The Open Group OG0-092 Practice Test Questions, Exam Dumps

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OG0-092 The Open Group Practice Test Questions and Exam Dumps

Question 1

Given the concerns raised by plant managers about the reliability and security of centrally managing production systems, and considering the goals of reducing waste, consolidating IT infrastructure, and deploying a common ERP system across global facilities,

Which set of architecture principles from TOGAF 9 would be most appropriate to guide the team in defining a secure and robust enterprise solution?

A. Common-use Applications, Data is Shared, Data is Accessible, Data is Secure, Interoperability, Control Technical Diversity
B. Business Continuity, Service-orientation, Data is Accessible, Data is Secure, Responsive Change Management
C. Maximize Benefit to the Enterprise, Business Continuity, Common-use Applications, Data is Shared, Data is Accessible, Data is Secure
D. Information Management is Everybody's Business, IT Responsibility, Data Trustee, Technology Independence, Responsive Change Management

Answer: C

Explanation:
To determine the most appropriate set of architecture principles that address the concerns and support the objectives in this scenario, we must first evaluate the organizational context and the transformation goals described in the scenario, aligning them with the architecture principles defined in TOGAF 9 Section 23.6.

The scenario presents Rollins Manufacturing as a large, globally distributed organization aiming to improve efficiency through lean manufacturing and consolidation of systems via a centralized ERP. The goal is to eliminate redundant local systems and reduce the need for full data centers and large IT staffs at each plant, ultimately achieving greater standardization and cost efficiency.

However, concerns have been raised by some plant managers about the security and reliability of shifting mission-critical systems such as MRPII and production scheduling to a central location in Cleveland. In such a context, architecture principles that speak directly to enterprise-level benefits, business continuity, and data security and accessibility become essential.

Let’s evaluate each option:

Option A includes principles that promote shared applications, data sharing, and interoperability. While these are useful in a consolidated system, this set does not directly address business continuity, a key concern given the risk of centralizing critical systems across multiple global plants. This makes A insufficient in this case.
Option B introduces Business Continuity, Service-orientation, and Responsive Change Management. While it addresses some security and reliability concerns, it lacks principles related to enterprise-level benefits and shared applications, which are central to the project's objectives. It also omits the principle of Data Sharing, which is important in an integrated ERP system. Hence, B is not the best fit.
Option C includes Maximize Benefit to the Enterprise, which is essential for aligning the architecture with corporate goals of waste reduction and efficiency. It also includes Business Continuity, which directly addresses the reliability concern, and Data is Secure, which tackles the security issue. Additionally, it includes Common-use Applications and Data is Shared, which are fundamental for the consolidation and integration effort. Data is Accessible ensures users across the globe can reach the system. This combination makes C the most comprehensive and suitable answer.
Option D includes several principles focused on governance (like IT Responsibility and Data Trustee) and individual accountability, which are important in long-term architecture maturity but do not directly address the operational security, reliability, and enterprise-wide efficiency challenges at the center of this initiative. Therefore, D is not as suitable for guiding this specific transformation.

In summary, Option C not only supports the strategic objectives of centralization and standardization but also directly responds to stakeholder concerns regarding system reliability and security, all while adhering to core TOGAF 9 principles. It offers a balanced set that aligns operational needs with enterprise goals, making it the most appropriate choice for this scenario.

Question 2

Given the organizational context and strategic goals outlined for Global Mobile, which implementation planning approach should the Chief Architect recommend for the enterprise-wide transformation program, particularly in light of the Green initiative’s objectives?

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.

Correct Answer: B

Explanation:

To determine the best implementation planning strategy for Global Mobile, we need to consider several key factors presented in the scenario: the enterprise-wide scope of the initiative, the importance of achieving business outcomes (especially regarding customer service and operational cost reduction), and the use of TOGAF 9 as the architectural framework.

First, TOGAF 9 emphasizes a Capability-Based Planning (CBP) approach, which is centered on delivering business outcomes by developing the required business capabilities. This approach is particularly effective for cross-functional or enterprise-wide initiatives, such as the Green initiative mentioned in the scenario. Capability-Based Planning enables alignment between business strategy and IT transformation by organizing change around the development and delivery of capabilities that provide measurable benefits to the organization.

In the scenario, the Green initiative represents a horizontal effort affecting multiple business units and targeting a 30% operational cost reduction through initiatives like virtualization, telecommuting, and energy efficiency. The savings and performance metrics from these improvements are expected to be aggregated at the enterprise level, rather than tied to individual units. This type of planning and measurement structure is well-suited to CBP, which supports governance across business silos and promotes the integration of efforts toward unified enterprise goals.

Let’s evaluate each answer choice in turn:

A suggests that CBP is only suitable for vertical (business unit-level) initiatives, which is a misunderstanding of its design. CBP is actually well-suited for horizontal enterprise initiatives, especially when they span across organizational boundaries, like the Green initiative does.
B correctly identifies that CBP is appropriate for an enterprise-wide, horizontal initiative like the Green program. It recognizes that successful implementation depends on the support and cooperation of various business units, and that the metrics and benefits will be realized across the organization, not in isolation. This is the most aligned with TOGAF principles and the scenario’s context.
C argues that the Green initiative is too technical for CBP, suggesting that an SDLC approach would be more appropriate. However, this misses the critical point that technical solutions are being employed to achieve business outcomes (cost savings, environmental impact), and therefore still fall under the scope of CBP within TOGAF. It also incorrectly assumes CBP is only useful for non-technical efforts.
D incorrectly claims that CBP is specific to public sector or defense organizations. While it is frequently used in those domains, CBP is not exclusive to them. It is increasingly applied in private sector enterprises, especially for initiatives that require strategic alignment and enterprise-wide coordination—exactly the case in this scenario.

In summary, Capability-Based Planning offers a structured method to ensure that strategic goals are met through the coordinated development of capabilities that involve people, processes, and technology. It provides a clear link between strategic drivers (like improved customer satisfaction and operational efficiency) and the implementation of supporting initiatives (like a new customer service system and energy-efficient infrastructure). For an organization like Global Mobile, which is undergoing a transformation that impacts multiple units and focuses on delivering enterprise-level benefits, CBP is not only suitable—it is the most effective approach.

Therefore, the best answer is: B.

Question 3

AGEX Inc. is consolidating systems through a new ERP implementation to address issues caused by poor integration across its recently acquired business units. The Corporate Board is particularly concerned with ensuring that customer information is managed and protected in compliance with the diverse legal regulations of the countries in which AGEX operates. As the Chief Architect,

What is the most appropriate approach to take during the TOGAF 9 Preliminary Phase to ensure this concern is effectively addressed?

A. You evaluate the implications of the Board's concern in terms of regulatory and security policy requirements. You then update the AGEX security policy to reflect the concern, ensuring that this policy is communicated across the organization. You allocate a security architecture team to ensure that security considerations are included in ongoing architecture planning. You then assess the security implications and agreements within the AGEX businesses and their suppliers.
B. You evaluate the implications of the Board's concern in terms of regulatory requirements and their impact on business goals and objectives. Based on this understanding, you then issue a Request for Architecture Work to commence an architecture development project to develop a solution that will address the Board's concern. You allocate a security architect to oversee the implementation of the solution in the ERP system that is being developed.
C. You start by clarifying the intent that the Board has for raising this concern. This enables you to understand the implications of the concern in terms of regulatory requirements and the potential impact on current business goals and objectives. You propose that a security architect or security architecture team be allocated to develop comprehensive security architecture.
D. You evaluate the implications of the Board's concern by examining the potential impacts on business goals and objectives. Based on your understanding, you then update the current AGEX security policy to include an emphasis on the Board's concern. In addition, you allocate a security architect to ensure that security considerations are included in the architecture planning for all domains.

Answer: C

Explanation:
In the TOGAF 9 framework, the Preliminary Phase is crucial for laying the foundation of the Enterprise Architecture initiative. It includes defining principles, identifying and establishing the architecture team and governance structures, and understanding stakeholder concerns and drivers. A key output of this phase is the establishment of the architecture capability that will support and enable the organization’s future architecture efforts.

The scenario describes a very specific concern raised by the Corporate Board: that customer information managed within the ERP system must meet or exceed international regulatory standards. This concern intersects both the business objectives (such as expansion and trust in online services) and regulatory compliance, which is increasingly stringent in sectors involving sensitive data and cross-border operations.

Let’s analyze the options in relation to the Preliminary Phase activities:

Option A jumps directly into updating security policy and allocating a team to assess architecture plans and supplier agreements. While this is proactive, it skips a vital first step in the Preliminary Phase: clarifying stakeholder concerns and aligning them with business goals and regulatory drivers. Moreover, assessing supplier agreements is premature at this phase. So, A is incomplete and misaligned with TOGAF 9 guidance for this early stage.
Option B appropriately evaluates regulatory implications and links them to business goals. However, it then immediately recommends issuing a Request for Architecture Work—a step more appropriate in Phase A (Architecture Vision) after the preliminary groundwork has been laid. In the Preliminary Phase, the goal is to understand, not yet initiate specific architecture development. Thus, B moves ahead of the proper sequencing and is not the best choice.
Option C begins with a stakeholder engagement approach—clarifying the intent of the Corporate Board’s concern—which is directly aligned with the stakeholder analysis and engagement planning activities in the Preliminary Phase. Only after understanding the concern’s implications does it recommend allocating a security architect or team, which is appropriate for establishing the architecture capability. This aligns well with the Preliminary Phase goals and reflects good practice in architecture planning and stakeholder alignment. C is the best fit.
Option D does evaluate the concern and updates policy accordingly. However, similar to A, it assumes too quickly that updating the policy is the best solution before the concern has been fully analyzed or clarified with the stakeholders. Like A, it overlooks a core activity in the Preliminary Phase: understanding the motivation and impact of the concern within the broader enterprise context.

Ultimately, Option C is the most aligned with TOGAF 9’s Preliminary Phase. It focuses first on clarifying the intent behind the Board’s concern and evaluates its regulatory and business implications, thereby ensuring the architecture work is accurately scoped and effectively governed from the outset. Only after these foundational tasks does it propose allocating appropriate resources for security, showing a well-sequenced, thoughtful approach.

This approach ensures the Enterprise Architecture function starts with clear understanding, aligned governance, and appropriate capability setup, which are the cornerstones of the Preliminary Phase in TOGAF 9.

Question 4

Zephyr Enterprises is implementing a standardized Automated Test System controller across multiple manufacturing sites, and the Chief Engineer wants to ensure consistency in implementation at all locations. As Lead Architect,

What is the most appropriate approach, according to TOGAF 9, to manage this concern?

A. 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 Manufacturing Architecture Board and the implementation organization. You recommend that if a deviation from the contract is detected, the Manufacturing Architecture Board should monitor it.
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 Manufacturing Architecture Board and the implementation organization. You recommend that if a deviation from the Architecture Contract is detected, the Manufacturing Architecture Board should investigate and recommend corrective actions.
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 Manufacturing Architecture Board and the implementation organization. You ensure that the Manufacturing Architecture Board reviews all deviations from the Architecture Contract, and makes a determination about whether corrective actions are required.
D. You create an Architecture Contract to govern the implementation and migration process at each site. If the contract is issued to an external party, you ensure that it is a fully enforceable legal contract. You ensure that the contract addresses the project objectives, effectiveness metrics, acceptance criteria, and risk management. You then schedule compliance reviews at key points in the implementation process to ensure that the work is proceeding in accordance with the Architecture Definition.

Correct Answer: D

Explanation:

To address the Chief Engineer's concern about consistent implementation of the Automated Test System controller across Zephyr's multiple facilities, the best approach must provide a structured, enforceable governance mechanism and a consistent method for oversight and quality assurance across all locations. TOGAF 9 offers such mechanisms through the use of Architecture Contracts, which are critical tools for ensuring that the architecture vision is adhered to during implementation.

An Architecture Contract in TOGAF 9 is a formal agreement between the architecture function and the implementation organization (or solution delivery team). It plays a crucial role during Phase G: Implementation Governance of the Architecture Development Method (ADM), ensuring that architecture-defined requirements are fulfilled during solution deployment.

TOGAF identifies several key components that a well-structured Architecture Contract should include:

Statement of architecture work
Scope of the work and governance
Roles and responsibilities
Target Architecture and roadmap
Conformance requirements and performance metrics
Acceptance criteria and risk mitigation strategies
Procedures for dealing with non-compliance

Option D stands out because it captures these aspects thoroughly and directly addresses the Chief Engineer's concern for consistency. It emphasizes the need for:

Fully enforceable legal contracts with external parties to ensure commitment and accountability.
Defined project objectives, effectiveness metrics, and acceptance criteria, all of which are essential to measure the success and uniformity of implementation.
Risk management considerations, important in complex multi-site deployments with proprietary processes like Zephyr's.
Scheduled compliance reviews, which serve as checkpoints throughout the implementation lifecycle. These reviews verify whether the implementation at each plant is adhering to the defined Architecture Definition, enabling early detection and correction of deviations.

Option C comes close, especially in its mention of deviation review by the Architecture Board. However, it lacks proactive governance activities like scheduled compliance reviews, which are essential to ensuring ongoing adherence rather than reactive correction. Furthermore, D more comprehensively addresses the contract content needed to ensure quality and consistency.

Option B adds a response plan for deviations, but like C, it still lacks the strong governance-through-reviews approach that D provides. Option A is the weakest, as it only suggests monitoring deviations without a clear plan for compliance management or contract content.

In summary, for an organization like Zephyr, which prioritizes consistency, protects proprietary methods, and operates across multiple sites, the rigor provided by TOGAF’s Architecture Contracts—when supported by compliance reviews, measurable criteria, and risk management—is vital. Option D reflects this approach most accurately and fully supports the Chief Engineer's concerns.

Therefore, the best answer is: D.

Question 5

Vittronics Ltd. is implementing a Secure Private Immersive Collaborative Environment (SPICE) to accelerate clinical trials for a new medical device. Despite the project's strong business justification and detailed architectural planning, researchers have expressed concerns about safeguarding personally identifiable information in the system. As Lead Architect,

How should this situation be addressed during the implementation planning phases, according to TOGAF 9?

A. You decide that in Phase E, the team creates an overall solutions strategy that can guide the Target Architecture implementation and structure the Transition Architectures. You check that there is consensus before proceeding.
B. You decide to return to Phase A, where the team should brainstorm a technical solution that mitigates the residual risks presented by the privacy issue. Then, during Phase D, you will direct the team to develop an Architecture Building Block to manage the security risks. After that, the team should select Solution Building Blocks that mitigate all of the identified risks and revise the Requirements Impact Statement to reflect the changes to the high-level solutions strategy and migration plan.
C. You decide that in Phase E, the team review the Business Transformation Readiness Assessment and identify, classify, and mitigate the risks associated with the identified readiness factors. If the risks can be satisfactorily mitigated, then you would continue to define a high-level solutions strategy that includes the Transition Architectures needed to make the change culturally and technically feasible.
D. You decide that in Phase E, the team determines an approach to implementing an overall strategic direction that will address and mitigate the risks identified.

Answer: C

Explanation:
In this scenario, Vittronics Ltd. has progressed through the Business, Information Systems, and Technology Architecture phases of TOGAF’s ADM and is now entering the Implementation Planning stages, particularly Phase E (Opportunities & Solutions). However, there is an organizational resistance risk that was already identified during Phase A’s Business Transformation Readiness Assessment: researchers are concerned about the protection of sensitive, individually identifiable clinical data.

TOGAF 9 explicitly recommends that in Phase E, the architecture team should review the findings from the Business Transformation Readiness Assessment completed in Phase A. This review is intended to evaluate the organization's ability to implement change and to identify risks associated with readiness factors, such as stakeholder acceptance, cultural resistance, resource availability, and technology familiarity.

Let’s evaluate the answer choices with this guidance in mind:

Option A mentions creating a solutions strategy and checking for consensus in Phase E. While it reflects an important part of Phase E (developing a solution strategy and planning Transition Architectures), it fails to directly address the need to review and mitigate risks associated with business transformation readiness, especially the cultural or behavioral resistance that researchers are expressing. Therefore, A is incomplete.
Option B suggests returning to Phase A, which is not recommended by TOGAF unless there is a fundamental change in business drivers or a failure in earlier phases. The issue here is not a failure to consider privacy—it has already been addressed in all domains and a security architecture has been developed. The issue now is adoption resistance due to perception and trust in the implementation, not architectural inadequacy. Also, revisiting Phase D prematurely sidesteps the structured flow of ADM. Thus, B does not align with TOGAF’s intended process and is not suitable.
Option C is directly aligned with TOGAF 9 guidance. In Phase E, TOGAF suggests revisiting the Business Transformation Readiness Assessment, specifically to classify and mitigate risks related to organizational readiness. This includes cultural and human factors—such as researchers’ concerns about data privacy. If these risks can be mitigated (perhaps through enhanced privacy controls, better communication, or training), the team can proceed with crafting a high-level solutions strategy and defining the Transition Architectures. This ensures that technical feasibility and cultural feasibility are addressed in tandem, increasing the likelihood of successful adoption. C is the best fit.
Option D provides a vague and generalized description of strategic planning in Phase E without addressing the Transformation Readiness Assessment or its associated risk mitigation responsibilities. As such, it lacks specificity and misses a key TOGAF 9 recommendation for Phase E. It is too shallow to be the best choice.

In summary, Option C stands out because it directly engages with the risks to adoption identified earlier, and uses Phase E’s purpose—to develop solutions and strategies—to actively mitigate those risks. This ensures both the technical integrity and organizational acceptability of the SPICE solution. Addressing these cultural concerns within the correct ADM phase is essential for a successful and sustainable transformation.

Question 6

Florian Flowers BV seeks to implement an enterprise architecture that accommodates legal compliance, research alignment, and corporate oversight across its global operations. Considering the diverse stakeholder concerns,

What approach should be recommended according to TOGAF 9 to ensure these needs are effectively addressed?

A. Depending on the nature of the architecture, a set of models should be created that can be used to ensure that the system will be compliant with the local regulations. Stakeholders should be able to view the models to see that their concerns have been properly addressed.
B. Each architecture activity should be 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 accessed.
C. For those groups that have sufficient power and level of interest, a special report should be created that summarizes the key features of the architecture with respect to the particular location. Each of these reports should reflect the stakeholders' requirements.
D. It would be beneficial to develop a stakeholder map that allows the architects to define groups of stakeholders that share common concerns. A set of views should be defined that addresses the concerns of each group. Architecture models can then be created for each view to address the stakeholders' concerns.

Correct Answer: D

Explanation:

The scenario involving Florian Flowers BV presents a classic enterprise architecture challenge involving multiple stakeholder groups with varied and potentially conflicting concerns. The legal team, researchers, auditors, and the governing board all need access to architectural information—but each group has its own set of priorities, ranging from regulatory compliance and environmental sustainability to operational integration and business viability.

TOGAF 9 provides a robust and adaptable framework for handling exactly this type of complexity. A core concept within TOGAF is the "viewpoint" mechanism: the idea that different views of the architecture should be created to address the concerns of specific stakeholder groups. The correct and most effective approach for this situation is to use stakeholder mapping to identify and group stakeholders by their concerns, and then define appropriate viewpoints for each group. These viewpoints help organize and present architectural information in a way that is relevant and actionable for each group.

Option D perfectly aligns with this practice. By developing a stakeholder map, Florian’s architecture team can clearly understand who needs what information and how best to deliver it. The views that follow from the stakeholder mapping allow each group—such as legal staff, corporate board members, and research teams—to access tailored representations of the architecture that speak directly to their needs. These views can then be populated with models and documentation that ensure all stakeholder concerns are addressed effectively.

Option A, while partially correct, lacks structure. It implies that models alone are sufficient, but TOGAF stresses that models must be organized into views corresponding to viewpoints. Without this structure, stakeholders may struggle to interpret or trust the models.

Option B suggests using a fixed and uniform set of models, which contradicts TOGAF’s flexible and stakeholder-focused approach. Not all stakeholders require or benefit from the same set of architectural representations. Uniform modeling disregards the contextual differences between stakeholder groups, especially in an enterprise as diverse and globally dispersed as Florian Flowers BV.

Option C focuses only on stakeholders with “sufficient power and interest” and suggests summarizing the architecture in reports for them. This is inadequate because it doesn’t provide a comprehensive or interactive mechanism for addressing stakeholder concerns. Moreover, TOGAF promotes inclusivity and clarity for all relevant stakeholders, not just the most influential.

TOGAF 9 emphasizes the importance of stakeholder engagement through tailored architectural views based on specific concerns. The approach described in option D is not only correct but is also the most complete and practical for managing a global, compliance-sensitive, and research-intensive enterprise like Florian Flowers BV.

Therefore, the best answer is: D.

Question 7

Armstrong Defense Industries is consolidating procurement systems and processes across multiple acquired business units to support a preferred supplier program. The company is in the early Architecture Definition phase using TOGAF 9 and needs to define Baseline and Target Architectures that address concerns about people, processes, systems, and data lifecycles.

Which architecture viewpoints are most appropriate for this situation, given the iterative approach being used?

A. In the early iterations of the Architecture Definition:
• Describe the Baseline Business Architecture with a Baseline Business Process catalog
• Describe the Baseline Application Architecture with a Technology Portfolio catalog
• Describe the Baseline Data Architecture with a Data diagram
In the later iterations of the Architecture Definition:
• Describe the Target Business Architecture with an Actor/Process/Data catalog
• Describe the Target Application Architecture with a System/Tech

B. In the early iterations of the Architecture Definition:
• Describe the Target Business Architecture with a Business Service/Function catalog and a Business Interaction matrix
• Describe the key business objects with Product Lifecycle diagrams
• Describe the Target Application Architecture with Application Communication diagrams and an Application Interaction matrix
• Describe the Target Data Architecture with a Data Entity/Business Function matrix and a System/Data matrix
In the later iterations of the Architecture Definition: …

C. In the early iterations of the Architecture Definition:
• Describe the Target Business Architecture with a Business Service/Function catalog and an Organization/Actor catalog
• Describe the key business objects with Data Lifecycle diagrams
• Describe the Target Application Architecture with Application Communication diagrams and an Application Interaction matrix
• Describe the Target Data Architecture with a System/Data matrix
In the later iterations of the Architecture Definition:
• Describe the Target Business Architecture with a Business Interaction matrix and a Business Footprint diagram
• Describe the Target Application Architecture with Application Communication diagrams and Application Use Cases
• Describe the Target Data Architecture with Data Migration diagrams and Data Lifecycle diagrams

D. In the early iterations of the Architecture Definition:
• Describe the Baseline Business Architecture with an Organization/Actor catalog
• Describe the Baseline Application Architecture with a System/Function matrix
• Describe the Baseline Data Architecture using a Data Entity/Data Component catalog
In the later iterations of the Architecture Definition:
• Describe the Target Business Architecture with an Organization/Actor catalog
• Describe the Target Application Architecture using Application Communication diagrams
• Describe the Target Data Architecture with Data Lifecycle diagrams

Answer: C

Explanation:
This question focuses on identifying the most appropriate architecture viewpoints (artifacts) to use in the Architecture Definition phase of the TOGAF 9 ADM in response to a complex enterprise transformation. Armstrong Defense Industries is undergoing significant process consolidation and systems integration across its procurement activities. Since there are no existing architectural assets and multiple stakeholder concerns related to people, processes, systems, integrations, and data lifecycles, the chosen viewpoints must provide visibility into:

Who is involved in the business processes.
What applications are being used currently.
Which processes are supported, and to what extent, by the applications.
The lifecycles of key business objects.
Non-procurement application integration needs.
Shared data requirements.

The project is entering the Architecture Definition phase with an iterative approach, so the correct answer must provide early coverage of the target state for clarity and planning, as well as deeper elaboration in later iterations.

Let’s evaluate each option:

Option A focuses mainly on Baseline architecture in the early iterations and introduces vague or incomplete viewpoint references in the later iterations. For example, "System/Tech" is unclear and incomplete as a viewpoint. It also misses essential views for analyzing data lifecycle and cross-system integration, which are explicitly needed in this project. Therefore, A is insufficient.
Option B introduces Target architecture viewpoints early on but includes an irrelevant artifact—Product Lifecycle diagrams. These are not appropriate for tracking the lifecycles of business objects like RFPs and POs. This option is more focused on high-level process and application interactions but lacks key coverage of actor involvement and data lifecycle analysis. Hence, B is not the best fit.
Option C provides an effective Target Architecture focus from the start. The Organization/Actor catalog identifies stakeholder roles (addressing concern #1), Application Communication diagrams and the Application Interaction matrix help in analyzing how procurement systems support processes (addressing concerns #2 and #3), and the Data Lifecycle diagrams focus on the lifespan of business objects like RFPs and POs (addressing concern #4). The System/Data matrix supports analysis of data shared across systems (addressing concerns #5 and #6). In later iterations, the use of the Business Interaction matrix, Business Footprint diagram, and Application Use Cases strengthens traceability and transformation planning. C offers a comprehensive and TOGAF-aligned response.
Option D focuses more on Baseline Architecture in early iterations and provides a limited set of viewpoints in later stages. While it addresses some concerns, it fails to include views like Business Interaction, Application Use Cases, or System/Data mappings, which are crucial to responding to the full range of stakeholder questions posed in this case. Therefore, D lacks necessary depth and breadth.

Option C is the best choice because it directly addresses all six stakeholder concerns using TOGAF 9-recommended viewpoints and follows the correct iterative development approach for Architecture Definition. It enables early clarity and supports ongoing elaboration of the architecture to guide implementation decisions, ensuring that people, systems, processes, and data are all effectively analyzed and aligned.

Question 8

St. Croix Consulting is preparing to implement a new Enterprise Architecture to address challenges related to engagement management and overall organizational alignment. The CIO has raised concerns about the ambition of the proposed architecture and its ability to produce sufficient value without incurring excessive risks.

As the Chief Enterprise Architect, what approach should be recommended to assess these risks and value based on TOGAF 9?

A. An interoperability analysis should be applied to evaluate any potential issues across the Solution Architecture. Once all of the concerns have been resolved, the EA team should finalize the Architecture Implementation Roadmap and the Migration Plan.
B. The EA team should gather information about potential solutions from the appropriate sources. Once the Solution Architecture has been assembled, it should be analyzed using a state evolution table to determine the Transition Architectures.
C. Prior to preparing the Implementation plan, the EA team should create a consolidated gap analysis to understand the transformations that are required to achieve the proposed Target Architecture. The EA team should gather information about potential solutions from the appropriate sources. Once the Solution Architecture has been assembled, it should be analyzed using a state evolution table to determine the Transition Architectures. An interoperability analysis should be applied to evaluate any potential issues across the Solution Architecture.
D. Prior to preparing the Implementation plan, there are several techniques that should be applied to assess the risks and value of the proposed transformation. In particular, the EA team should pay attention to the Business Transformation Readiness Assessment and the Business Value Assessment.

Correct Answer: D

Explanation:

In the context of St. Croix Consulting, the CIO has expressed concerns about the potential risks and value of the proposed enterprise architecture. These concerns stem from the architecture’s ambition and its potential impact on the organization’s ability to meet its goals without jeopardizing its reputation or operational efficiency. Given these concerns, the Chief Enterprise Architect needs to ensure that the risks are adequately assessed and mitigated while confirming that the value of the transformation is evident and aligned with the company’s strategic objectives.

TOGAF 9 provides a comprehensive framework for addressing these types of concerns. When preparing for implementation, TOGAF emphasizes the need to carefully assess the risks and value associated with the proposed architecture, particularly when considering a significant transformation.

Option D is the most appropriate because it directly addresses the need to evaluate risks and business value before finalizing the implementation plan. Specifically, TOGAF outlines the importance of Business Transformation Readiness Assessment and Business Value Assessment. These techniques allow the EA team to:

Assess Business Transformation Readiness: This ensures that the organization is ready to handle the changes required by the proposed architecture. It evaluates the organization’s capacity, willingness, and preparedness for transformation, which helps identify any obstacles that could hinder success.
Assess Business Value: This is crucial to understanding whether the transformation will deliver the expected outcomes. It involves evaluating the value of the architecture in terms of cost-effectiveness, efficiency gains, and alignment with business strategy.

By using these assessments, the EA team can make informed decisions about whether the proposed architecture is viable and beneficial in the long term. It also helps in demonstrating to senior management that the transformation will deliver value and mitigate potential risks, thus improving confidence in the project.

Option A focuses solely on interoperability analysis, which is an important technical consideration but does not address the broader business risks and value assessment required at this stage. While interoperability is crucial, it does not fully encompass the need to evaluate the organization’s readiness for transformation and the business value.

Option B discusses gathering information about potential solutions and analyzing the solution architecture using a state evolution table. While this is a good practice to understand the transition phases and architecture states, it does not focus on the business risks and value assessment, which is the primary concern here.

Option C combines a gap analysis, solution architecture, and interoperability analysis, but it still does not fully prioritize the business-specific assessments of risk and value. It lacks the emphasis on the business transformation readiness and business value assessments, which are crucial to addressing the CIO's concerns.

Option D aligns most closely with TOGAF's guidance for ensuring that the organization is prepared for transformation, and that the proposed architecture delivers measurable business value. By conducting Business Transformation Readiness Assessments and Business Value Assessments, the EA team can effectively address the risks and concerns raised by senior management.

Therefore, the best answer is: D.

Question 9

Zephyr Enterprises specializes in developing wind turbine blades and has manufacturing plants in multiple locations. They are implementing a uniform process for controlling their Automated Test System across all plants. During a compliance assessment at the Omaha plant, you discover that the Distributed Data Acquisition System purchased by the plant uses a proprietary Remote Procedure Call (RPC) mechanism that differs from what was specified in the Architecture Definition Document (i.e., the system uses kernel mode threads instead of the user mode threads specified). In all other respects, the system meets the requirements in the Architecture Definition Document. You need to describe the compliance of this system in your final report.

Which of the following is the best answer based on TOGAF 9?

A. You observe that all of the features in the Architecture Definition Document have been implemented in accordance with the specification, except for the RPC mechanism. Your recommendation is that the system be described as conformant.

B. You observe that the system has many features in common with the Architecture Definition Document, and those features have been implemented in accordance with the specification. However, you note that the RPC mechanism has been implemented using features that are not covered by the specification. Your recommendation is that the system be described as consistent.

C. You observe that the implementation of the RPC mechanism has no features in common with the Architecture Definition Document; therefore, the question of its conformance should not be considered. Your recommendation is that the system be described as consistent.

D. You observe that the system meets most of the requirements stated in the Architecture Definition Document and appears to work correctly. However, you note that the RPC mechanism has not been implemented according to the specification. Your recommendation is that the system be described as non-conformant.

Answer: B.

Explanation:

In the TOGAF 9 context, conformance refers to whether the system adheres strictly to the requirements and specifications laid out in the Architecture Definition Document. However, in this case, while the system generally meets the requirements outlined in the Architecture Definition Document, the RPC mechanism deviates from the specification, though it doesn't make the system completely non-compliant.

In the case of "consistent," we can describe the system as consistent because most of the features are implemented as specified, but a deviation exists in the RPC mechanism. The system has been implemented using features that are not covered by the specification, but it doesn't completely negate the overall architecture. Consistency here refers to the fact that the system is largely in line with the intended design, and while there is a deviation, it does not cause a major breakdown in overall functionality.

On the other hand:

A (conformant) would only be correct if the system fully adhered to the Architecture Definition Document, which it does not in the case of the RPC mechanism.
C (consistent) is not as relevant because it refers to the compatibility of the mechanism to the original specification.
D (non-conformant) would be too harsh, as the system functions well except for the minor deviation with the RPC mechanism, which is not a significant fault in this case.

Thus, B is the most accurate and TOGAF-aligned recommendation based on the discovered discrepancy.

Question 10

Rollins Manufacturing is implementing a new Enterprise Resource Planning (ERP) system to centralize its production operations. The project team has been tasked with developing an Architecture Vision, but some plant managers have expressed concerns about the security and reliability of driving their systems from a central data center in Cleveland. You are the Lead Enterprise Architect for the Common ERP Deployment architecture project team.

What is the best approach to ensure that the team evaluates different approaches to the problem and clarifies the requirements for the architecture?

A. The team should 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 characteristics of the architecture from the business requirements.
B. 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 target Architecture Vision. The team should then use that model to build consensus among the key stakeholders.
C. The team should create Baseline and Target Architectures for each of the manufacturing plants. A gap analysis between the architectures will then validate the approach, and determine the Transition Architecture needed to achieve the target state.
D. The team should conduct a pilot project that will enable vendors on the short list to demonstrate potential solutions that will access the concerns of the stakeholders. Based on the findings of that pilot project, a complete set of requirements can be developed that will drive the evolution of the architecture.

Correct Answer: A

Explanation:

In this scenario, Rollins Manufacturing is planning a significant transformation to centralize their Manufacturing Requirements Planning (MRPII) and production scheduling systems into a Common ERP system located at the Cleveland data center. This shift is part of their lean manufacturing initiative, which aims to streamline operations, reduce waste, and improve efficiency. However, there are concerns about the security and reliability of centralizing these critical systems, especially considering that each plant has been operating independently with its own systems.

As the Lead Enterprise Architect, your role is to ensure that the architecture vision developed for the Common ERP Deployment is aligned with the business needs and addresses the concerns raised by stakeholders. This includes gathering input from various plant managers and key stakeholders to ensure that the architecture will be both feasible and effective in meeting the goals of the transformation.

Option A is the most appropriate approach, as it emphasizes the use of the business scenario technique to gather input from stakeholders at each plant. This technique is particularly useful in TOGAF 9 for the early stages of architecture development, as it helps to:

Understand and document the business requirements: By conducting interviews with plant managers and other stakeholders, the team can gain insight into the specific needs and concerns of each plant. These interviews help identify the functional and non-functional requirements that must be addressed in the architecture.
Clarify and evaluate different approaches: The business scenario technique allows the team to examine the broader business context and how different architectural approaches could affect various stakeholders. This helps in identifying potential risks, such as security and reliability concerns, and clarifying the requirements for addressing those risks in the design.
Identify architectural characteristics: The interviews will help the team identify key elements of the architecture that align with the business goals, such as scalability, security, and reliability. This is especially important when transitioning to a centralized system that may require different considerations compared to the current decentralized systems.

Option B suggests researching vendor literature and conducting briefings to define a preliminary target Architecture Vision. While vendor research is important in later stages of architecture development, this approach does not address the need for stakeholder input and a clear understanding of the business requirements early in the process. This method might also overlook specific concerns, such as security and reliability, which need to be addressed by gathering direct feedback from the plants.

Option C proposes creating Baseline and Target Architectures for each plant and performing a gap analysis. While gap analysis is valuable in later stages to evaluate the transformation’s progress, this approach is more focused on the technical aspects of the architecture and does not prioritize early stakeholder engagement. The business scenario technique, as suggested in Option A, is a better method for clarifying requirements and addressing concerns at the outset of the project.

Option D suggests conducting a pilot project with vendors to demonstrate potential solutions. Although pilot projects can be valuable for testing solutions, this approach comes later in the architecture development process. The pilot phase should follow the clarification of requirements, which is why conducting interviews using the business scenario technique in the initial phase is a better choice to gather input from stakeholders and ensure alignment with business needs.

Option A is the best approach because it ensures that the team engages with key stakeholders at the manufacturing plants to clarify their requirements and concerns early in the process. This will provide valuable insights into how the architecture can be designed to meet both the business goals and the specific needs of each plant, particularly regarding the security and reliability of the centralized ERP system.

Therefore, the correct answer is: A.