introduction of the architecture into the organization. There should then be an assessment of each factor on a maturity scale that will allow the team to gauge the urgency, readiness, and degree of difficulty to fix. These factors can then be used to assess the initial risks associated with the proposed architecture.
• C. In Phase A, the team should use the Business Transformation Readiness Assessment technique to identify the factors that will influence the successful introduction of the architecture into the organization. The assessment should include determining the readiness rating for each factor based on a maturity scale that will allow the team to gauge the urgency, readiness, and degree of difficulty to fix. These factors can then used to assess the initial risks associated with the proposed architecture.
• D. In Phase A, the team should conduct a Business Scenario to identify the stakeholders' concerns and the resulting retirements. Once the retirements have been identified, they can be assessed in terms of their risks. The risks should be evaluated in terms of how they could be avoided, transferred, or mitigated. Any risks that cannot be resolved should be identified as residual risks and their disposition should be decided by the Architecture Board.

Answer: C

NEW QUESTION # 46
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 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.
• B. 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.
• 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 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.
• D. 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.

Answer: C

NEW QUESTION # 47
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. As part of a corporate-wide Lean Manufacturing initiative, the company has defined a strategic architecture to improve its ability to meet consumer demand and improve its ability to manage its supply chain. The strategic architecture called for the consolidation of multiple Enterprise Resource Planning (ERP) applications that have been operating independently 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.
The company has a mature enterprise architecture practice and uses TOGAF 9 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. Based on all of these factors they have produced a risk assessment.
  Because of the risks posed by the complexity of the current environment, it has been determined that a phased approach is needed to implement the target architectures. The overall implementation process is estimated to take several years.
  Refer to the Scenario The Implementation and Migration Plan v0.l, 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 TOGAF 9, which of the following is the best answer?
• B. You would assess how the plan impacts the other frameworks in use in the organization. Minimally, 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, taking into account available resources and priorities for the projects. Finally, you would generate the Implementation and Migration Plan.
• C. 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.
• D. 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.
• E. 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.

Answer: B

NEW QUESTION # 48
Scenario -
You have been appointed as a consultant to the Chief Enterprise Architect of a multinational corporation. The corporation has over 100,000 employees and is organized into 10 divisions with operations in over 60 countries and products sold in over 125 countries. It has major research sites at 8 locations worldwide.
The operations of the corporation are subject to legal and regulatory requirements for each country where they operate. The production of its products have 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 conducting a trial for a new product.
The Enterprise Architecture group within the company has been engaged in an architecture development project to create a secure collaboration system that will allow researchers at its product development laboratories worldwide to share information about their clinical trials. This system will also connect with external partners.
The Enterprise Architecture group is a mature organization. They use the TOGAF ADM with extensions required to support the manufacturing practices and laboratory practices of their target markets. Due to the high sensitive nature of the information that is managed, special care was taken to ensure that each architecture domain included an examination of the security, regulatory and privacy issues that are relevant.
The Executive Vice President for Clinical Research in the sponsor of the Enterprise Architecture activity. She has stated that the changes to the Enterprise Architecture for the new system 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 geographic regions.
You have been asked to recommend the approach to identify the work packages that will be included in the Transition Architecture(s).
Based on the TOGAF standard, which of the following is the best answer?

• A. You would determine the set of Solution Building Blocks required by identifying which need to be developed and which need to be procured. You would eliminate any duplicate building blocks, and then group the remaining Solution Building Blocks together to create the work packages using a CRUD matrix. You would then rank the work packages in terms of cost, and select the most cost-effective options for inclusion in a series of Transition Architectures. Finally, you would schedule a sequential roll out of the work packages across the geographic regions.
• B. You would 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, you would then regroup the work packages to account for dependencies. You would sequence the work packages into the Capability Increments needed to achieve the Target Architecture. You would schedule the rollout one region at a time. Finally, you would document the progression of the Enterprise Architecture using a state evolution table.
• C. You would use a Consolidated Gaps, Solutions and Dependencies Matrix as a planning tool. For each gap, you would classify whether the solution is either a new development, purchased solution, or based on an existing product. You would group the similar solutions together to define the work packages.
  You would then 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. You would document the factors impacting the Implementation and Migration Plan and group the gaps identified in the domain architecture gap analysis results. For each gap, you would identify a proposed solution and classify it as a new development, purchased solution, or based on an existing product. You would group similar solutions together to form work packages, and identify dependencies between the work packages factoring in the clinical trial schedules. Finally, you would regroup the packages into a set of Capability increments scheduled into a series of Transition Architectures.

Answer: A

NEW QUESTION # 49
Scenario
Please read this scenario prior to answering the question
Your role is that of Lead Enterprise Architect within the staff headquarters of a large hotel chain. The chain manages over 500 hotels across North America and Canada, with another 230 hotels internationally in the United Kingdom, Europe, Australia and New Zealand. Unlike other hotel chains, which are often a mix of company-owned and franchised units, each hotel in the chain is an independently owned and operated franchise. Many of the hotels use the same internal IT systems that they used before they joined the franchise.
Until recently, the only requirement that has been placed on each hotel is that they use a standard financial reporting system to report their financial results to the headquarters on a weekly basis.
The CEO of the chain 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 providing its franchisees new support services including worldwide reservations, global, national and regional marketing as well as consolidated financials, logistics, and yield management. This strategy is part of the long-term commitment to enhance the brand image and drive superior revenue for the chain. He has also stated that he expects improved financial results by the end of the current fiscal year.
These changes will provide the chain 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 national and regional markets to improve yields.
The chain has a mature enterprise architecture practice based in its headquarters 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 chain, including detailed requirements and recommendations.
Based on the recommendations from the initial study, the chain 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 propose the best approach for architecture development to realize the CEO's vision.
Based on TOGAF, which of the following is the best answer?

• A. You propose 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 requirements to ensure that the projects are sequenced in an optimal fashion so as to realize the vision.
• B. You propose that the target architecture is defined first, followed by transition planning. This is because the vision is well understood and the strategic architecture agreed. The target first approach 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.
• C. You propose 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.
• D. You propose 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.

Answer: D

NEW QUESTION # 50
Scenario
Please read this scenario prior to answering the question
You are serving as the Lead Architect for an insurance company, which has been formed through the merger of three previously independent companies. The company now 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. The inability to share information has resulted in lost opportunities to leverage the synergies that should have been possible as a result of the merger. 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 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 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 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 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 migration teams in each division. 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 as the core framework for use for the Enterprise Architecture program. The CIO has endorsed this choice with the full support of top management.
Refer to the Scenario
As part of the process for establishing the Enterprise Architecture department, you are developing a set of architecture principles to guide the activities.
You need to recommend the best approach for this work.
Based on TOGAF, which of the following is the best answer?

• A. You 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. 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.
• B. You 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.
• C. You 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.
• D. You 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 best practices. You would select architecture principles that do not conflict with each other and that should be stable. You would ensure that all the principles are realistic and avoid including principles that are too obvious.

Answer: B

NEW QUESTION # 51
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.
Refer to the Scenario
As part of the process for establishing the Enterprise Architecture department, you are developing a set of architecture principles to guide the activities. You need to specify the best approach for this work. Based on TOGAF 9, which of the following is the best answer?

• A. You examine the mission statements for the company and each of its businesses, together with the corporate value statements. Based on that, you work with the Architecture Board to define the principles.When developing the principles you ensure that they actively promote the alignment of IT with the corporate business strategies. You then hold a series of review meetings with all the relevant stakeholders, including senior management, ensuring their support.
• B. You examine the mission statements for the company 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 the company. You then seek the endorsement of the CIO and senior management.
• C. 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.
• D. 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.

Answer: A

NEW QUESTION # 52
Please read this scenario prior to answering the question
Your role is that of the Lead Enterprise Architect at a multinational automotive corporation. The company is headquartered in Germany, and manufactures cars, trucks and buses. It has manufacturing plants across North America, South America, Europe and Asia. Each of these plants has been operating its own planning and production scheduling systems, as well as custom developed applications that drive the automated production equipment at each plant.
The company has an ongoing initiative to improve the efficiency of all of its production operations, and in particular to reduce its carbon footprint. During a recent exercise held for internal quality improvement, it was determined that a significant reduction in energy usage could be achieved by replacing the current planning and scheduling systems with a common Enterprise Resource Planning (ERP) system located in one central data center. This central system would provide support to each of the plants replacing the functionality in the existing systems. It would also eliminate the need for full data centers at each of the plant facilities.
The Enterprise Architecture department has been operating for several years and has mature, well-developed architecture governance and development processes that are based on the TOGAF standard. At a recent meeting, the Architecture Board approved a Request for Architecture Work sponsored by the global CIO. The request covered the initial architectural investigations and the development of a comprehensive architecture to plan the transformation.
Refer to the Scenario
You have been asked to select the most appropriate recommendation to ensure that the team evaluated different approaches to the problem and clarifies the requirements for the architecture.
Based on the TOGAF standard, which of the following is the best answer?

• A. The team should perform a shallow architecture development iteration, developing Baseline and Target Architectures for each of the manufacturing plants. This should include development of a set of views corresponding to selected viewpoints that address key concerns of the stakeholders. A consolidated gap analysis between the architectures will then be used to validate the approach, and determine the capability increments needed to achieve the target state.
• B. The team should utilize its approved supplier list, and conduct a pilot project that will enable those suppliers to demonstrate potential solutions that will address the concerns of the stakeholders. Based on the findings of that pilot project, a complete set or requirements will be developed that will drive the evolution of the architecture.
• C. The team should exercise due diligence and carefully research vendor literature and conduct a series of briefings with vendors that are on the current approved supplier list. Based on the findings from the research, the team should define a preliminary Architecture Vison. The team should then use that model to build concerns among the key stakeholders.
• D. The team should identify the individuals and groups within the organization who will contribute to the project, in order to understand who has concerns about the initiative. The team should then hold a series of interviews at each of the manufacturing plants using the business scenario technique. This will then enable them to identify and document the key high-level stakeholder requirements for the architecture.

Answer: D

Explanation:
Explanation/Reference:

NEW QUESTION # 53
Please read this scenario prior to answering the question
You are serving as an Enterprise Architect at a large aerospace company. It designs, manufactures and sells civil and military aviation products worldwide and manufactures in multiple countries both inside and outside of the European Union. The company has grown rapidly by acquisition and has inherited numerous different procurement processes and related IT systems.
Recently, several procurement processes, within the civil aviation business, have had problems related to the timing of purchases, which has led to excess inventory. The Vice President in change of Supply Chain Management has made the decision to consolidate and reduce redundant procurement processes and systems. He has committed to the CEO that the business will move to a "Just-in-time" procurement system so as to keep inventory costs low.
The TOGAF standard is used for internal Enterprise Architecture activities. At presents, 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 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 the existing procurement processes or systems.
This project is using an iterative approach for executing the Architecture Development Method (ADM). The architecture development project has completed the Architecure Vision Phase and has started a number of iteration cycles to develop the Architecture. As a packeged application is being considered, the next iteration will include both the Business and Application Architectures.
Stakeholder concerns that should be addressed by these architectures include:
1. What groups of people should be involved in procurement-related business processes?
2. What applications will these groups use once the architecture development is complete?
3. What non-procurement applications will need to be integrated with the new procurement applications?
4. What are the dependencies between the non-procurement and the new procurement applications?
Refer to the Scenario
[Note: You may need to refer to the Architectural Artifacts chapter, section 31.6 (located in Part IV) within 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 next iteration of Architecture development.
Based on the TOGAF Standard, Version 9.2, which of the following is the best answer?

• A. You would describe the Baseline Business Architecture with a Baseline Business Process catalog, and an Object lifecycle catalog. You would describe the Baseline Application Architecture with an Interface catalog and a Technology Portfolio catalog.
• B. You 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/Organization matrix, an Application Interaction matrix and an Interface catalog.
• C. You would describe the Baseline Business Architecture with an Organization/Actor catalog, a Business Service/Function catalog, and a Data Entity/Business Function matrix. You would describe the Baseline Application Architecture with an Application Portfolio catalog and an Application/Function matrix.
• D. You would describe the Target Business Architecture with a Business Service/Function catalog, an Organization/Actor catalog, and Data Lifecycle diagrams. You would describe the Target Application Architecture with Application Communication diagrams, an Application Interaction matrix, and an Application Portfolio catalog.

Answer: D

NEW QUESTION # 54
Please read this scenario prior to answering the question
You are serving as the Lead Architect for a chain of convenience stores, which has over 2000 retail outlets
throughout the Asia-Pacific region. The stores operate 24 hours a day and 7 days a week and use the latest
cloud-based point-of-sale (POS) technology to manage their sales and inventory. Cloud-based POS systems
store all user data, including sales and inventory in a remote server.
The cloud-based systems collect real-time data to support ordering and product selection decisions including
the tailoring of product assortment based on sales history, customer demographics as well as the next day's
weather forecast. In many cases, several stores are located in neighboring areas. This strategy makes
distribution to each store cheaper, as well as making multiple deliveries per day possible. The stores also act
as self-service delivery locations for a large online retailer which further increases the number of potential
customers entering the stores.
An Enterprise Architecture practice exists within the company, with the CEO and CIO as joint sponsors. They
have decided to adopt TOGAF 9 within the practice and the first project is to restructure the Enterprise
Architecture so that it can better support the existing environment and accommodate future changes of
strategy within the company.
The CIO has stated that the following issues also need to be addressed in the restructuring:
- They need to address problems with data quality and inconsistent data in order to support better decision
making and analysis.
- The architecture should focus on the needs of the business, not technology.
- To remain competitive, new products and promotions must undergo market trials before deployment across
the retail chain. Information systems must be able to manage changes and updates without undue delays.
Refer to the Scenario
[Note: You should assume that the company has adopted the example set of principles that are listed and
defined in TOGAF, Section 23.6. You may need to refer to Chapter 23 of the reference text in order to answer
this question.]
You have been asked to identify the most relevant architecture principles for the current situation.
Based on TOGAF, which of the following is the best answer? [Note: The ordering of the principles listed in
each answer is not significant.]

• A. IT Responsibility, Data security, Ease of Use, Service Orientation, Common Use Applications.
• B. Requirements Based Change, Responsive Change Management, Data Trustee, Common Vocabulary and
  Data Definitions, Business Continuity.
• C. Data is Accessible, Data is shared, Interoperability, Requirements Based Change, Control Technical
  Diversity.
• D. Maximize Benefit to the Enterprise, Data Trustee, Data is an Asset, Responsive Change Management,
  Interoperability.

Answer: D

Explanation:
Explanation/Reference:

NEW QUESTION # 55
Scenario: AutoComp Corporation
AutoComp Corporation produces components for the Car industry. Driven by the global financial downturn they are looking to reduce IT costs. They believe there is a cost saving opportunity within IT but this is not quantified in terms of potential savings nor is there agreed target architecture.
Final decisions on the solutions are not yet fully agreed. They have completed their Vision Phase and first pass of the three architecture definition phases and now they want to finalize and plan their solutions. You are the Chief Architect from a consulting organization brought into review the work to date by AutoComp Corporation and to make recommendations to the CIO and the board on this.
Which of the following answers best describes how TOGAF recommends in this context?

• A. I would look at the corporate culture and attitude to change, understand the constraints such as cost and the required time horizons. I would then look at the architecture work to ensure it is complete and seek to address any gaps. I would review the functional requirements and ensure there are complete interoperability requirements. I would then validate any dependencies and risks. Then formulate an implementation and migration strategy identifies major work packages and the transition architecture required. Finally, once agreement is reached with the board I will create project charters and re-factor any changes needed from the board discussion into the architecture.
• B. I would do a Consolidated Gap Analysis by considering then dependencies, then group and allocate the transitions. I would then look to produce artifacts that describe the recommended projects, the risk, issues and dependencies. This would also include transition architects to move us from current architecture to the recommended target architectures. I would present my recommendations to the board for agreement. Once this is done, I would update the architectures reflecting any changes resulting from the board discussion.
• C. I would determine the business value of each solution, prioritize accordingly each set of solutions, conduct detailed Risk Assessment and Mitigation, do Compliance reviews and then implement the solutions. I would present my recommendations to the board for agreement. Once this is done, I would update the architectures reflecting any changes resulting from the board discussion.
• D. I would after confirming Enterprise Change Attributes and constraints, do a Consolidated Gap Analysis then dependencies, then group and allocate the transitions. I would also assess Enterprise readiness and risks.
  Then I would also assess the business value of the solutions, do risk analysis with mitigation and then schedule the work products.

Answer: A

NEW QUESTION # 56
You are serving as an Enterprise Architect at a large aerospace company. It designs, manufactures and sells civil and military aviation products worldwide and manufactures in multiple countries both inside and outside of the European Union. The company has grown rapidly by acquisition and has inherited numerous different procurement processes and related IT systems.
Recently, several procurement processes, within the civil aviation business, have had problems related to the timing of purchases, which has led to excess inventory. The Vice President in change of Supply Chain Management has made the decision to consolidate and reduce redundant procurement processes and systems.
He has committed to the CEO that the business will move to a "Just-in-time" procurement system so as to keep inventory costs low.
The TOGAF standard is used for internal Enterprise Architecture activities. At presents, 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 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 the existing procurement processes or systems.
This project is using an iterative approach for executing the Architecture Development Method (ADM). The architecture development project has completed the Architecure Vision Phase and has started a number of iteration cycles to develop the Architecture. As a packeged application is being considered, the next iteration will include both the Business and Application Architectures.
Stakeholder concerns that should be addressed by these architectures include:
1. What groups of people should be involved in procurement-related business processes?
2. What applications will these groups use once the architecture development is complete?
3. What non-procurement applications will need to be integrated with the new procurement applications?
4. What are the dependencies between the non-procurement and the new procurement applications?
[Note: You may need to refer to the Architectural Artifacts chapter, section 31.6 (located in Part IV) within 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 next iteration of Architecture development.
Based on the TOGAF Standard, Version 9.2, which of the following is the best answer?

• A. You would describe the Baseline Business Architecture with a Baseline Business Process catalog, and an Object lifecycle catalog. You would describe the Baseline Application Architecture with an Interface catalog and a Technology Portfolio catalog.
• B. You 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/Organization matrix, an Application Interaction matrix and an Interface catalog.
• C. You would describe the Baseline Business Architecture with an Organization/Actor catalog, a Business Service/Function catalog, and a Data Entity/Business Function matrix. You would describe the Baseline Application Architecture with an Application Portfolio catalog and an Application/Function matrix.
• D. You would describe the Target Business Architecture with a Business Service/Function catalog, an Organization/Actor catalog, and Data Lifecycle diagrams. You would describe the Target Application Architecture with Application Communication diagrams, an Application Interaction matrix, and an Application Portfolio catalog.

Answer: D

NEW QUESTION # 57
Scenario
Please read this scenario prior to answering the question
Your role is that of Lead Enterprise Architect within the headquarters of a large fast food chain. The chain manages over 6000 restaurants across 24 countries. Each restaurant in the chain is an independently owned and operated franchise. Many of the restaurants use have been with the franchise since its initial startup phase and still use the first generation IT systems deployed over 15 years ago.
The CEO of the chain has stated his concerns about the inefficiencies of the current systems and identified the need to change. He has defined a new strategic vision that will enhance the business by providing its franchisees new support services to help them complete with the increasing competition from coffee shops.
This strategy is part of the long-term commitment to enhance the brand image and increase revenue for the chain. He has also stated that he expects improved financial results by the end of the current fiscal year.
These changes will provide the chain with improved products, including healthier alternatives in their menu, 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 and new products to specific regions.
The chain has a mature enterprise architecture practice based in its headquarters 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 chain, including detailed requirements and recommendations.
Based on the recommendations from the initial study, the chain has taken the decision to adopt a packaged suite of integrated applications that is tailored to the needs of the franchise.
Refer to the scenario
You have been asked by the Chief Architect to propose the best approach for architecture development to realize the CEO's vision.
Based on TOGAF, which of the following is the best answer?

• A. You propose that this engagement define the baseline architecture first in order to assess the current infrastructure capacity and capability. The initial priority is to understand the problem. Then the focus should be on transition planning and architecture deployment. This will identify requirements to ensure that the projects are sequenced in an optimal fashion so as to realize the vision.
• B. You propose that the target architecture is defined first, followed by transition planning. This is because the vision is well understood and the strategic architecture agreed. The target first approach 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.
• C. You propose 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.
• D. You propose 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.

Answer: D

NEW QUESTION # 58
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