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Question # 1

ScenarioPlease read this scenario prior to answering the questionYou are serving as the Lead Architect for the Enterprise Architecture team at amultinational company. The company has grown rapidly by acquisition and has inheritednumerous supply chain processes and related IT systems. Several supply chain processeshave 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 toconsolidate and reduce redundant processes and systems. The company will move to a"Just-in-time" supply chain management so as to keep inventory costs low.The TOGAF standard is followed for internal Enterprise Architecture activities. This projectis using an iterative approach for executing the Architecture Development Method (ADM).At present, there are no architectural assets in the Architecture Repository related to thisinitiative. All assets will need to be acquired, customized, or created. The company prefersto implement commercial off the shelf package applications with little customization. TheCIO, who is the project sponsor, has stated that she is not concerned about preserving theexisting supply chain management processes or systems.The architecture development project has completed Phase A and has started a number ofiteration cycles to develop the Architecture. As a packaged application is being considered,the next iteration will include both the Business and Application Architectures. Keystakeholder concerns that should be addressed by these architectures include:1. What groups of people should be involved in the supply chain management-relatedbusiness processes?2. What non-supply chain management applications will need to be integrated with any newsupply chain management applications?3. What data will need to be shared?Refer to the Scenario[Note: You may need to refer to the Architectural Artifacts chapter, section 31.6 (located inPart IV) of the reference text in order to answer this question.]You have been asked to identify the most appropriate catalogs matrices and diagrams tosupport the next iteration of Architecture development.Based on the TOGAF standard, which of the following is the best answer?

A. 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 Data Architecture using a Data Entity/Data Component catalog. You would describe the Baseline Application Architecture with an Application/Function matrix. 
B. In the next iteration of Architecture development, you would describe the Target Business Architecture with an Organization/Actor catalog, a Business Service/Function catalog, and Data Lifecycle diagrams. You would describe the Target Application Architecture with a Data Entity/Data Component catalog. You would describe the Target Application Architecture with an Application Interaction matrix and Application Communication diagrams.
C. You would describe the Target Business Architecture with a Business Service/Function catalog, and a Business Interaction matrix. You would describe the Target Data Architecture with a Data Entity/Business Function matrix and an Application/Data matrix. 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 Value Chain diagram, and a Baseline Business Process catalog. You would describe the Baseline Data Architecture with a Data diagram. You would describe the Baseline Application Architecture with an Environments and Locations diagram. 

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Question # 2

Scenario: Global Mobile 1Please read this scenario prior to answering the questionGlobal Mobile is a mobile telecommunications company formed through a series ofmergers and acquisitions. They are yet to fully integrate the customer service systems forthe most recent acquisitions, and as result, customer service has been a major concern forthe Chief Technology Officer.Results for the last two quarters have shown that Average Revenue Per User (ARPU) andthe customer retention (Churn) rate have fallen below the industry average. The CorporateMarketing group has published some new findings about customer satisfaction. Thecustomers appear to be switching to Air Light, a competitor, because of superior customerservice. Global Mobile actually has better coverage in nearly all markets than Air Light, andgood roaming agreements that keep rates low for business travelers. But, customersatisfaction has remained low.The Business Strategy group and the Enterprise Architecture group have conducted ahigh-level project to develop the enterprise-wide strategic plan. They have developed abusiness scenario which contains a good conceptual model of what needs to be done, andalso identifies the key requirements. This was used in preparing the proposal presented tothe Executive Council and the Corporate Board.The planning for the program has been underway for several months. Global Mobile hasselected TOGAF 9 as the basis for its Enterprise Architecture.The Corporate Board has approved funding for a multi-million Euro conversion to transitionto a packaged Customer Service System. It is anticipated that the overall program will takefive years to complete, but there are some tactical projects that can commenceimmediately to address the situation. The Corporate Board has placed one additional majorconstraint on the program. In addition to achieving the business outcomes directly relatedto improving overall customer service within each business unit, the Corporate Boardexpects the Target Architecture to produce an additional saving of at least 30% overcurrent operating costs through energy efficiency initiatives, virtualization of servers andworkstations, and expanded telecommuting and desk-sharing. This Green initiative isintended to become a model for future investments at all company facilities worldwide.Refer to Global Mobile scenarioYou have been engaged as a consultant to advise the Chief Architect on the best ways toapproach to the implementation planning activities for this significant businesstransformation.Based on TOGAF 9, which of the following is the best answer? (Is this the right answers tochoose?)

A. You recommend using conventional implementation planning techniques. The horizontal scope of the Green initiative would make the Capability-Based Planning approach used in the organization's TOGAF-based Enterprise Architecture framework difficult to manage and govern. This approach to planning was better applied within the vertical scope of a business unit. 
B. You recommend that the implementation planning activities be conducted using Capability-Based Planning. This is appropriate because the Green initiative is an enterprise-wide plan with a horizontal scope. Its metrics are aggregated at the enterprise level. It is crucial to gain business unit support and cooperation to achieve the broader business outcomes which will benefit all. 
C. The Capability-Based Planning approach used in the organization's TOGAF-based Enterprise Architecture framework is focused on business outcomes. The Green initiative is an infrastructure program that is technical in nature; therefore, it would not be appropriate to use the Capability-Based Planning approach. Instead, the Global Mobile systems development lifecycle approach should be utilized to develop the Solution Architecture. 
D. You recommend using conventional implementation planning techniques. The Capability-Based Planning approach is normally only used in public sector, defense-related programs. This approach is not appropriate for a private sector company

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Question # 3

ScenarioPlease read this scenario prior to answering the questionYour role is that of a consultant to the Lead Enterprise Architect in a company thatdevelops photovoltaic technologies for use in large-scale solar power farms. The companyhas three manufacturing facilities, two in the United States, and one in Southern France.Each of these facilities supplies a different manufacturer that assembles and sells completesystems. The solar panels and photovoltaic arrays are custom engineered to meet eachmanufacturer's design specifications.A challenge that the solar power industry has faced is the efficiency of energy conversion.When a conventional solar panel overheats, it becomes inefficient and generates lessenergy. In response to this, the research arm of the company has pioneered thedevelopment of a new solar panel design that will produce up to 50% more energy thanstandard solar panels when operating at elevated temperatures. This will allow theproduction of significantly more useable energy per square meter than from standard solartechnology. This new design is ready to go into production.The company has a mature Enterprise Architecture practice that is supported by a crossfunctional Architecture Board. TOGAF 9 is used for developing the automatedmanufacturing process and systems used to design, manufacture and test the solar powertechnologies they produce. The Chief Information Officer and the Chief Operating Officerco-sponsor the Enterprise Architecture program.As part of putting the new solar panel design into production, a pilot architecture project ata single location has defined an updated standard approach for controlling the automatedtest systems used to perform final quality assurance. The Chief Engineer, sponsor of theactivity, and the Architecture Board have approved the plan for immediate implementationat each plant.Architecture Contracts have been developed that detail the work needed to implement anddeploy the new automated test system controller for each location. The Chief Engineer hasexpressed concern that a uniform process be employed at each location to ensureconsistency and high yields.Refer to the ScenarioThe Lead Enterprise Architect has asked you to recommend the best approach to addressthe Chief Engineer's concern.Based on TOGAF, which of the following is the best answer?

A. You review the applicable Architecture Contract for each location, ensuring that it addresses the project objectives, effectiveness metrics, acceptance criteria, and risk management. In cases where the contract is issued to an external party, you ensure that it is a legally enforceable contract.You schedule compliance reviews at key points in the implementation process to ensure that the work is proceeding in accordance with the Architecture Definition. You ensure that the Architecture Board reviews all deviations from the Architecture Contract, and considers whether or not to grant a dispensation to allow the implementation organization to customize the process to meet their local needs. 
B. You create an Architecture Contract to manage and govern the implementation and migration process at each location. For internal development projects, you issue a memorandum of understanding between the Architecture Board and the implementation organization. For contracts issued to an external party, you ensure that it is a fully enforceable legal contract.You ensure that the Architecture Board reviews all deviations from the Architecture Contract, and considers whether or not to grant a dispensation to allow the implementation organization to customize the process to meet their local needs. 
C. You create an Architecture Contract to manage and govern the implementation and migration process. If the contract is issued to an external party, you ensure that it is a fully enforceable legal contract. For internal development projects, you decide it is adequate to utilize a memorandum of understanding between the Architecture Board and the implementation organization.You recommend that if a deviation from the Architecture Contract is detected, the Architecture Board grant a dispensation to allow the implementation organization the ability to customize the process to meet their local needs. 
D. You use the 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 solar panel assembly at each location and develop change requirements if necessary.You recommend that if a deviation from the contract is detected, the Architecture Board should modify the Architecture Contract to allow the implementation organization the ability to customize the process to meet their local needs. As a result, you then issue a new Request for Architecture Work to implement the modified Architecture Definition. 

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Question # 4

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 selectiondecisions including the tailoring of product assortment based on sales history, customerdemographics as well as the next day’s weather forecast. In many cases, several storesare 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-servicedelivery locations for a large online retailer which further increases the number of potentialcustomers entering the stores.An Enterprise Architecture practice exists within the company, with the CEO and CIO asjoint sponsors. They have decided to adopt TOGAF 9 within the practice and the firstproject is to restructure the Enterprise Architecture so that it can better support the existingenvironment and accommodate future changes of strategy within the company.The CIO has stated that the following issues also need to be addressed in therestructuring:- They need to address problems with data quality and inconsistent data in order to supportbetter 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 beforedeployment across the retail chain. Information systems must be able to manage changesand updates without undue delays.Refer to the Scenario[Note: You should assume that the company has adopted the example set of principles thatare listed and defined in TOGAF, Section 23.6. You may need to refer to Chapter 23 of thereference text in order to answer this question.]You have been asked to identify the most relevant architecture principles for the currentsituation.Based on TOGAF, which of the following is the best answer? [Note: The ordering of theprinciples listed in each answer is not significant.] 

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

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Question # 5

ScenarioPlease read this scenario prior to answering the questionYou have been assigned the role of Lead Enterprise Architect for a firm that is a majorOEM parts supplier to the auto industry. Europe has been the primary market for itsproducts, with just 20% of its output being exported to North America. The firm is planningto expand its exports to North America and also to establish sales in South America andthe Asia Pacific region. This will enable them to better ride out recessions in key marketssuch as Europe. It will also enable the firm to exploit the auto industry move to globalplatforms.The firm is organized into business units with each addressing different auto industrysectors. Each business unit has acquired other procedures to expand its manufacturingcapacity. This has resulted and manufacturing systems.The Enterprise Architecture (EA) program within the firm has been functioning for severalyears. It has made significant progress in consolidating the technology portfolio andestablishing 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-definedarchitecture process and standard content templates based on the TOGAF ArchitectureContent 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 organizationaccording to the target geographic markets. One of the goals of this reorganization is toimprove the ability of Marketing to collect more meaningful market analytics that will enableeach sector to better address market needs with effective marketing campaigns and globalproduct presence.A Request for Architecture Work to address the goals of the reorganization has beenapproved. As the architecture team commences its work, the CIO has expressed concernsabout whether the firm will be able to adapt to the proposed change and how to managethe associated risks.Refer to the ScenarioYou 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 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. 
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 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. 
C. 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. 
D. 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. 

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