the open group ogba-101 practice test
TOGAF Business Architecture Foundation
Question 1
Consider the following statements;
1. A whole corporation or a division of a corporation
2. A government agency or a single government department
3. Partnerships and alliances of businesses working together, such as a consortium or supply chain
What are those examples of according to the TOGAF Standard?
- A. Organizations
- B. Architectures Scopes
- C. Business Units
- D. Enterprises
Answer:
D
Explanation:
According to the TOGAF Standard, an enterprise is defined as any collection of organizations that has
a common set of goals and/or a single bottom line1
.
The examples given in the question are all types
of enterprises that can be the subject of enterprise architecture1
.
In the context of TOGAF, the term 'enterprise' encompasses more than just a single organization. It
refers to any collection of organizations that has a common set of goals. This can include, as
described in the statements provided, entire corporations or their divisions, government agencies or
departments, as well as business partnerships such as consortia or supply chains. TOGAF uses the
term 'enterprise' to define the full scope of the entity that is the subject of planning, design,
implementation, and operation of an Enterprise Architecture.
Question 2
In what TOGAF ADM phase is the information map linked to other business blueprints?
- A. Phase B
- B. Phase E
- C. Phase A
- D. Preliminary Phase
Answer:
A
Explanation:
In TOGAF’s Architecture Development Method (ADM), the information map is linked to other
business blueprints during Phase B: Business Architecture. Phase B is focused on developing the
Business Architecture, which involves creating and aligning various business architecture artifacts,
such as capability maps, value streams, organizational maps, and information maps.
The information map provides an outline of the critical information needed to support the business
capabilities and processes. By linking the information map with other business blueprints (like the
process and capability maps), architects can ensure alignment and coherence across business
architecture components. This helps in creating a clear, unified view of how information flows and
supports business operations and value creation.
Option B (Phase E) is incorrect because Phase E (Opportunities and Solutions) is primarily focused on
identifying potential solutions and prioritizing initiatives for implementation.
Option C (Phase A) is incorrect as Phase A (Architecture Vision) is focused on defining the scope and
vision of the overall architecture effort and gaining stakeholder agreement.
Option D (Preliminary Phase) is incorrect as it focuses on establishing the architecture framework
and principles rather than creating detailed business blueprints.
Therefore, Phase B: Business Architecture is the correct answer, as it is the stage where the
information map is integrated with other business architecture artifacts to create a cohesive business
architecture.
Question 3
Which of the following best describes the relationship between business models and business
architecture?
- A. Business Architecture provides a conceptual summary view, whereas business models support in- depth analysis.
- B. Business Architecture breaks a business model down into the core functional elements that describe how the business works.
- C. Business models are useful for impact analysis, however Business Architecture is needed for scenario analysis.
- D. Business model development is a prerequisite for a Business Architecture development.
Answer:
B
Explanation:
A business model describes how an organization creates, delivers, and captures value for its
stakeholders
.
A business architecture breaks a business model down into the core functional
elements that describe how the business works, such as the value proposition, the customer
segments, the channels, the revenue streams, the cost structure, the key resources, the key
activities, and the key partnerships3
.
The relationship between business models and business architecture is that while business models
provide a high-level description of business elements such as customers, markets, and the economic
rationale of the business, the business architecture takes this model and breaks it down into more
detailed descriptions. It identifies the core functional components and their relationships, which
describe how the business operates, the roles involved, the information flowing through the
business, and the technology supporting business activities.
Question 4
Complete the sentence. The TOGAF standard covers the development of four architecture domains.
Business. Dat
a. Technology and___________.
- A. Capability
- B. Application
- C. Transition
- D. Segment
Answer:
B
Explanation:
The TOGAF standard covers the development of four architecture domains: Business, Data,
Technology, and Application. The Application Architecture domain defines the applications required
to process the data and support the business functions.
The TOGAF standard describes the development of four architecture domains, which are considered
its pillars. These are Business, Data, Technology, and Application. The Application Architecture
domain provides a blueprint for the individual application systems to be deployed, their interactions,
and their relationships to the core business processes of the organization.
Question 5
Which of the following best describes where business scenarios are used in the TOGAF ADM?
- A. They are used to resolve impacts across the Architecture Landscape in Phases B, C, and D.
- B. They are used in the Preliminary Phase, Phase A, and Phase B.
- C. They are used as part of the lessons learned activity at the end of Phase F.
- D. They are used as part of a business transformation readiness assessment in Phase E.
Answer:
B
Explanation:
According to the TOGAF Standard, business scenarios are an important technique that may be used
at various stages of the enterprise architecture, principally the Architecture Vision and the Business
Architecture, but in other architecture domains as well, if required, to derive the characteristics of
the architecture directly from the high-level requirements of the business1
. The Architecture Vision
is developed in Phase A, and the Business Architecture is developed in Phase B.
The Preliminary
Phase is also a stage where business scenarios can be used to help identify and understand business
needs2
.
Business scenarios are a tool used within TOGAF to help identify and understand the business
requirements and to drive the creation of the enterprise's architecture. They are used in the
Preliminary Phase to understand the organizational context, Phase A to develop the Architecture
Vision, and Phase B to derive the Business Architecture based on the stakeholder's requirements and
the business strategy.
Question 6
Which of the following is a difference between an organization map and an organization chart?
- A. An organization map highlights where in the organization that stakeholder concerns are not being addressed by a business architecture.
- B. An organization map can be impacted by a business model change.
- C. An organization map reduces the time, cost, and risk of business operations.
- D. An organization map is limited to formal relationships between business units.
Answer:
A
Explanation:
While both organization maps and organization charts visualize organizational structures, they have
key differences:
Organization Chart: Focuses on formal reporting structures and hierarchies within an organization. It
typically shows departments, roles, and lines of authority.
Organization Map: Provides a broader view of the organization, including relationships, interactions,
and dependencies both within and outside the organization. It can highlight:
Informal relationships: Collaborations, communication channels, and networks that are not captured
in the formal hierarchy.
External relationships: Connections with customers, suppliers, partners, and other stakeholders.
Alignment with business architecture: How well the organizational structure supports the business
architecture and stakeholder concerns.
By visualizing these broader relationships, an organization map can reveal areas where the business
architecture may not be effectively addressing stakeholder needs. This could be due to:
Misalignment between structure and strategy: The organizational structure may not be optimized to
support the business strategy and value streams.
Communication gaps: There may be inadequate communication or coordination between different
parts of the organization.
Lack of clarity in roles and responsibilities: Overlapping or unclear roles can lead to confusion and
inefficiencies.
Question 7
Consider the following Business Capability Example:
Which of the following are A and C?
- A. Organization. Data.
- B. Who. What.
- C. Roles, Information.
- D. Actors, Actions.
Answer:
C
Explanation:
According to the TOGAF Business Capabilities Guide V2, a business capability is defined as "the
expression or the articulation of the capacity, materials, and expertise an organization needs in order
to perform core functions"5
.
A business capability can be decomposed into four elements: roles,
information, processes, and technology5
. In the given example, A represents roles and C represents
information.
In the context provided in the image, 'A' refers to the roles involved in the recruitment management
process, which in this case is the 'User: Recruiter' and the 'Stakeholders: Manager, Candidate
Employee'. 'C' refers to the information or data aspects of the process, which includes
'Candidate/Applicant Details', 'Position Descriptions', 'Recruitment Agency Data', and 'Industry
Standard Role Definitions'. Thus, 'A' corresponds to 'Roles' and 'C' to 'Information'.
https://pubs.opengroup.org/pocket-guides/togaf-pocket-guide/main/chap04.html
Question 8
Which of the following best describes a TOGAF business scenario?
- A. A business case.
- B. A technique to elaborate an architecture effort.
- C. A method to develop a business model.
- D. A use-case providing detailed descriptions.
Answer:
B
Explanation:
A TOGAF business scenario is a technique that can be used to fully understand the requirements of
information technology and align it with business needs1
.
It is not a business case, which is a
document that provides justification for a proposed project or initiative6
.
It is not a method to
develop a business model, which is a description of how an organization creates, delivers, and
captures value for its stakeholders7
. It is not a use-case, which is a description of how a system
interacts with external actors to achieve a specific goal.
A TOGAF business scenario is a technique that helps to derive architecture requirements by
describing a business process, application, or set of activities. It includes detailing the actors, roles,
goals, business policies, business processes, and the environment in which the scenario takes place.
Business scenarios are used within TOGAF to ensure that the architecture has a clear link to the
business requirements.
Question 9
Consider the following:
In Phase A a business capability map and a core set of value streams were created while developing
the Architecture Vision.
Why would such Architecture Descriptions need to be updated in Phase B?
- A. Phase B requires that all Architecture Descriptions be updated.
- B. The development of Business Architecture Descriptions is always iterative.
- C. Phase B is an ADM Architecture Development phase.
- D. A new value stream was assessed as in the project scope.
Answer:
B
Explanation:
The development of Business Architecture Descriptions is always iterative because it involves
constant refinement and validation of the architecture models and views based on stakeholder
feedback and changing requirements. Therefore, any Architecture Description that was created in
Phase A may need to be updated in Phase B as new information or insights emerge. Phase B does
not require that all Architecture Descriptions be updated, only those that are relevant and necessary
for the Business Architecture. Phase B is an ADM Architecture Development phase, but that does not
explain why Architecture Descriptions need to be updated. A new value stream may or may not
require updating existing Architecture Descriptions depending on its scope and impact.
In TOGAF's ADM, the development of architecture is an iterative process. During Phase A, initial
business capability maps and value streams are created to establish the Architecture Vision.
However, as stakeholders provide more detailed inputs and requirements are refined, it is necessary
to update the Architecture Descriptions. This is an iterative process that continues into Phase B,
Business Architecture, where these descriptions are further developed and refined.
Question 10
What is defined as the effect of uncertainty on objectives?
- A. Threat
- B. Continuity
- C. Risk
- D. Vulnerability
Answer:
C
Explanation:
Risk is defined as the effect of uncertainty on objectives. It can be positive or negative depending on
whether it enhances or hinders the achievement of objectives. Threat is a potential cause of risk that
could have a negative impact on objectives. Continuity is the ability to maintain or resume normal
operations after a disruption or disaster. Vulnerability is a weakness or exposure that could be
exploited by a threat to cause harm or damage.
Question 11
Consider the following graphic illustrating a method supporting the TOGAF ADM.
What does the method help identify?
- A. Solution Building Blocks
- B. Business Scenarios
- C. Alternative Target Architectures
- D. Architecture Solutions
Answer:
C
Explanation:
The graphic illustrates a method for developing alternative target architectures in Phase E of the
TOGAF ADM1
.
The method involves identifying and evaluating candidate architectures based on
criteria such as business value, cost, risk, and feasibility1
. The method helps to identify the most
suitable architecture solution for the enterprise.
https://pubs.opengroup.org/togaf-standard/adm-techniques/chap10.html
The graphic illustrates a method that supports the TOGAF ADM by identifying and evaluating
alternative target architectures. The process begins with a vision, influenced by principles and
requirements, leading to the consideration of alternatives. Each alternative is assessed based on
different criteria, leading to the selection of the most suitable target architecture. This is consistent
with the TOGAF approach of developing a set of potential architectures and then selecting the one
that best meets the enterprise's needs.
Question 12
Consider the following modeling example, relating business capabilities to organization units so as to
highlight duplication and redundancy:
(Note in this example the cells colored green, yellow, and red, are also marked G. Y, and R,
respectively) Which of the following best describes this technique?
- A. Relationship Mapping
- B. Capability Mapping
- C. Perspective Analysis
- D. Gap Analysis
Answer:
A
Explanation:
The technique shown in the example is called relationship mapping.
It is a technique that can be
used to show how a business architecture addresses stakeholder concerns across different parts of
an organization2
. It can highlight gaps or overlaps in the coverage of stakeholder concerns by a
business architecture. In this case, the technique is used to relate business capabilities to
organization units so as to highlight duplication and redundancy.
This modeling technique is referred to as Relationship Mapping. It's used to relate business
capabilities to organizational units to highlight areas of duplication and redundancy, as well as to
indicate where capabilities are being performed well (green), where there are potential issues
(yellow), and where there are significant problems or gaps (red). This visualization helps in
understanding the alignment between organizational units and capabilities, and where
improvements or changes may be needed.
5.2.1 Capability/Organization Mapping
https://pubs.opengroup.org/togaf-standard/business-architecture/business-capabilities.html#_Toc95135898
Question 13
Which approach to model, measure, and analyze business value is primarily concerned with
identifying the participants involved in creating and delivering value?
- A. Value chains
- B. Value networks
- C. Lean value streams
- D. Value streams
Answer:
B
Explanation:
Value networks are an approach to model, measure, and analyze business value that is primarily
concerned with identifying the participants involved in creating and delivering value3
.
Value
networks focus on the relationships and interactions among the participants, such as customers,
suppliers, partners, employees, and other stakeholders3
. Value networks can help to understand
how value flows through the network and how it can be improved or optimized.
Value networks emphasize the interconnectedness of various entities involved in creating and
delivering value. This approach goes beyond the linear view of a value chain and recognizes the
complex relationships and interactions between:
Internal participants: Different departments, teams, and individuals within the organization.
External participants: Suppliers, partners, customers, and other stakeholders outside the
organization.
By identifying and analyzing these participants, value networks help to:
Understand the ecosystem: Gain a holistic view of how value is created and delivered within a
broader network of relationships.
Identify key dependencies: Recognize how different participants rely on each other and how their
actions affect the overall value creation process.
Optimize collaboration: Improve coordination and collaboration between participants to enhance
efficiency and value delivery.
Identify potential risks and opportunities: Assess the impact of changes or disruptions within the
network on value creation
Question 14
Which of the following describes how business models are used within the TOGAF standard?
- A. To identify, classify, and mitigate risks to the business.
- B. To tailor the enterprise architecture for the business.
- C. To document the factors impacting the business migration plan.
- D. To help formulate architecture and business principles.
Answer:
D
Explanation:
Business models play a significant role in shaping the principles that guide both architecture
development and business operations within the TOGAF framework. Here's how:
Understanding value creation: Business models articulate how an organization creates, delivers, and
captures value. This understanding informs the development of architecture principles that support
and enable value creation.
Aligning architecture with business goals: By analyzing the business model, architects can identify
the key drivers and priorities of the business. This helps to formulate architecture principles that
ensure the architecture aligns with the business goals and strategy.
Defining desired behaviors: Business models often implicitly or explicitly define desired behaviors
and ways of working within an organization. These behaviors can be codified into business principles
that guide decision-making and actions across the enterprise.
Promoting consistency: Using the business model as a foundation for principles ensures consistency
between the architecture and the business strategy. This helps to avoid conflicts and ensures that the
architecture supports the overall direction of the organization.
Question 15
Which of the following can be used to help define information concepts in an information map?
- A. Stakeholder Map
- B. Value streams
- C. Statement of business goals and drivers
- D. Organization Map
Answer:
A
Explanation:
Role of Information Maps in TOGAF
Information maps are used to define and structure the key information concepts necessary for an
organization’s operations. They organize information in a way that aligns with the organization’s
business needs and are crucial for creating a robust information architecture.
Relationship Between Information Maps and Stakeholder Maps
In TOGAF and enterprise architecture practices, stakeholder maps play an essential role in defining
information concepts because they identify the various stakeholders involved in or affected by the
business operations. Understanding stakeholders and their interactions helps architects determine
the types of information that are valuable to each stakeholder group. This understanding aids in
structuring the information map to meet the specific needs and requirements of each stakeholder.
As per TOGAF guidance, if an organization already has a stakeholder map, it can serve as a valuable
tool for identifying the information concepts required by different stakeholders. This allows
architects to tailor the information architecture to align with the interests, roles, and responsibilities
of stakeholders, which directly impacts the organization’s information needs.
Why Stakeholder Map is the Correct Answer
Stakeholder maps provide insights into the information needs of various stakeholders, helping to
define information concepts within the information map.
By referencing a stakeholder map, architects can identify the key information flows, data
requirements, and access needs of each stakeholder, ensuring that the information map is
comprehensive and aligned with actual usage.
This alignment with stakeholder needs ensures that the information architecture supports the
organization’s objectives by delivering relevant information to each party involved.
Why Other Options are Less Suitable:
Option B (Value Streams):
Value streams focus on the high-level flow of activities that deliver value but do not directly inform
the structure of information concepts.
Option C (Statement of Business Goals and Drivers):
While business goals and drivers provide strategic direction, they do not specifically define
information concepts in the same way that understanding stakeholder needs does.
Option D (Organization Map):
An organization map helps in understanding roles and responsibilities within the enterprise but does
not directly influence the definition of information concepts in the same manner as a stakeholder
map.
Conclusion:
The correct answer is A. Stakeholder Map because it directly helps define information concepts in an
information map by clarifying the information needs of each stakeholder group.
Reference:
TOGAF® Standard, Version 9.2, Stakeholder Mapping and Information Mapping Techniques
TOGAF Business Architecture Guide, sections on Information Maps and Stakeholder Maps