Question 1

Scenario: Glacier Ridge LLC

Please read this scenario prior to answering the question

Glacier Ridge LLC is a vacation property management firm that is growing through acquisition. It manages over

200 resort properties across North America. Many of the resort properties use the same internal IT systems

that they used before they were acquired. Until recently, the only requirement that has been placed en each

property is that they use a standard financial reporting system to report their financials ID the headquarters on

a weekly basis. The CEO has stated his concerns about the inefficiencies of the current approach and

identified the need to change. He has defined a new strategic vision that will enhance the Glacier Ridge

property business by standardizing its operations across the network to provide consolidated financial, human

resources, logistics, sales and marketing, and yield management. He has also stated that he expects results by

the end of the current fiscal year. These changes will provide the company with improved utilization of its

capacity and more efficient operations. The addition of a corporate-wide data warehouse will provide analytics

that will enable the marketing group to improve its ability to target advertising into key markets to improve

yields. Glacier Ridge has mature enterprise architecture (EA) practice and uses TOGAF 9 as the method and

guiding framework.

The CIO is the sponsor of the activity. In planning this change, the Chief Architect engaged the services of a

well-known consulting firm that specializes in business strategy. An initial study has been conducted to identify

the strategic changes needed to implement the CEO's vision. This recently completed with approval of a

strategic architecture encompassing the entire firm, including detailed requirements and recommendations.

Based on the recommendations from the initial engagement, Glacier Ridge has embraced an Architecture

Vision to adopt an enterprise application that is tailored to the needs of the hospitality industry.

Refer to the Glacier Ridge scenario

Your role is that of Chief Architect. You have been asked to recommend the best approach to take in this

architecture engagement to realize the CEO's vision. Based on TOGAF 9, which of the following is the best

answer?

Options :

A : Since the initial engagement has identified the need to change, you recommend that the team focus on defining the target architecture by going through the architecture definition phases (B-D). This will ensure that the change can be defined in a structured manner and address the requirements needed to realize the vision.

B : Since the vision is well understood and the strategic architecture agreed, you recommend that the target architecture is defined first, followed by transition planning. This will ensure that the current inefficiencies of the baseline architecture are not carried forward, and that the proposed solution addresses the requirements identified in the initial architecture engagement.

C : You recommend that this engagement define the Technology Architecture first in order to assess the current infrastructure capacity and capability. Then the focus should be on transition planning and architecture deployment. This will identify requirements to ensure that the projects are sequenced in an optimal fashion so as to realize the vision

D : You recommend that the team focus on architecture definition, with a specific emphasis on understanding the strategic change parameters of the business strategy. Once understood, the team will be in the best position to identify the requirements, drivers, issues, and constraints for this engagement. You would ensure that the target architecture addresses non-functional requirements so as to help forecast future impacts.

Answer: D

Question 2

Scenario:

Please read this scenario prior to answering the question

Your role is consultant to the Lead Architect within a company that manufactures a variety of small

electromechanical devices. The company is organized as independent operational divisions.

The company has a mature Enterprise Architecture practice and uses TOGAF standard for the basis of its

architecture framework. In addition to the EA program, the company has a number of management

frameworks in use, including business planning, portfolio/project management, and operations management.

The EA program is sponsored by the CIO.

Each division has completed the Architecture Definition documentation required to tailor and configure the

environment to meet its own specific manufacturing requirements.

The enterprise architects have analyzed the key corporate change attributes and implementation constraints. A

consolidated gap analysis has been completed which has identified the gaps across the Business, Data,

Application, and Technology domains. Based on the results of the gap analysis, the architects have reviewed

the requirements, dependencies and interoperability requirements needed to integrate the new ERP

environment into the existing environment. The architects have completed the Business Transformation

Readiness Assessment started in Phase A. Based on all of these factors they have produced a risk

assessment.

The implementation process is estimated to take four years. Because of the risks posed by the complexity of

the current environment, a phased approach is needed to implement the target architectures. The

implementation and Migration Plan v0 1, the draft Architecture Roadmap, and the Capability Assessment

deliverables are now complete.

Refer to the Scenario

You have been asked to recommend the next steps to prepare the final Implementation and Migration Plan.

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

Options :

A : You would apply the Business Value Assessment Technique to prioritize the implementation projects and project increments. The assessment should focus on return on investment and performance evaluation criteria that can be used to monitor the progress of the architecture transformation. You would confirm the Transition Architecture phases using an Architecture Definition Increments Table to list the projects. You would then document the lessons learned and generate the final plan

B : You would assess how the plan impacts the other frameworks in use in the organization. The plan should be coordinated with the business planning, portfolio/project management and operations management frameworks. You would then assign a business value to each project, considering available resources and priorities for the projects. Finally, you would generate the Implementation and Migration Plan.

C : You would conduct a series of Compliance Assessments to ensure that the implementation team is implementing the architecture according to the contract. The Compliance Assessment should verify that the implementation team is using the proper development methodology. It should include deployment of monitoring tools and ensure that performance targets are being met. If they are not met, then changes to performance requirements should be identified and updated in the Implementation and Migration Plan.

D : You would place the strategic Architecture Definition and Transition Architectures under configuration control as part of the ongoing architecture development cycle. This will ensure that the architecture remains relevant and responsive to the needs of the enterprise. You would then produce an Implementation Governance Model to manage the lessons learned prior to finalizing the plan. You recommend that lessons learned be accepted by the Architecture Board as changes to the architecture without review

Answer: B

Question 3

Scenario: AGEX Inc.

Please read this scenario prior to answering the question

AGEX is a large, global commodities trading company which has been growing rapidly through a series of

acquisitions.

Each new business is performing well in its markets. However, the lack of integration between headquarters

and the business units has increasingly caused problems in the handling of customer and financial information.

The inability to share information across businesses has resulted in lost opportunities to "leverage the

synergies" that had been intended when the businesses were acquired. At present, each business unit

maintains its own applications. Despite an earlier initiative to install a common application to manage customer,

products, supplier, and inventory information, each business unit has different ways of defining each of these

core elements and has customized the common application to the point where the ability to exchange

information is difficult, costly, and error-prone.

As a result, AGEX has begun implementing a single Enterprise Resource Planning (ERP) system to

consolidate information from several applications that exist across the lines of business. The Corporate Board

is concerned that the new ERP system must be able to manage and safeguard customer information in a

manner that meets or exceeds the legal requirements of the countries in which the company operates. This will

be an increasingly important capability as the company expands its online services offered to clients and

trading partners.

The CIO has formed an Enterprise Architecture department, and one of the primary goals in its charter is to

coordinate efforts between the ERP implementation team and the business unit personnel who will be involved

in the migration process. The CIO has also formed a cross-functional Architecture Review Board to oversee

and govern the architecture.

After reviewing the available alternatives, and based on recommendations from the ERP vendor, AGEX has

selected TOGAF 9 as the basis for its Enterprise Architecture program.

The CIO has endorsed this choice with the full support of top management.

Refer to the AGEX Inc. Scenario

You are serving as the Chief Architect.

You have been asked to recommend the approach to take in the Preliminary Phase to ensure that the

Corporate Board's concern is addressed.

Based on TOGAF 9, which of the following is the best answer?

Options :

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: A

Question 4

Scenario:

Please read this scenario prior to answering the Question

You are serving as the Lead Enterprise Architect at a major supplier in the automotive industry. The company

is headquartered in Cleveland, Ohio with manufacturing plants across the United States, Brazil, Germany,

Japan and South Korea. Each of these plants has been operating its own planning and production scheduling

systems, as well as custom developed applications that drive the automated production equipment at each

plant.

The company is implementing lean manufacturing principles to minimize waste and improve the efficiency of all

of its production operations. During a recent exercise held for internal quality improvement, it was determined

that a significant reduction in process waste could be achieved by replacing the current planning and

scheduling systems with a common Enterprise Resource Planning (ERP) system located in the Cleveland data

center. This central system would provide support to each of the plants replacing the functionality in the

existing systems. It would also eliminate the need for full data centers at each of the plant facilities. A reduced

number of IT staff could support the remaining applications. In some cases, a third-party contractor could

provide those staff.

The Enterprise Architecture department has been operating for several years and has mature, well-developed

architecture governance and development processes that are strongly based on TOGAF 9

At a recent meeting, the Architecture Board approved a Request for Architecture Work sponsored by the Chief

Engineer of Global Manufacturing Operations. The request covered the initial architectural investigations and

the development of a comprehensive architecture to plan the transformation.

The Common ERP Deployment architecture project team has now been formed, and the project team has

been asked to develop an Architecture Vision that will achieve the desired outcomes and benefits. Some of the

plant managers have expressed concern about the security and reliability of diving their planning and

production scheduling from a remote centralized system. The Chief Engineer wants to know how these

concerns can be addressed.

Refer to the Scenario

During the initial meeting of the Common ERP Deployment architecture project team, a number of alternative

recommendations for how to proceed are put forward by members of the team.

You have been asked to select the most appropriate recommendation to ensure that the team evaluates

different approaches to the problem and clarifies the requirements for the architecture.

Based on TOGAF 9, which of the following is the best answer?

Options :

A : The team should 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 consolidated gap analysis between the architectures will then be used to validate the approach, and determine the capability increments needed to achieve the target state

B : The team should exercise due diligence and carefully research vendor literature and conduct a series of briefings with vendors that are on the current approved supplier list. Based on the findings from the research, the team should define a preliminary Architecture Vision. The team should then use that model to build consensus among the key stakeholders

C : The team should use stakeholder analysis to understand who has concerns about the initiative. The team should then hold a series of interviews at each of the manufacturing plants using the business scenario technique. This will then enable them to identify and document the key high-level stakeholder requirements for the architecture

D : The team should conduct a pilot project that will enable vendors on the short list to demonstrate potential solutions that will address the concerns of the stakeholders. Based on the findings of that pilot project, a complete set of retirements will be developed that will drive the evolution of the architecture

Answer: C

Question 5

Scenario

Please read this scenario prior to answering the question

You are serving as the Lead Architect for an insurance company, which has been formed through the merger

of three previously independent companies. The company now consists of three divisions with the same

names and division headquarters as their predecessors.

The lack of integration between the three divisions has increasingly caused problems in the handling of

customer and financial information. The inability to share information has resulted in lost opportunities to

"leverage the synergies" that had been intended when the company was formed. At present, each division

maintains its own applications. Despite an earlier initiative to install a common application to manage customer,

products, and claims information, each division has different ways of defining these core elements and has

customized the common application to the point where the ability to exchange information is difficult, costly,

and error-prone.

As a result, the company has made the decision to introduce a common web portal, contact center software

suite, and document management system. Also the company has selected a single enterprise-wide customer

relationship management (CRM) application to consolidate information from several applications that exist

across the divisions. The application will be used by each of the divisions and accessed by third party partners

through well defined interfaces.

The Corporate Board is concerned that the new application must be able to manage and safeguard confidential

customer information in a secure manner that meets or exceeds the legal requirements of the countries in

which the company operates. This will be an increasingly important capability as the company expands its

online services in cooperation with its partners.

The CIO has formed an Enterprise Architecture department, and one of the primary goals in its charter is to

coordinate efforts between the implementation team and the migration teams in each division. The CIO has

also formed a cross-functional Architecture Board to oversee and govern the architecture. The company has

an existing team of security architects.

TOGAF 9 has been selected as the core framework for use for the Enterprise Architecture program. The CIO

has endorsed this choice with the full support of top management.

Refer to the Scenario

In the Preliminary Phase you need to define suitable policies and ensure that the company has the appropriate

capability to address the concerns of the Corporate Board.

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

Options :

A : You evaluate the implications of the concerns raised by the Corporate Board in terms of regulatory requirements and their impact on business goals and objectives. Based on this understanding, you then issue a Request for Architecture Work to commence an architecture development project to develop a solution that will address the concerns. You allocate a security architect to oversee the implementation of the new application that is being developed

B : You start by clarifying the intent that the Board has for raising these concerns. This enables you to understand the implications of the concerns in terms of regulatory requirements and the potential impact on current business goals and objectives. You propose that a security architect or security architecture team be allocated to develop a comprehensive security architecture and that this be considered an additional domain architecture

C : You evaluate the implications of the Board-s concerns by examining the security and regulatory impacts on business goals, business drivers and objectives. Based on your understanding, you then update the current security policy to include an emphasis on the concerns. You define architecture principles to form constraints on the architecture work to be undertaken in the project. You then allocate a security architect to ensure that security considerations are included in the architecture planning for all domains.

D : You identify and document the security and regulatory requirements for the application and the data being collected. You ensure that written policies are put in place to address the requirements, and that they are communicated across the organization, together with appropriate training for key employees. You identify constraints on the architecture and communicate those to the architecture team. You establish an agreement with the security architects defining their role within the ongoing architecture project

Answer: D

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