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Q1.

Please read this scenario prior to answering the question

Your role is that of a consultant to the Lead Enterprise Architect in a multinational automotive manufacturer.

The company has a corporate strategy that focuses on electrification of its portfolio, and it has invested

heavily in a new shared car platform to use across all its brands. The company has four manufacturing

facilities, one in North America, two in Europe, and one in Asia.

A challenge that the company is facing is to scale up the number of vehicles coming off the production line to meet customer demand, while maintaining quality. There are significant supply chain shortages for electronic components, which are impacting production. In response to this the company has taken on new suppliers and has also taken design and production of the battery pack in-house.

The company has a mature Enterprise Architecture practice. The TOGAF standard is used for developing

the process and systems used to design, manufacture, and test the battery pack. The Chief Information

Officer and the Chief Operating Officer co-sponsor the Enterprise Architecture program.

As part of putting the new battery pack into production, adjustments to the assembly processes need to be made. A pilot project has been completed at a single location. The Chief Engineer, sponsor of the activity, and the Architecture Board have approved the plan for implementation and migration at each plant.

Draft Architecture Contracts have been developed that detail the work needed to implement and deploy the new processes for each location. The company mixes internal teams with a few third-party contractors at the locations. The Chief Engineer has expressed concern that the deployment will not be consistent and of acceptable quality.

Refer to the scenario

The Lead Enterprise Architect has asked you to review the draft Architecture Contracts and recommend the best approach to address the Chief Engineer's concern.

Based on the TOGAF Standard, which of the following is the best answer?

AFor changes requested by an internal team, you recommend a memorandum of understanding
between the Architecture Board and the implementation organization. For contracts issued to third-
party contractors, you recommend that it is a fully enforceable legal contract. You recommend that
the Architecture Board reviews all deviations from the Architecture Contract and considers whether to
grant a dispensation to allow the implementation organization to customize the process to meet their
local needs.

BFor changes undertaken by internal teams, you recommend a memorandum of understanding
between the Architecture Board and the implementation organization. If a contract is issued to a
contractor, you recommend that it is a fully enforceable legal contract. If a deviation from the
Architecture Contract is found, you recommend that the Architecture Board grant a dispensation to
allow the implementation organization to customize the process to meet their local needs.

CYou review the contracts ensuring that they address project objectives, effectiveness metrics,
acceptance criteria, and risk management. Third-party contracts must be legally enforceable. You
recommend a schedule of compliance reviews at key points in the implementation process. You
recommend that the Architecture Board reviews all deviations from the Architecture Contract and
considers whether to grant a dispensation to allow the process to be customized for local needs.

DYou recommend that the Architecture Contracts be used to manage the architecture governance
processes across the locations. You recommend deployment of monitoring tools to assess the
performance of each completed battery pack at each location and develop change requirements if
necessary. If a deviation from the contract is detected, the Architecture Board should allow the
Architecture Contract to be modified meet the local needs. In such cases they should issue a new
Request for Architecture Work to implement a modification to the Architecture Definition.

Answer: C

See the explanation below.

According to the TOGAF Standard, Version 9.2, anArchitecture Contractis a joint agreement between development partners and sponsors on the deliverables, quality, and fitness-for-purpose of an architecture1.It defines the scope, responsibilities, and governance of the architecture work, and ensures the alignment and compliance of the architecture with the business goals and objectives1.

In the scenario, the Lead Enterprise Architect has asked you to review the draft Architecture Contracts and recommend the best approach to address the Chief Engineer's concern about the consistency and quality of the deployment of the new processes for the battery pack production at each location.

The best answer is C, because it follows the guidelines and best practices for defining and using Architecture Contracts as described in the TOGAF Standard, Version 9.22. It ensures that the contracts cover the essential aspects of the project objectives, effectiveness metrics, acceptance criteria, and risk management, and that they are legally enforceable for third-party contractors. It also recommends a schedule of compliance reviews at key points in the implementation process, and a mechanism for handling any deviations from the Architecture Contract, involving the Architecture Board and the possibility of granting a dispensation to allow the process to be customized for local needs.

The other options are not correct because they either23:

A . For changes requested by an internal team, you recommend a memorandum of understanding between the Architecture Board and the implementation organization. For contracts issued to third-party contractors, you recommend that it is a fully enforceable legal contract. You recommend that the Architecture Board reviews all deviations from the Architecture Contract and considers whether to grant a dispensation to allow the implementation organization to customize the process to meet their local needs.: This option does not address the need to review the contracts to ensure that they address the project objectives, effectiveness metrics, acceptance criteria, and risk management. It also does not recommend a schedule of compliance reviews at key points in the implementation process. Moreover, it suggests that a memorandum of understanding is sufficient for internal teams, which may not be legally binding or enforceable.

B . For changes undertaken by internal teams, you recommend a memorandum of understanding between the Architecture Board and the implementation organization. If a contract is issued to a contractor, you recommend that it is a fully enforceable legal contract. If a deviation from the Architecture Contract is found, you recommend that the Architecture Board grant a dispensation to allow the implementation organization to customize the process to meet their local needs.: This option has the same problems as option A, and also implies that the Architecture Board should always grant a dispensation for any deviation, which may not be appropriate or desirable in some cases.

D . You recommend that the Architecture Contracts be used to manage the architecture governance processes across the locations. You recommend deployment of monitoring tools to assess the performance of each completed battery pack at each location and develop change requirements if necessary. If a deviation from the contract is detected, the Architecture Board should allow the Architecture Contract to be modified meet the local needs. In such cases they should issue a new Request for Architecture Work.: This option does not address the need to review the contracts to ensure that they address the project objectives, effectiveness metrics, acceptance criteria, and risk management. It also does not recommend a schedule of compliance reviews at key points in the implementation process. Moreover, it suggests that the Architecture Board should always allow the Architecture Contract to be modified for any deviation, which may not be appropriate or desirable in some cases. It also implies that a new Request for Architecture Work should be issued for each deviation, which may not be necessary or feasible.

1: The TOGAF Standard, Version 9.2, Chapter 3: Definitions and Terminology, Section 3.1: Terms and Definitions

2: The TOGAF Standard, Version 9.2, Chapter 43: Architecture Contracts

3: The TOGAF Standard, Version 9.2, Chapter 44: Architecture Governance

Q2.

Please read this scenario prior to answering the question

You are the Chief Enterprise Architect at a large food service company specializing in sales to trade and

wholesale, for example, restaurants and other food retailers.

One of your company's competitors has launched a revolutionary product range and is running a very

aggressive marketing campaign. Your company's resellers are successively announcing that they are not

interested in your company's products and will sell your competitor's.

The CEO has stated there must be significant change to address the situation. He has made it clear that

new markets must be found for the company's products, and that the business needs to pivot, and address the retail market as well as the existing wholesale market.

A consideration is the company's ability and willingness to change its business model, and if it is a temporary or permanent change. An additional risk factor is one of culture. The company has been used to a stable business with a reasonably well known and settled client base - all with its own local understandings and practices.

The CEO is the sponsor of the EA program within the company. You have been engaged with the sales,

logistics, production, and marketing teams, enabling the architecture activity to start. An Architecture Vision, Architecture Principles, and Requirements have all been agreed. As you move forward to develop a possible Target Architecture you have identified that some of the key stakeholders' preferences are incompatible. The incompatibilities are focused primarily on time-to-market, cost savings, and the need to bring out a fully featured product range, but there are additional factors.

Refer to the scenario

You have been asked how you will address the incompatibilities between key stakeholder preferences.

Based on the TOGAF standard which of the following is the best answer?

AYou would seek to understand value preferences and priorities of the stakeholders. You would
develop alternative Target Architectures, highlighting the gaps between current state and the
alternatives. You would consider combining features from one or more alternatives in collaboration
with the stakeholders. A formal stakeholder review should then be held to decide which alternative is
fit for purpose and should be moved forward with. You will then secure the funding required.

BYou recommend that since the CEO has stated that the company must pivot, it is better to
compromise on a full product range rather than time-to-market. You would develop just enough of the
Target Architecture to demonstrate fitness of the proposed approach. You would limit the description
to just where there is a gap between the current baseline. You would seek approval by the
stakeholders to move forward with developing the Target Architecture in detail.

CYou would use the Architecture Vision, Principles, and Requirements to define a set of criteria for
alternatives and create a set of architecture views to illustrate the impact of the alternative Target
Architectures. You would identify the impact on planned projects. You would understand the strengths
and weaknesses of the alternatives. You would conduct a formal stakeholder review to decide which
alternative to move forward with. You will determine the funding required.

DYou would review the Stakeholder Map and ensure that you have addressed and represented the
concerns of all department heads. You will involve them in resolving the incompatibilities. The
Communications Plan should include a report that summarizes the key features of the architecture
with and how incompatibilities were resolved to reflects the stakeholders' requirements. You will
check with each key stakeholder they are satisfied with how the incompatibilities have been resolved.

Answer: C

See the explanation below.

According to the TOGAF standard, the Target Architecture is the description of a future state of the architecture being developed for an organization. It should be aligned with the Architecture Vision, Principles, and Requirements that have been agreed with the stakeholders. To address the incompatibilities between key stakeholder preferences, the TOGAF standard recommends creating and evaluating multiple alternative Target Architectures that meet different sets of criteria. These criteria should reflect the value preferences and priorities of the stakeholders, as well as the business drivers and objectives. The alternative Target Architectures should be illustrated using a set of architecture views that show the impact of each alternative on the business, data, application, and technology domains. The impact on planned projects should also be identified and analyzed. The strengths and weaknesses of each alternative should be understood and documented. A formal stakeholder review should then be conducted to decide which alternative is the most fit for purpose and should be moved forward with. The funding required for implementing the chosen alternative should also be determined and secured.Reference:

The TOGAF Standard, Version 9.2 - Phase B: Business Architecture - The Open Group

The TOGAF Standard, Version 9.2 - Phase C: Information Systems Architectures - The Open Group

[The TOGAF Standard, Version 9.2 - Phase D: Technology Architecture - The Open Group]

[The TOGAF Standard, Version 9.2 - Phase E: Opportunities and Solutions - The Open Group]

[The TOGAF Standard, Version 9.2 - Phase F: Migration Planning - The Open Group]

Q3.

Please read this scenario prior to answering the question

Your role is that of a consultant to the Lead Enterprise Architect to an international supplier of

engineering services and automated manufacturing systems. It has three manufacturing plants

where it assembles both standard and customized products for industrial production

automation. Each of these plants has been operating its own planning and production

scheduling systems, as well as applications and control systems that drive the automated

production line.

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. The CIO sponsors the Enterprise Architecture.

During a recent management meeting, a senior Vice-President highlighted an interview where

a competitor company's CIO is reported as saying that their production efficiency had been

improved by replacing multiple planning and scheduling systems with a common Enterprise

Resource Planning (ERP) system located in a central data center. Some discussion followed,

with the CIO responding that the situations are not comparable, and the current architecture is

already optimized.

In response, the Architecture Board approved a Request for Architecture Work covering the

investigations to determine if such an architecture transformation would lead to improvements

in efficiency. You have been assigned to support the architecture team working on this project.

A well-known concern of the plant managers is about the security and reliability of driving their

planning and production scheduling from a remote centralized system. Any chosen system

would also need to support the current supply chain network consisting of local partners at

each of the plants.

Refer to the scenario

You have been asked to explain how you will initiate the architecture project.

Based on the TOGAF Standard, which of the following is the best answer?

AYou would 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, you would define a preliminary Architecture Vision including summary
views, high-level requirements, and high-level definitions of the baseline and target
environments from a business, information systems, and technology perspective. You
would then use that to build consensus among the key stakeholders.

BYou would conduct a pilot project that will enable vendors to demonstrate potential
off-the-shelf solutions that address the concerns of the stakeholders. Running a pilot
project will save time and money later in the process. Based on the findings of that
pilot project, a complete set of requirements can then be developed that will drive the
evolution of the architecture. Once the requirements are completed, a formal
stakeholder review should be held, and permission sought to proceed to develop the
target architecture.

CYou would hold a series of interviews at each of the manufacturing plants using the
business scenarios technique. This will allow you to understand the systems and
integrations with local partners. You would use stakeholder analysis to identify key
players in the engagement, and to understand their concerns. You will then identify
and document the key high-level stakeholder requirements for the architecture. You
will then generate high level definitions of the baseline and target architectures.

DYou would develop baseline and target Architectures for each of the manufacturing
plants, ensuring that the views corresponding to selected viewpoints address key
concerns of the stakeholders. A business case, together with performance metrics
and measures should be defined to ensure the architecture meets the business
needs. A consolidated gap analysis between the architectures will then validate the
approach and determine the capability increments needed to achieve the target state.

Answer: C

See the explanation below.

The best answer is C. You would hold a series of interviews at each of the manufacturing plants using the business scenarios technique. This will allow you to understand the systems and integrations with local partners. You would use stakeholder analysis to identify key players in the engagement, and to understand their concerns. You will then identify and document the key high-level stakeholder requirements for the architecture. You will then generate high level definitions of the baseline and target architectures.

This answer is based on the TOGAF standard, which recommends the following steps to initiate the architecture project1:

Establish the architecture project

Identify stakeholders, concerns, and business requirements

Confirm and elaborate business goals, business drivers, and constraints

Evaluate business capabilities

Assess readiness for business transformation

Define scope

Confirm and elaborate Architecture Principles, including business principles

Develop Architecture Vision

Define the Target Architecture value propositions and KPIs

Identify the business transformation risks and mitigation activities

Secure stakeholder and sponsor approval

The answer C covers most of these steps, by using the business scenarios technique to elicit and validate the business requirements, goals, drivers, and constraints, as well as the current and future states of the architecture2. The answer C also uses stakeholder analysis to identify and engage the key stakeholders, and to address their concerns and expectations3. The answer C also generates high level definitions of the baseline and target architectures, which can be used to develop the Architecture Vision and the value propositions4.

The other answers are not the best approach for architecture development, because:

Answer A focuses on researching vendor literature and conducting briefings with vendors, which is not the best way to understand the business needs and the current situation of the enterprise. Answer A also defines a preliminary Architecture Vision without involving the stakeholders or validating the requirements, which may lead to misalignment and lack of consensus.

Answer B conducts a pilot project that will enable vendors to demonstrate potential solutions, which is premature and costly at this stage of the architecture project. Answer B also does not address the stakeholder concerns or the current systems and integrations, which may result in gaps and risks. Answer B also develops the requirements after the pilot project, which may not reflect the actual business needs and goals.

Answer D develops baseline and target architectures for each of the manufacturing plants, which may not consider the enterprise-wide perspective and the potential benefits of a common ERP system. Answer D also does not involve the stakeholders or address their concerns, which may result in resistance and conflict. Answer D also does not define the business case or the performance metrics, which are essential for demonstrating the value and feasibility of the architecture.

Q4.

Please read this scenario prior to answering the question

You are the Lead Enterprise Architect at a major agribusiness company. The company's main

annual harvest is lentils, a highly valued food grown worldwide. The lentil parasite, broomrape,

has been an increasing concern for many years and is now becoming resistant to chemical

controls. In addition, changes in climate favor the propagation and growth of the parasite. As a

result, the parasite cannot realistically be exterminated, and it has become pandemic, with lentil

yields falling globally.

The CEO appreciates the seriousness of the situation and has set out a change in direction

that is effectively a new business for the company. There are opportunities for new products,

and new markets. The company will use the fields for another harvest and will cease to process

third-party lentils. Thus, the target market will change, and the end-products will be different

and more varied. This is a major decision and the CEO has stated a desire to repurpose rather

than replace so as to manage the risks and limit the costs.

The company has a mature Enterprise Architecture practice based in its headquarters and uses

the TOGAF standard as the method and guiding framework. The practice has an established

Architecture Capability, and uses iteration for architecture development. The CIO is the sponsor

of the activity.

The CIO has assigned the Enterprise Architecture team to this activity. At this stage there is no

shared vision, or requirements.

Refer to the scenario

You have been asked to propose the best approach for architecture development to realize the

CEO's change in direction for the company.

Based on the TOGAF standard which of the following is the best answer?

AYou propose that the team focus on architecture definition, with emphasis on defining
the change parameters to support this new business strategy that the CEO has
identified. Once understood, the team will be in the best position to identify the
requirements, drivers, issues, and constraints for the change. You would ensure that the
architecture development addresses non-functional requirements to assure that the
target architecture is robust and secure.

BYou propose that this engagement define the baseline Technology Architecture first in
order to assess the current infrastructure capacity and capability for the company. Then
the focus should be on transition planning and incremental architecture deployment.
This will identify requirements to ensure that the projects are sequenced in an optimal
fashion so as to realize the change.

CYou propose that the priority is to understand and bring structure to the definition of the
change. The team should focus iteration cycles on a baseline first approach to
architecture development, and then transition planning. This will identify what needs to
change in order to transition from the baseline to the target, and can be used to work out
in detail what the shared vision is for the change.

DYou propose that the team focus its iteration cycles on architecture development by
going through the architecture definition phases (B-D) with a baseline first approach.
This will support the change in direction as stated by the CEO. It will ensure that the
change can be defined in a structured manner and address the requirements needed to
realize the change.

Answer: C

See the explanation below.

Based on the TOGAF standard, this answer is the best approach for architecture development to realize the CEO's change in direction for the company. The reason is as follows:

The scenario describes a major business transformation that requires a clear understanding of the current and future states of the enterprise, as well as the gaps and opportunities for change. Therefore, the priority is to understand and bring structure to the definition of the change, rather than focusing on the implementation details or the technology aspects.

The team should use the TOGAF ADM as the method and guiding framework for architecture development, and adapt it to suit the specific needs and context of the enterprise. The team should also leverage the existing Architecture Capability and the Architecture Repository to reuse and integrate relevant architecture assets and resources.

The team should focus iteration cycles on a baseline first approach to architecture development, which means starting with the definition of the Baseline Architecture in each domain (Business, Data, Application, and Technology), and then defining the Target Architecture in each domain. This will help to identify the current and desired states of the enterprise, and to perform a gap analysis to determine what needs to change in order to achieve the business goals and objectives.

The team should then focus on transition planning, which involves identifying and prioritizing the work packages, projects, and activities that will deliver the change. The team should also create an Architecture Roadmap and an Implementation and Migration Plan that will guide the execution and governance of the change.

The team should use the Architecture Vision phase and the Requirements Management phase to work out in detail what the shared vision is for the change, and to capture and validate the stakeholder requirements and expectations. The team should also use the Architecture Governance framework to ensure the quality, consistency, and compliance of the architecture work.

Q5.

Please read this scenario prior to answering the question

Your role is consultant to the Lead Architect within a multinational company that manufactures electronic components. The company has several manufacturing divisions located worldwide and a complex supply chain. After a recent study, senior management have stated a concern about business efficiency considering the company's multiple data centers and duplication of applications.

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

A strategic architecture has been defined to improve the ability to meet customer demand and improve management of the supply chain. The strategic architecture includes the consolidation of multiple Enterprise Resource Planning (ERP) applications that have been operating independently in the divisions' production facilities.

Each division has completed the Architecture Definition documentation to meet its own specific manufacturing requirements. The enterprise architects have defined a set of work packages that address the gaps identified. They have identified the value produced, effort required, and dependencies between work packages to reach a farget architecture that would integrate a new ERP environment into the company.

Because of the risks posed by change from the current environment, the architects have recommended that a phased approach occurs to implement the target architecture with several transition states. The overall implementation process is estimated to take several years.

Refer to the scenario

You have been asked what the next steps are for the migration planning.

Based on the TOGAF standard which of the following is the best answer?

AYou conduct a series of Compliance Assessments to ensure that the architecture is being implemented 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 you would identify changes to performance requirements and update those in the Implementation and Migration Plan.

BYou place the Architecture Definition Document under configuration control. This will ensure that the architecture remains relevant and responsive to the needs of the enterprise. You would identify the development resources to undertake the projects. You would then produce an Implementation Governance Model to manage the lessons learned prior to finalizing the plan. You recommend that lessons learned be applied as changes to the architecture without review.

CYou estimate the business value for each project by applying 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 and plan a series of Transition Architecture phases using an Architecture Definition Increments Table that lists the projects.

DYou assess how the Implementation and Migration plan impacts the other frameworks in use in the organization. Minimally, you ensure that the plan is coordinated with the business planning, project/portfolio management and operations management frameworks. You would then assign a business value to each work package, considering available resources and strategic fit. You then use the work packages to identify projects that will be in the Implementation and Migration Plan

Answer: C

See the explanation below.

The Business Value Assessment Technique is a technique that can be used to estimate and compare the business value of the projects and project increments that implement the architecture work packages, which are the sets of actions or tasks that are required to implement a specific part of the architecture.The business value is the measure of the benefits or advantages that the project or project increment delivers to the business, such as increased revenue, reduced costs, improved quality, or enhanced customer satisfaction1

The steps for applying the Business Value Assessment Technique are:

Identify the criteria and factors that are relevant to the business value assessment, such as costs, benefits, risks, and opportunities. The criteria and factors should be aligned with the business goals and drivers that motivate the architecture work, and the stakeholder requirements and concerns that influence the architecture work.

Assign weights and scores to the criteria and factors, using various methods, such as expert judgment, historical data, or analytical models. The weights and scores should reflect the importance and performance of the criteria and factors, and the trade-offs and preferences of the stakeholders.

Calculate the business value for each project or project increment, using various techniques, such as net present value, return on investment, or balanced scorecard. The business value should indicate the expected or actual outcomes and impacts of the project or project increment on the business.

Prioritize the implementation projects and project increments, based on the business value and other considerations, such as dependencies, resources, or risks. The prioritization should determine the order or sequence of the projects and project increments, and the allocation and utilization of the resources.

Therefore, the best answer is C, because it describes the next steps for the migration planning, which are the activities that support the transition from the Baseline Architecture to the Target Architecture. The answer covers the Business Value Assessment Technique, which is relevant to the scenario.

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