OG0-093 Exam Dumps - TOGAF 9.2 Combined Part 1 and Part 2

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Question # 105

Which of the following types of architecture defines technology standards for building blocks and reflects general computing requirements?

Industry Architecture

Transition Architecture

Foundation Architecture

Organization-Specific Architecture

Common Systems Architecture

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Question # 106

Scenario:

Please read this scenario prior to answering the Question

You have been assigned the role of Lead Enterprise Architect for a manufacturing firm that specializes in musical instruments. The firm has been established for over 100 years, operating in North America for most of that time. In the last ten years, the firm has expanded into European markets and will soon establish a market in Latin America. A future expansion into the Asia Pacific region is also planned.

The firm is organized into several business units that each focus on manufacturing particular families of instruments such as brass, woodwind, and percussion. Each business unit has acquired other producers to expand its manufacturing capacity. This has resulted in a complex environment with a high diversity of business and manufacturing systems.

The Enterprise Architecture (EA) program within the firm has been functioning for several years. It has made significant progress in consolidating the technology portfolio and establishing key standards. The CIO and the COO are pint sponsors of the EA program. The EA program is mature, with an active Architecture Board and a well-defined architecture process and standard content templates based on the TOGAF 9 Architecture Content Framework. The EA process framework is well coordinated with the PMO, Systems Development, and Operations functions.

The firm has completed a strategic plan to reorganize its Sales & Marketing organization according to the four target geographic markets. One of the goals of this reorganization is to improve the ability of Marketing to collect more meaningful market analytics that will enable each sector to better address market needs with effective marketing campaigns and global product presence.

A Request for Architecture Work to address the goals of the reorganization has been approved. As the architecture team commences its work, the CIO has expressed concerns about whether the firm will be able to adapt to the proposed architecture and how to manage the associated risks.

Refer to the Scenario

You have been asked how to address the concerns of the CIO.

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

In Phase B, the team should create a set of views that will enable them to identify the factors that will influence the successful introduction of the architecture into the organization. There should then be an assessment of each factor on a maturity scale that will allow the team to gauge the urgency, readiness, and degree of difficulty to fix. These factors can then be used to assess the initial risks associated with the proposed architec

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 architecture.

In Phase A, the team should use the Business Transformation Readiness Assessment technique to identify the factors that will influence the successful introduction of the architecture into the organization. The assessment should include determining the readiness rating for each factor based on a maturity scale that will allow the team to gauge the urgency, readiness, and degree of difficulty to fix. These factors can then be used to assess t

In Phase A, the team should conduct a Business Scenario to identify the stakeholders ' concerns and the resulting retirements. Once the retirements have been identified, they can be assessed in terms of their risks. The risks should be evaluated in terms of how they could be avoided, transferred, or mitigated. Any risks that cannot be resolved should be identified as residual risks and their disposition should be decided by the Architectur

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Question # 107

Scenario

Please read this scenario prior to answering the question

Your role is that of the Lead Architect working for a government agency responsible for immigration, customs, and border control. The agency was formed by consolidating several smaller government agencies. The agency has established an Enterprise Architecture practice based on TOGAF 9. The CIO is the executive sponsor and has appointed an EA steering team to oversee the practice.

There has been a considerable increase in security requirements and immigration service requests in recent years, which have expanded the scope and size of the operations of the agency. As a result, the existing Information Technology architecture no longer meets the required service levels. A significant Enterprise Architecture (EA) initiative is in progress with the opal to improve customer responsiveness and satisfaction, and improve the overall operational efficiency of the agency.

The current EA staff members were internal appointments based on a request from the EA steering team to supply a number of suitable individuals for the EA effort. Collectively, they possess a broad range of IT and business analysis skills. However, the CIO has expressed concern about the diverse range of experience within the team. There is concern that the EA staff may be lacking in some of the critical skills that are required to properly conduct EA activities. It had been assumed that any EA-related skill gaps would be overcome by on-the-job mentoring from the senior members of the EA staff. Each architect was expected to attend a TOGAF training course and participate in other skill development activities.

A recent review of the EA program revealed that many EA staff members, despite attending multi-day training courses, were not proficient in analyzing or creating the models and artifacts required for their assigned architecture projects. Stakeholders have observed errors and inconsistencies in artifacts and deliverables being submitted for review.

Refer to the Scenario

The CIO has asked you to recommend a professional development plan for the EA staff in order to address the findings raised in the recent review.

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

You recommend that a comprehensive evaluation of key team leader skills be made using the TOGAF Architecture Skills Framework. Based on the evaluations, you will recommend the necessary staff changes. This will ensure that the team leaders have the necessary skills and experience for the architecture tasks within the agency. The role and skill categories defined in the TOGAF Architecture Skills Framework should then be shared with the depar

You recommend that an architecture maturity assessment should be conducted. This will identify the practices on which the agency should focus to see the greatest improvement and ensure that the basic enterprise architecture process is documented. As part of the assessment, all of the team leaders should be interviewed and their qualifications assessed. In order to rectify areas of low proficiency, they are expected to attend additional EA t

You recommend that you work with the EA steering team to adapt the TOGAF Architecture Skills Framework for use within the architecture practice at the agency. The categories of architecture roles, the required skills for each role and the desired level of proficiency for each role and skill will be defined by this framework. Each team member, or prospective team member, can then be evaluated for suitability against these roles and skills. S

You recommend that to address the issues identified in the review, the experienced team leaders should mentor the junior team members. At the same time additional training should be provided. Since it is now known that some models are improperly defined and may have caused cascading errors in other parts of the architecture, you recommend an iteration of the Migration Planning phase occur, so as to develop a coordinated transition to a new

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Question # 108

Scenario

Please read this scenario prior to answering the Question

You are serving as an Enterprise Architect at a large aerospace company. It designs, manufactures and sells civil and military aviation products worldwide and manufactures in multiple countries both inside and outside of the European Union. The company has grown rapidly by acquisition and has inherited numerous different procurement processes and related IT systems.

Recently, several procurement processes, within the civil aviation business, have has problems related to the timing of purchases, which has led to excess inventory. The Vice President in charge of Supply Chain Management has made the decision to consolidate and reduce redundant procurement processes and systems. He has committed to the CEO that the business will move to a " Just-in-time " procurement system so as to keep inventory costs low.

The TOGAF standard is used for internal Enterprise Architecture activities. At present, there are no architectural assets in the Architecture Repository related to this initiative. All assets will need to be acquired, customized, or created from scratch. The company prefers to implement commercial off the shelf package applications with little customization. The CIO, who is the project sponsor, has stated that she is not concerned about preserving the existing procurement processes or systems.

This project is using an iterative approach for executing the Architecture Development Method (ADM). The architecture development project has completed the Architecture Vision Phase and has started a number of iteration cycles to develop the Architecture. As a packaged application is being considered, the next iteration will include both the Business and Application Architectures.

Stakeholders concerns that should be addressed by these architectures include:

1. What groups of people should be involved in procurement-related business processes?

2. What applications will these groups use once the architecture development is complete?

3. What non-procurement applications will need to be integrated with the new procurement applications?

4. What are the dependences between the non-procurement and the new procurement applications?

Refer to the Scenario

[Note: You may need to refer to the Architectural Artifacts chapter, section 31.6 (located in Part IV) within the reference text in order to answer this question.]

You have been asked to identify the most appropriate catalogs, matrices, and diagrams to support the next iteration of Architecture development.

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

You would describe the Baseline Business Architecture with a Baseline Business Process catalog, and an Object lifecycle catalog. You would describe the Baseline Application Architecture with an Interface catalog and a Technology Portfolio catalog.

You would describe the Baseline Business Architecture with an Organization/Actor catalog, and a Business Service/Function catalog, and a Data Entity/Business Function matrix. You would describe the Baseline Application Architecture with an Application Portfolio catalog and an Application/Function matrix.

You would describe the Target Business Architecture with a Business Interaction matrix, and a Business Service/Function catalog. You would describe the Target Application Architecture with an Application Communication diagram, an Application/Organization matrix, an Application Interaction matrix and an Interface catalog.

You would describe the Target Business Architecture with a Business Service/Function catalog, an Organization/Actor catalog, and Data Lifecycle diagrams. You would describe the Target Application Architecture with Application Communication diagrams, an Application Interaction matrix, and an Application Portfolio catalog.

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Question # 109

Scenario:

Please read this scenario prior to answering the question

Your role is that of the Lead Enterprise Architect at a multinational automotive corporation. The company is headquartered in Germany, and manufactures cars, trucks and buses. It has manufacturing plants across North America, South America, Europe and Asia. Each of these plants has been operating its own planning and production scheduling systems, as well as custom developed applications that drive the automated production equipment at each plant.

The company has an ongoing initiative to improve the efficiency of all of its production operations, and in particular to reduce its carbon footprint. During a recent exercise held for internal quality improvement, it was determined that a significant reduction in energy usage could be achieved by replacing the current planning and scheduling systems with a common Enterprise Resource Planning (ERP) system located in one central data center. This central system would provide support to each of the plants replacing the functionality in the existing systems. It would also eliminate the need for full data centers at each of the plant facilities.

The Enterprise Architecture department has been operating for several years and has mature, well-developed architecture governance and development processes that are strongly based on TOGAF standard.

At a recent meeting, the Architecture Board approved a Request for Architecture Work sponsored by the global CIO. The request covered the initial architectural investigations and the development of a comprehensive architecture to plan the transformation.

The architecture project team has now been formed, and 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 driving their planning and production scheduling from a remote centralized system. The CIO wants to know how these concerns can be addressed. During the initial project team meeting a number of alternative recommendation for how to proceed have been put forward by members of the team.

Refer to the Scenario

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

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 tam should define a preliminary Architecture Vision. The team should then use that model to build consensus among the key stakeholders.

The team should identify the individuals and groups within the organization who will contribute to the project in order to understand who has concerns about the initiative. The team should then hold a series of interviews at each of the manufacturing plants using the business scenario technique. This will then enable them to identify and document the key high-level stakeholder requirements for the architecture.

The team should utilize its approved supplier list, and conduct a pilot project that will enable those suppliers to demonstrate potential solutions that will address the concerns of the stakeholders. Based on the findings of that pilot project, a complete set of requirements will be developed that will drive the evolution of the architecture.

The team should perform a shallow architecture development iteration, developing Baseline and Target Architecture for each of the manufacturing plants. This should include development of a set of views corresponding to selected viewpoints that address key concerns of the stakeholders. A consolidated gap analysis between the architectures will then be used to validate the approach and determine the capability increments needed to achieve the

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Question # 110

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

[Note: You should assume that the company has adopted the example set of principles that are listed and defined in TOGAF 9, Section 23.6.]

One of the earliest initiatives in the Enterprise Architecture program was the definition of a set of architecture principles. These now need to be updated to address the concerns raised.

You have been asked to select a set of principles most appropriate for guiding the team to define a robust solution.

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

Common-use Applications, Control Technical Diversity, Ease of Use, Interoperability, Data is Shared, Data is Accessible, Data Security

Business Continuity, Common-use Applications, Maximize Benefit to the Enterprise, Data is Shared, Data is Accessible, Data Security

Technology Independence, Data Trustee, Information Management is Everybody ' s Business, IT Responsibility, Responsive Change Management

Service-orientation, Responsive Change Management, Business Continuity, Data is Accessible, Data Security

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Question # 111

Scenario

Please read this scenario prior to answering the Question

You are serving as the Lead Architect for an enterprise architecture project team within a leading multinational pharmaceutical and medical devices manufacturer. Its brands include numerous household names for medications and first aid supplies.

The company has a long history of innovating new treatments for many common illnesses and diseases. Prior to launching a new treatment, the company has to demonstrate Its effectiveness and safety in a set of clinical trials that satisfy the regulatory requirements of the countries in the target markets. All clinical trials are undertaken by its research laboratories, which employ over 10,000 people at separate facilities in the United Kingdom, United States, Sweden, France, Canada, India, China and Japan. In addition to internal research and development activities the company is also involved in publicly funded collaborative research projects, with other industrial and academic partners.

The Enterprise Architecture group within the company has been engaged in an architecture development project to create a secure networked collaboration system that will allow researchers at its product development laboratories worldwide to share information about their clinical trials. This system will also connect with external partners.

The Enterprise Architecture group is a mature organization. They use the TOGAF 9 ADM with extensions required to support current good manufacturing practices and good laboratory practices in their target markets. Due to the highly sensitive nature of the information that is managed, special care was taken to ensure that each architecture domain included an examination of the security and privacy issues that are relevant.

The Executive Vice President for Clinical Research is the sponsor of the Enterprise Architecture activity. She has stated that the changes to the enterprise architecture for the new system will need to be rolled out in stages on a regional basis that minimizes disruptions to ongoing clinical trials.

Refer to the Scenario

You have been asked to recommend the approach to identify the work packages that will be included in the Transition Architecture(s).

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

Determine the set of Solution Building Blocks required by identifying which Solution Building Blocks need to be developed and which need to be procured. Eliminate any duplicate building blocks. Group the remaining Solution Building Blocks together to create the work packages using a CRUD matrix. Rank the work packages in terms of cost and select the most cost-effective options for inclusion in a series of Transition Architectures. Schedule

Create an Implementation Factor Assessment and Deduction Matrix and a Consolidated Gaps, Solutions and Dependencies Matrix. For each gap, identify a proposed solution and classify it as new development, purchased solution, or based on an existing product. Group similar solutions together to form work packages. Identify dependencies between work packages factoring in the clinical trial schedules. Regroup the packages into a set of Capability

Group the Solution Building Blocks from a Consolidated Gaps, Solutions and Dependencies Matrix into a set of work packages. Using the matrix as a planning tool, regroup the work packages to account for dependencies. Sequence the work packages into the Capability Increments needed to achieve the Target Architecture. Schedule the rollout one region at a time. Document the progression of the enterprise architecture using a state evolution tabl

Use a Consolidated Gaps, Solutions and Dependencies Matrix as a planning tool. For each gap classify whether the solution is either a new development, purchased solution, or based on an existing product. Group the similar solutions together to define the work packages. Regroup the work packages into a set of Capability Increments to transition to the Target Architecture taking into account the schedule for clinical trials.

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Question # 112

Please read this scenario prior to answering the question.

You are employed as an Enterprise Architect within an Enterprise Architecture team at a large food services company.

The company has a mature EA practice and uses the TOGAF standard for its architecture work. In addition to using the TOGAF standard, the company uses a number of management frameworks, including project management and operations management. The Chief Information Officer is the sponsor of the EA program within the company.

The company focuses on sales to trade and wholesale customers, for example, restaurants and other food sellers. It sells a variety of products and serves a number of different markets. One of the companyâ€™s rivals has launched a competing product range and additional services. They are running a widespread advertising campaign with generous rewards for customers to switch to them. Many of the companyâ€™s customers have announced that they are changing to the rival.

The Chief Executive Officer has stated that changes need to be made to address the situation. He wants new markets to be found for the companyâ€™s products. The business needs to change direction and address the retail market as well as the existing market.

The company is accustomed to a stable business with a well-established and consistent customer base. It is uncertain whether the company will be able to adapt to changes in its business practices, and whether these changes will be temporary or permanent. The companyâ€™s culture presents a potential risk factor.

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

Refer to the scenario.

How should you address the incompatibilities between key stakeholder preferences?

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

Make sure that the value preferences and priorities of the stakeholders are understood. Several alternative Target Architectures should be developed, highlighting the gaps between the current state and the alternatives. The features from one or more alternatives should be combined in collaboration with the stakeholders. A formal stakeholder review should then decide which alternative is fit for purpose and should be moved forward with. The

The Architecture Vision, Principles, and Requirements should be used to define a set of criteria for alternatives. A set of architecture views should be created to illustrate the impact of the alternative Target Architectures. The impact on planned projects should be identified, together with the strengths and weaknesses of the alternatives. A formal stakeholder review should be held to decide which alternative to proceed with. The amount o

Review the Stakeholder Map and make sure that the concerns of all department heads have been addressed and represented. The department heads should be involved in resolving the incompatibilities. The Communications Plan should include a report that summarizes the key features of the architecture and how incompatibilities were resolved to satisfy the stakeholdersâ€™ requirements. Confirm with each key stakeholder that they are satisfied with

Given that the Chief Executive Officer has stated that the company must change direction, it is better to compromise on a full product range rather than time-to-market. Just enough of the Target Architecture should be developed to demonstrate fitness of the proposed approach. The description should be limited to where there is a gap from the current baseline. Approval by the stakeholders should be sought to move forward with detailed develo

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Answer:

Explanation:

The best answer is B .

The scenario describes incompatible stakeholder preferences around time-to-market, cost savings, and completeness of the product range. In TOGAF terms, this calls for the use of Architecture Alternatives and Trade-offs . TOGAF guidance states that, where there are multiple possible Target Architectures or conflicting stakeholder preferences, the architect should evaluate alternative architectures against agreed criteria, communicate the impact of each alternative through appropriate architecture views, and support stakeholders in making an informed trade-off decision.

Option B is the best answer because it follows the TOGAF approach most closely. It starts with the already agreed Architecture Vision, Architecture Principles, and Requirements to define evaluation criteria. This is important because the alternatives should not be judged by personal preference alone; they should be assessed against the agreed architecture direction and requirements. It then uses architecture views to show the impact of the alternative Target Architectures. This aligns with TOGAFâ€™s emphasis that architecture views are created to address stakeholder concerns. The option also considers the impact on planned projects, identifies strengths and weaknesses of the alternatives, and uses a formal stakeholder review to decide which alternative should proceed.

Option A is a reasonable answer, but it is not the best one. It correctly mentions stakeholder value preferences, alternative Target Architectures, gaps, collaboration, formal review, and funding. However, it is less precise than Option B because it does not explicitly use the agreed Architecture Vision, Principles, and Requirements as the basis for evaluation criteria. It also says that features from one or more alternatives should be combined, which may be appropriate in some cases, but TOGAF does not require that the selected Target Architecture must be a combined architecture. The stronger TOGAF approach is to evaluate alternatives systematically against agreed criteria and stakeholder concerns.

Option C is not the best answer because it focuses mainly on stakeholder management and communication. Stakeholder concerns and the Stakeholder Map are important in TOGAF, but the question is specifically about resolving incompatible preferences in the Target Architecture. This requires analysis of alternatives and trade-offs, not simply confirming that department heads are satisfied.

Option D is incorrect because it makes a premature architecture decision by assuming that the full product range should be compromised in favor of time-to-market. TOGAF does not recommend that the architect independently select a compromise based only on the CEOâ€™s statement. The correct approach is to develop and assess alternatives, make trade-offs visible, and support stakeholder decision-making through governance and formal review.

Therefore, B is the best answer because it applies the TOGAF approach of using agreed architecture drivers, requirements, architecture views, alternatives, impact analysis, and stakeholder review to resolve competing stakeholder preferences.

[References:TOGAF Standard, Version 9.2, Part II: Architecture Development Method, Chapter 6: Phase A â€” Architecture Vision.TOGAF Standard, Version 9.2, Part II: Architecture Development Method, Phases B, C, and D, steps for developing Target Architectures and considering architecture alternatives.TOGAF Standard, Version 9.2, Part III: ADM Guidelines and Techniques, Architecture Alternatives and Trade-offs.TOGAF Standard, Version 9.2, Part III: Stakeholder Management.TOGAF Standard, Version 9.2, Part IV: Architecture Content Framework, Architecture Views and Architecture Requirements., , ]

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