Please read this scenario prior to answering the question
You are working as Chief Enterprise Architect at a large Internet company. The company has many
divisions, ranging from cloud to logistics. The company has grown rapidly, expanding from initially
selling physical books and media to a range of services including an online marketplace, live-
streaming. eBooks. and cloud services.
Overall management of the numerous divisions has become challenging. Recent high-profile projects
have overrun on budget and under delivered, damaging the company's reputation, and adversely
impacting its share price. There is a widely held view within the executive management that the
organization structure has played a major role in these project failures.
The company has an established Enterprise Architecture program based on the TOGAF standard,
sponsored jointly by the Chief Executive Officer (CEO) and Chief Information Officer (CIO). The CEO
has decided that the company needs to reorganize its divisions around artificial intelligence and
machine learning with a focus on automation. The CEO has worked with the Enterprise Architects to
create a strategic architecture for the reorganization, including an Architecture Vision, together with
definitions for the four domain architectures. This sets out an ambitious vision of the future of the
company over a three-year period. This includes a set of work packages and includes three distinct
transformations.
The CIO has made it clear that prior to the approval of the detailed Implementation and Migration
plan, the EAteam will need to assess the risks associated with the proposed architecture. He has
received concerns from key stakeholders across the company that the proposed reorganization may
be too ambitious and there is doubt whether it can produce sufficient value to warrant the risks.
Refer to the scenario
You have been asked to recommend an approach to satisfy these concerns. Based on the TOGAF
Standard, which of the following is the best answer?
A
Explanation:
The Business Transformation Readiness Assessment is a technique that can be used to evaluate the
readiness of the organization to undergo change and to identify the actions needed to increase the
likelihood of a successful business transformation. This technique can help to address the concerns
of the key stakeholders about the risks and value of the proposed reorganization. The technique
involves assessing the following aspects of the organization: vision, commitment, capacity, capability,
culture, and communication. Based on the assessment, the risks associated with the transformations
can be identified, classified, and mitigated for. The technique also helps to identify the dependencies
between the set of changes, including gaps and work packages, and the improvement actions to be
worked into the Implementation and Migration Plan.
The technique also supports the determination
of the business value, effort, and risk associated for each transformation, which can be used to
prioritize and sequence the work packages and the Transition Architectures1 Reference: 1
: The
TOGAF Standard, Version 9.2, Part III: ADM Guidelines and Techniques, Chapter 27: Business
Transformation Readiness Assessment
Please read this scenario prior to answering the question
Your role is that of a senior architect, reporting to the Chief Enterprise Architect, at a medium-sized
company with 400 employees. The nature of the business is such that the data and the information
stored on the company systems is their major asset and is highly confidential.
The company employees travel extensively for work and must communicate over public
infrastructure using message encryption, VPNs, and other standard safeguards. The company has
invested in cybersecurity awareness training for all its staff. However, it is recognized that even with
good education as well as system security, there is a dependency on third-parly suppliers of
infrastructure and software.
The company uses the TOGAF standard as the method and guiding framework for its Enterprise
Architecture (EA) practice. The CTO is the sponsor of the activity.
The Chief Security Officer (CSO) has noted an increase in ransomware (malicious software used in
ransom demands) attacks on companies with a similar profile. The CSO recognizes that no matter
how much is spent on education, and support, it is likely just a matter of time before the company
suffers a significant attack that could completely lock them out of their information assets.
A risk assessment has been done and the company has sought cyber insurance that includes
ransomware coverage. The quotation for this insurance is hugely expensive. The CTO has recently
read a survey that stated that one in four organizations paying ransoms were still unable to recover
their data, while nearly as many were able to recover the data without paying a ransom. The CTO has
concluded that taking out cyber insurance in case they need to pay a ransom is not an option.
Refer to the scenario
You have been asked to describe the steps you would take to improve the resilience of the current
architecture?
Based on the TOGAF standard which of the following is the best answer?
A
Explanation:
Business continuity is the ability of an organization to maintain essential functions during and after a
disaster or disruption. Business continuity requirements are the specifications and criteria that
define the acceptable level of performance and availability of the business processes and services in
the event of a disaster or disruption. A gap analysis is a technique that compares the current state of
the architecture with the desired state, and identifies the gaps or differences that need to be
addressed. A change request is a formal proposal for an amendment to some product or system,
such as the architecture.
A Request for Architecture Work is a document that describes the scope,
approach, and expected outcomes of an architecture project123
The best answer is A, because it describes the steps that would improve the resilience of the current
architecture, which is the ability to withstand and recover from a ransomware attack or any other
disruption. The steps are:
Determine the business continuity requirements, which specify the minimum acceptable level of
performance and availability of the business processes and services in case of a ransomware attack.
This would involve identifying the critical business functions, the recovery time objectives, the
recovery point objectives, and the dependencies and resources needed for recovery.
Undertake a gap analysis of the current Enterprise Architecture, which compares the current state of
the architecture with the desired state based on the business continuity requirements. This would
involve assessing the strengths and weaknesses of the current architecture, the risks and
opportunities for improvement, and the gaps or differences that need to be addressed.
Make recommendations for change requirements to address the situation and create a change
request. This would involve proposing solutions and alternatives to close the gaps, enhance the
resilience, and mitigate the risks of the current architecture. The change request would document
the rationale, scope, impact, and benefits of the proposed changes, and seek approval from the
relevant stakeholders.
Manage a meeting of the Architecture Board to assess and approve the change request. The
Architecture Board is a governance body that oversees the architecture work and ensures
compliance with the architecture principles, standards, and goals. The meeting would involve
presenting the change request, discussing the pros and cons, resolving any issues or conflicts, and
obtaining the approval or rejection of the change request.
Once approved, produce a new Request for Architecture Work to activate an ADM cycle to carry out a
project to define the change. The Request for Architecture Work would describe the scope, approach,
and expected outcomes of the architecture project that would implement the approved change
request. The Request for Architecture Work would initiate a new cycle of the Architecture
Development Method (ADM), which is the core process of the TOGAF standard that guides the
development and management of the enterprise architecture.
Reference: 1: The TOGAF Standard, Version 9.2, Part III: ADM Guidelines and Techniques, Chapter 33:
Business Scenarios 2: The TOGAF Standard, Version 9.2, Part III: ADM Guidelines and Techniques,
Chapter 30: Gap Analysis 3
: The TOGAF Standard, Version 9.2, Part III: ADM Guidelines and
Techniques, Chapter 31: Architecture Change Management : The TOGAF Standard, Version 9.2, Part
II: Architecture Development Method (ADM), Chapter 7: Request for Architecture Work : The TOGAF
Standard, Version 9.2, Part III: ADM Guidelines and Techniques, Chapter 34: Business Transformation
Readiness Assessment : The TOGAF Standard, Version 9.2, Part III: ADM Guidelines and Techniques,
Chapter 30: Gap Analysis : The TOGAF Standard, Version 9.2, Part III: ADM Guidelines and
Techniques, Chapter 31: Architecture Change Management : The TOGAF Standard, Version 9.2, Part
VI: Architecture Capability Framework, Chapter 50: Architecture Governance : The TOGAF Standard,
Version 9.2, Part II: Architecture Development Method (ADM), Chapter 7: Request for Architecture
Work
Please read this scenario prior to answering the question
You are serving as the Lead Architect for an Enterprise Architecture team within a leading
multinational biotechnology company. The company works in three major industries, including
healthcare, crop production, and agriculture. Your team works within the healthcare division.
The healthcare division is developing a new vaccine, and has to demonstrate its effectiveness and
safety in a set of clinical trials that satisfy the regulatory requirements of the relevant health
authorities. The clinical trials are undertaken by its research laboratories at multiple facilities
worldwide. In addition to internal research and development activities, the healthcare division is
also involved in publicly funded collaborative research projects with industrial and academic
partners.
The Enterprise Architecture team has been engaged in an architecture project to develop a secure
system that will allow the healthcare researchers to share information more easily about their
clinical trials, and work more collaboratively across the organization and also with its partners. This
system will also connect with external partners.
The Enterprise Architecture team uses the TOGAF ADM with extensions required to support
healthcare manufacturing practices and laboratory practices. Due to the highly sensitive nature of
the information that is managed, special care has been taken to ensure that each architecture
domain considers the security and privacy issues that are relevant.
The Vice President for Worldwide Clinical Research is the sponsor of the Enterprise Architecture
activity. She has stated that disruptions must be minimized for the clinical trials, and that the rollout
must be undertaken incrementally.
Refer to the scenario
You have been asked to recommend the approach to identify the work packages for an incremental
rollout meeting the requirements.
Based on the TOGAF standard which of the following is the best answer?
B
Explanation:
A Consolidated Gaps, Solutions and Dependencies Matrix is a technique that can be used to create
work packages for an incremental rollout of the architecture. A work package is a set of actions or
tasks that are required to implement a specific part of the architecture. A work package can be
associated with one or more Architecture Building Blocks (ABBs) or Solution Building Blocks (SBBs),
which are reusable components of business, IT, or architectural capability. A work package can also
be associated with one or more Capability Increments, which are defined, discrete portions of the
overall capability that deliver business value.
A Capability Increment can be realized by one or more
Transition Architectures, which are intermediate states of the architecture that enable the transition
from the Baseline Architecture to the Target Architecture123
The steps for creating work packages using this technique are:
For each gap between the Baseline Architecture and the Target Architecture, identify a proposed
solution and classify it as new development, purchased solution, or based on an existing product. A
gap is a difference or deficiency in the current state of the architecture that needs to be addressed by
the future state of the architecture. A solution is a way of resolving a gap by implementing one or
more ABBs or SBBs.
Group similar solutions together to define the work packages. Similar solutions are those that have
common characteristics, such as functionality, technology, vendor, or location.
Identify dependencies between work packages, such as logical, temporal, or resource dependencies.
Dependencies indicate the order or priority of the work packages, and the constraints or risks that
may affect their implementation.
Regroup the work packages into a set of Capability Increments to transition to the Target
Architecture. Capability Increments should be defined based on the business value, effort, and risk
associated with each work package, and the schedule and objectives of the clinical trials. Capability
Increments should also be aligned with the Architecture Vision and the Architecture Principles.
Document the work packages and the Capability Increments in an Architecture Definition Increments
Table, which shows the mapping between the work packages, the ABBs, the SBBs, and the Capability
Increments. The table also shows the dependencies, assumptions, and issues related to each work
package and Capability Increment.
Therefore, the best answer is B, because it describes the approach to identify the work packages for
an incremental rollout meeting the requirements, using the Consolidated Gaps, Solutions and
Dependencies Matrix as a planning tool.
Reference: 1: The TOGAF Standard, Version 9.2, Part III: ADM Guidelines and Techniques, Chapter 30:
Gap Analysis 2: The TOGAF Standard, Version 9.2, Part IV: Architecture Content Framework, Chapter
36: Building Blocks 3
: The TOGAF Standard, Version 9.2, Part III: ADM Guidelines and Techniques,
Chapter 31: Architecture Change Management : The TOGAF Standard, Version 9.2, Part II:
Architecture Development Method (ADM), Chapter 23: Phase E: Opportunities and Solutions : The
TOGAF Standard, Version 9.2, Part II: Architecture Development Method (ADM), Chapter 21: Phase F:
Migration Planning : The TOGAF Standard, Version 9.2, Part II: Architecture Development Method
(ADM), Chapter 18: Phase A: Architecture Vision : The TOGAF Standard, Version 9.2, Part III: ADM
Guidelines and Techniques, Chapter 23: Architecture Principles
Please read this scenario prior to answering the question
You have been appointed as senior architect working for an autonomous driving technology
development company. The mission of the company is to build an industry leading unified
technology and software platform to support connected cars and autonomous driving.
The company uses the TOGAF Standard as the basis for its Enterprise Architecture (EA) framework.
Architecture development within the company follows the purpose-based EA Capability model as
described in the TOGAF Series Guide: A Practitioners'Approach to Developing Enterprise Architecture
Following the TOGAF® ADM.
An architecture to support strategy has been completed defining a long-range Target Architecture
with a roadmap spanning five years. This has identified the need for a portfolio of projects over the
next two years. The portfolio includes development of travel assistance systems using swarm data
from vehicles on the road.
The current phase of architecture development is focused on the Business Architecture which needs
to support the core travel assistance services that the company plans to provide. The core services
will manage and process the swarm data generated by vehicles, paving the way for autonomous
driving in the future.
The presentation and access to different variations of data that the company plans to offer through
its platform poses an architecture challenge. The application portfolio needs to interact securely with
various third-party cloud services, and V2X (Vehicle-to-Everything) service providers in many
countries to be able to manage the data at scale. The security of V2X is a key concern for the
stakeholders. Regulators have stated that the user's privacy be always protected, for example, so that
the drivers' journey cannot be tracked or reconstructed by compiling data sent or received by the car.
Refer to the scenario
You have been asked to describe the risk and security considerations you would include in the
current phase of the architecture development?
Based on the TOGAF standard which of the following is the best answer?
D
Explanation:
A security domain model is a technique that can be used to define the security requirements and
policies for the architecture. A security domain is a grouping of assets that share a common level of
security and trust. A security policy is a set of rules and procedures that govern the access and
protection of the assets within a security domain.
A security domain model can help to identify the
security domains, the assets within each domain, the security policies for each domain, and the
relationships and dependencies between the domains1
Since the data is being shared across partners, a security federation is needed to establish a trust
relationship and a common security framework among the different parties. A security federation is
a collection of security domains that have agreed to interoperate under a set of shared security
policies and standards. A security federation can enable secure data exchange and collaboration
across organizational boundaries, while preserving the autonomy and privacy of each party.
A
security federation requires contractual arrangements, and a definition of the responsibility areas for
the data exchanged, as well as security implications2
A risk assessment is a process that identifies, analyzes, and evaluates the risks that may affect the
architecture. A risk assessment can help to determine the likelihood and impact of the threats and
vulnerabilities that may compromise the security and privacy of the data assets.
A risk assessment
can also help to prioritize and mitigate the risks, and to monitor and review the risk situation3
Therefore, the best answer is D, because it describes the risk and security considerations that would
be included in the current phase of the architecture development, which is focused on the Business
Architecture. The answer covers the security domain model, the security federation, and the risk
assessment techniques that are relevant to the scenario.
Reference: 1: The TOGAF Standard, Version 9.2, Part III: ADM Guidelines and Techniques, Chapter 35:
Security Architecture and the ADM 2: The TOGAF Standard, Version 9.2, Part IV: Architecture Content
Framework, Chapter 38: Security Architecture 3
: The TOGAF Standard, Version 9.2, Part III: ADM
Guidelines and Techniques, Chapter 32: Risk Management
Please read this scenario prior to answering the question
You are the Lead Enterprise Architect at a major agribusiness company. The company's main harvest
is lentils, a highly valued food grown worldwide. The lentil parasite, broomrape, has been an
increasing concern for many years and is now becoming resistant to chemical controls. In addition,
changes in climate favor the propagation and growth of the parasite. As a result, the parasite cannot
realistically be exterminated, and it has become pandemic, with lentil yields falling globally.
In response to the situation, the CEO has decided that the lentil fields will be used for another
harvest. The company will also cease to process third-party lentils and will repurpose its processing
plants. Thus, the target market will change, and the end-products will be different and more varied.
The company has recently established an Enterprise Architecture practice based on the TOGAF
standard as method and guiding framework. The CIO is the sponsor of the activity. A formal request
for architecture change has been approved. At this stage there is no fixed scope, shared vision, or
objectives.
Refer to the scenario
You have been asked to propose the best approach for architecture development to realize the CEO's
change in direction for the company.
Based on the TOGAF standard which of the following is the best answer?
D
Explanation:
A Request for Architecture Work is a document that describes the scope, approach, and expected
outcomes of an architecture project. A Request for Architecture Work is usually initiated by the
sponsor or client of the architecture work, and approved by the Architecture Board, which is a
governance body that oversees the architecture work and ensures compliance with the architecture
principles, standards, and goals.
A Request for Architecture Work triggers a new cycle of the
Architecture Development Method (ADM), which is the core process of the TOGAF standard that
guides the development and management of the enterprise architecture12
An Architecture Vision is a high-level description of the desired outcomes and benefits of the
proposed architecture. An Architecture Vision is the output of Phase A: Architecture Vision of the
ADM cycle, which is the first phase of the architecture development. An Architecture Vision defines
the scope and approach of the architecture work, and establishes the business goals and drivers that
motivate the architecture work.
An Architecture Vision also involves obtaining the approval and
commitment of the sponsors and other key stakeholders, and initiating the Architecture Governance
process3
A trade-off analysis is a technique that can be used to evaluate and compare different architecture
alternatives and select the most suitable one. A trade-off analysis involves identifying the criteria and
factors that are relevant to the decision, such as costs, benefits, risks, and opportunities, and
assessing the strengths and weaknesses of each alternative. A trade-off analysis also involves
balancing and reconciling the multiple, often conflicting, requirements and concerns of the
stakeholders, and ensuring alignment with the Architecture Vision and the Architecture Principles.
Therefore, the best answer is D, because it proposes the best approach for architecture development
to realize the CEO’s change in direction for the company. The answer covers the Request for
Architecture Work, the Architecture Vision, and the trade-off analysis techniques that are relevant to
the scenario.
Reference: 1: The TOGAF Standard, Version 9.2, Part II: Architecture Development Method (ADM),
Chapter 7: Request for Architecture Work 2: The TOGAF Standard, Version 9.2, Part VI: Architecture
Capability Framework, Chapter 50: Architecture Governance 3
: The TOGAF Standard, Version 9.2,
Part II: Architecture Development Method (ADM), Chapter 18: Phase A: Architecture Vision : The
TOGAF Standard, Version 9.2, Part III: ADM Guidelines and Techniques, Chapter 30: Trade-Off
Analysis
Please read this scenario prior to answering the question
You have been appointed as Chief Enterprise Architect (CEA). reporting to the Chief Technical Officer
(CTO), of a company established as a separate operating entity by a major automotive manufacturer.
The mission of the company is to build a new industry leading unified technology and software
platform for electric vehicles.
The company uses the TOGAF Standard as the basis for its Enterprise Architecture (EA) framework,
and architecture development follows the purpose-based EA Capability model as described in the
TOGAF Series Guide: A Practitioners'Approach to Developing Enterprise Architecture Following the
TOGAF® ADM.
An end-to-end Target Architecture has been completed with a roadmap for change over a five-year
period. The new platform will be a cross-functional effort between hardware and software teams,
with significant changes over the old platform. It is expected to be developed in several stages over
three years. The EA team has inherited the architecture for the previous generation hardware and
software automotive platform, some of which can be carried over to the new unified platform. The
EA team has started to define the new platform, including defining which parts of the architecture to
carry forward.
Enough of the Business Architecture has been defined, so that work can commence on the
Information Systems and Technology Architectures. Those need to be defined to support the core
business services that the company plans to provide. The core services will feature an innovative
approach with swarm data generated by vehicles, paving the way for autonomous driving in the
future.
The presentation and access to different variations of data that the company plans to offer through
its platform pose an architecture challenge. The application portfolio and supporting infrastructure
need to interact with various existing cloud services and data-
Refer to the scenario
You have been asked what approach should be taken to determine and organize the work to deliver
the requested architectures?
Based on the TOGAF standard which of the following is the best answer?
B
Explanation:
The Target Architecture is a description of the future state of the architecture that addresses the
business goals and drivers, and satisfies the stakeholder requirements and concerns. The Target
Architecture is developed through the Architecture Development Method (ADM), which is the core
process of the TOGAF standard that guides the development and management of the enterprise
architecture. The Target Architecture is typically divided into four domains: Business, Data,
Application, and Technology.
The Target Architecture also includes a roadmap for change, which
defines the Transition Architectures, the Capability Increments, and the work packages that enable
the transition from the Baseline Architecture to the Target Architecture12
The best answer is B, because it describes the approach that should be taken to determine and
organize the work to deliver the requested architectures, which are the Information Systems and
Technology Architectures. The answer covers the following steps:
Refer to the end-to-end Target Architecture for guidance and direction. The end-to-end Target
Architecture provides the overall vision, scope, and objectives of the architecture work, and the
alignment with the business strategy and goals. The end-to-end Target Architecture also provides the
high-level definitions and principles for the four architecture domains, and the roadmap for change
that outlines the major milestones and deliverables.
Identify projects, dependencies and synergies, then prioritize before initiating the projects. Projects
are the units of work that implement the architecture work packages, which are the sets of actions or
tasks that are required to implement a specific part of the architecture. Dependencies are the
relationships and constraints that affect the order or priority of the projects, such as logical,
temporal, or resource dependencies. Synergies are the benefits or advantages that result from the
combination or coordination of the projects, such as cost savings, efficiency gains, or innovation
opportunities. Prioritization is the process of ranking the projects according to their importance,
urgency, or value, and assigning resources and schedules accordingly.
Develop high-level architecture descriptions. High-level architecture descriptions are the outputs of
the architecture development phases (B, C, and D) of the ADM cycle, which describe the Business,
Data, Application, and Technology Architectures in terms of the Architecture Building Blocks (ABBs)
and the Solution Building Blocks (SBBs), which are reusable components of business, IT, or
architectural capability. High-level architecture descriptions also include the Architecture Views,
which are representations of the system of interest from the perspective of one or more stakeholders
and their concerns.
For each project, estimate effort size, identify reference architectures, and candidate building blocks.
Effort size is the measure of the amount of work, time, or resources required to complete a project.
Effort size can be estimated using various techniques, such as analogy, expert judgment, parametric,
or bottom-up. Reference architectures are standardized architectures that provide a common
framework and vocabulary for a specific domain or industry. Reference architectures can be used as a
source of best practices, patterns, and models for the architecture development. Candidate building
blocks are the potential ABBs or SBBs that can be used to implement the architecture. Candidate
building blocks can be identified from the Architecture Repository, which is a collection of
architecture assets, such as models, patterns, principles, standards, and guidelines.
Identify the resource needs considering cost and value. Resource needs are the specifications and
criteria that define the acceptable level and quality of the resources required to complete the
project, such as human, financial, physical, or technological resources. Resource needs can be
identified by analyzing the scope, complexity, and dependencies of the project, and the availability,
capability, and suitability of the resources. Cost and value are the factors that influence the allocation
and utilization of the resources, such as the budget, the return on investment, the benefits, or the
risks.
Document options, risks, and controls to enable viability analysis and trade-off with the stakeholders.
Options are the alternative ways of achieving the project objectives, such as different solutions,
technologies, vendors, or approaches. Risks are the effects of uncertainty on the project objectives,
such as threats or opportunities. Controls are the measures or actions that are taken to prevent,
reduce, or mitigate the risks, such as policies, procedures, or standards. Viability analysis is the
process of evaluating and comparing the options, risks, and controls, and determining the feasibility,
suitability, and desirability of each option. Trade-off is the decision outcome that balances and
reconciles the multiple, often conflicting, requirements and concerns of the stakeholders, and
ensures alignment with the Architecture Vision and the Architecture Principles.
Reference: 1: The TOGAF Standard, Version 9.2, Part II: Architecture Development Method (ADM),
Chapter 5: Introduction to the ADM 2
: The TOGAF Standard, Version 9.2, Part IV: Architecture
Content Framework, Chapter 36: Building Blocks : The TOGAF Standard, Version 9.2, Part II:
Architecture Development Method (ADM), Chapter 18: Phase A: Architecture Vision : The TOGAF
Standard, Version 9.2, Part II: Architecture Development Method (ADM), Chapter 19: Phase B:
Business Architecture : The TOGAF Standard, Version 9.2, Part II: Architecture Development Method
(ADM), Chapter 20: Phase C: Information Systems Architectures : The TOGAF Standard, Version 9.2,
Part II: Architecture Development Method (ADM), Chapter 21: Phase F: Migration Planning : The
TOGAF Standard, Version 9.2, Part III: ADM Guidelines and Techniques, Chapter 23: Architecture
Principles : The TOGAF Standard, Version 9.2, Part III: ADM Guidelines and Techniques, Chapter 30:
Trade-Off Analysis : The TOGAF Standard, Version 9.2, Part VI: Architecture Capability Framework,
Chapter 46: Tools for Architecture Development : The TOGAF Standard, Version 9.2, Part VI:
Architecture Capability Framework, Chapter 47: Architecture Board : The TOGAF Standard, Version
9.2, Part VI: Architecture Capability Framework, Chapter 48: Architecture Compliance : The TOGAF
Standard, Version 9.2, Part VI: Architecture Capability Framework, Chapter 49: Architecture Contract
: The TOGAF Standard, Version 9.2, Part VI: Architecture Capability Framework, Chapter 50:
Architecture Governance : The TOGAF Standard, Version 9.2, Part VI: Architecture Capability
Framework, Chapter 51: Architecture Maturity Models : The TOGAF Standard, Version 9.2, Part VI:
Architecture Capability Framework, Chapter 52: Architecture Skills Framework
Please read this scenario prior to answering the question
You are working as the Chief Enterprise Architect within a law firm specializing in personal injury
cases. Many of the firm's competitors have improved their litigation strategies, and efficiency by
streamlining their processes using Artificial Intelligence {Al).
The CIO has approved a Request for Architecture Work to examine the use of Machine Learning in
defining a new Al-driven litigation and finance process for the firm. This process would instruct the
lawyers and analysts as to what tasks and portfolio they should work on. The key objectives are to
increase task profitability, maximize staff utilization, and increase individual profitability.
The CIO has emphasized that the architecture should enable the fast implementation of continuous
Machine Learning. The solution will need to be constantly measured for delivered value and be
quickly iterated to success.
Some of the partners have expressed concerns about letting the Al make the decisions, others about
the risks associated with use of it for the type of service they deliver. The CIO wants to know if these
concerns can be addressed, and how risks will be covered by a new architecture enabling Al and
Machine Learning.
Refer to the scenario
You have been asked to respond to the CIO recommending an approach that would enable the
development of an architecture that addresses the concerns of the CIO and the concerns of the
partners.
Based on the TOGAF standard which of the following is the best answer?
B
Explanation:
A Stakeholder Map is a technique that can be used to identify and classify the stakeholders of the
architecture work, and to document their key interests, requirements, and concerns. A stakeholder is
any person, group, or organization that has a stake in the outcome of the architecture work, such as
the sponsor, the client, the users, the suppliers, the regulators, or the competitors.
A Stakeholder
Map can help to understand the needs and expectations of the stakeholders, and to communicate
and engage with them effectively1
The steps for creating a Stakeholder Map are:
Identify the stakeholders of the architecture work, using various sources and methods, such as
interviews, surveys, workshops, or existing documents.
Classify the stakeholders according to their roles, responsibilities, and relationships, using various
criteria and dimensions, such as power, influence, interest, attitude, or impact.
Define the concerns and relevant views for each stakeholder group, using various techniques, such as
business scenarios, use cases, or value propositions. A concern is a key interest or issue that is
relevant to the stakeholder, such as a goal, a problem, a need, or a risk. A view is a representation of
the system of interest from the perspective of one or more stakeholders and their concerns.
Record the stakeholders and their concerns in a Stakeholder Map, which shows the mapping
between the stakeholder groups, the concerns, and the views. The Stakeholder Map also shows the
dependencies, assumptions, and issues related to each stakeholder and concern.
Therefore, the best answer is B, because it recommends the approach that would enable the
development of an architecture that addresses the concerns of the CIO and the partners, using the
Stakeholder Map technique. The answer covers the following aspects:
An analysis of the stakeholders is undertaken, which involves identifying, classifying, and defining
the stakeholders and their concerns.
The stakeholders and their concerns are documented in a Stakeholder Map, which provides a clear
and comprehensive picture of the stakeholder landscape and their interests.
The concerns and relevant views are recorded in the Architecture Vision document, which is the
output of Phase A: Architecture Vision of the Architecture Development Method (ADM), which is the
core process of the TOGAF standard that guides the development and management of the enterprise
architecture. The Architecture Vision defines the scope and approach of the architecture work, and
establishes the business goals and drivers that motivate the architecture work.
The Architecture
Vision also involves obtaining the approval and commitment of the sponsors and other key
stakeholders, and initiating the Architecture Governance process2
The requirements include risk mitigation through regular assessments, which involves identifying,
analyzing, and evaluating the risks that may affect the architecture, and determining the appropriate
measures or actions to prevent, reduce, or mitigate the risks.
Risk mitigation can also involve
monitoring and reviewing the risk situation, and communicating and reporting the risk status and
actions3
This approach also allows a supervised agile implementation of the continuous Machine Learning,
which involves applying agile principles and practices to the architecture development and
implementation, such as iterative and incremental delivery, frequent feedback, collaboration, and
adaptation. A supervised agile implementation can help to ensure the quality, value, and alignment
of the architecture, and to respond to the changing needs and expectations of the stakeholders.
Reference: 1: The TOGAF Standard, Version 9.2, Part III: ADM Guidelines and Techniques, Chapter 24:
Stakeholder Management 2: The TOGAF Standard, Version 9.2, Part II: Architecture Development
Method (ADM), Chapter 18: Phase A: Architecture Vision 3
: The TOGAF Standard, Version 9.2, Part III:
ADM Guidelines and Techniques, Chapter 32: Risk Management : The TOGAF Standard, Version 9.2,
Part III: ADM Guidelines and Techniques, Chapter 29: Applying Iteration to the ADM
Please read this scenario prior to answering the question
Your role is consultant to the Lead Architect within a multinational company that manufactures
electronic components. The company has several manufacturing divisions located worldwide and a
complex supply chain. After a recent study, senior management have stated a concern about
business efficiency considering the company's multiple data centers and duplication of applications.
The company has a mature Enterprise Architecture (EA) practice and uses the TOGAF architecture
development method in its EA practice. In addition to the EA program, the company has several
management frameworks in use, including business planning, project/portfolio management, and
operations management. The EA program is sponsored by the CIO.
A strategic architecture has been defined to improve the ability to meet customer demand and
improve management of the supply chain. The strategic architecture includes the consolidation of
multiple Enterprise Resource Planning (ERP) applications that have been operating independently in
the divisions' production facilities.
Each division has completed the Architecture Definition documentation to meet its own specific
manufacturing requirements. The enterprise architects have defined a set of work packages that
address the gaps identified. They have identified the value produced, effort required, and
dependencies between work packages to reach a farget architecture that would integrate a new ERP
environment into the company.
Because of the risks posed by change from the current environment, the architects have
recommended that a phased approach occurs to implement the target architecture with several
transition states. The overall implementation process is estimated to take several years.
Refer to the scenario
You have been asked what the next steps are for the migration planning.
Based on the TOGAF standard which of the following is the best answer?
C
Explanation:
The Business Value Assessment Technique is a technique that can be used to estimate and compare
the business value of the projects and project increments that implement the architecture work
packages, which are the sets of actions or tasks that are required to implement a specific part of the
architecture.
The business value is the measure of the benefits or advantages that the project or
project increment delivers to the business, such as increased revenue, reduced costs, improved
quality, or enhanced customer satisfaction1
The steps for applying the Business Value Assessment Technique are:
Identify the criteria and factors that are relevant to the business value assessment, such as costs,
benefits, risks, and opportunities. The criteria and factors should be aligned with the business goals
and drivers that motivate the architecture work, and the stakeholder requirements and concerns that
influence the architecture work.
Assign weights and scores to the criteria and factors, using various methods, such as expert
judgment, historical data, or analytical models. The weights and scores should reflect the importance
and performance of the criteria and factors, and the trade-offs and preferences of the stakeholders.
Calculate the business value for each project or project increment, using various techniques, such as
net present value, return on investment, or balanced scorecard. The business value should indicate
the expected or actual outcomes and impacts of the project or project increment on the business.
Prioritize the implementation projects and project increments, based on the business value and
other considerations, such as dependencies, resources, or risks. The prioritization should determine
the order or sequence of the projects and project increments, and the allocation and utilization of
the resources.
Therefore, the best answer is C, because it describes the next steps for the migration planning, which
are the activities that support the transition from the Baseline Architecture to the Target
Architecture. The answer covers the Business Value Assessment Technique, which is relevant to the
scenario.
Reference: 1
: The TOGAF Standard, Version 9.2, Part III: ADM Guidelines and Techniques, Chapter 28:
Business Value Assessment Technique : The TOGAF Standard, Version 9.2, Part II: Architecture
Development Method (ADM), Chapter 18: Phase A: Architecture Vision : The TOGAF Standard,
Version 9.2, Part II: Architecture Development Method (ADM), Chapter 21: Phase F: Migration
Planning : The TOGAF Standard, Version 9.2, Part IV: Architecture Content Framework, Chapter 36:
Building Blocks
Please read this scenario prior to answering the question
You are the Lead Enterprise Architect at a major agribusiness company. The company's main
annual harvest is lentils, a highly valued food grown worldwide. The lentil parasite, broomrape,
has been an increasing concern for many years and is now becoming resistant to chemical
controls. In addition, changes in climate favor the propagation and growth of the parasite. As a
result, the parasite cannot realistically be exterminated, and it has become pandemic, with lentil
yields falling globally.
The CEO appreciates the seriousness of the situation and has set out a change in direction
that is effectively a new business for the company. There are opportunities for new products,
and new markets. The company will use the fields for another harvest and will cease to process
third-party lentils. Thus, the target market will change, and the end-products will be different
and more varied. This is a major decision and the CEO has stated a desire to repurpose rather
than replace so as to manage the risks and limit the costs.
The company has a mature Enterprise Architecture practice based in its headquarters and uses
the TOGAF standard as the method and guiding framework. The practice has an established
Architecture Capability, and uses iteration for architecture development. The CIO is the sponsor
of the activity.
The CIO has assigned the Enterprise Architecture team to this activity. At this stage there is no
shared vision, or requirements.
Refer to the scenario
You have been asked to propose the best approach for architecture development to realize the
CEO's change in direction for the company.
Based on the TOGAF standard which of the following is the best answer?
C
Explanation:
Based on the TOGAF standard, this answer is the best approach for architecture development to
realize the CEO’s change in direction for the company. The reason is as follows:
The scenario describes a major business transformation that requires a clear understanding of the
current and future states of the enterprise, as well as the gaps and opportunities for change.
Therefore, the priority is to understand and bring structure to the definition of the change, rather
than focusing on the implementation details or the technology aspects.
The team should use the TOGAF ADM as the method and guiding framework for architecture
development, and adapt it to suit the specific needs and context of the enterprise. The team should
also leverage the existing Architecture Capability and the Architecture Repository to reuse and
integrate relevant architecture assets and resources.
The team should focus iteration cycles on a baseline first approach to architecture development,
which means starting with the definition of the Baseline Architecture in each domain (Business, Data,
Application, and Technology), and then defining the Target Architecture in each domain. This will
help to identify the current and desired states of the enterprise, and to perform a gap analysis to
determine what needs to change in order to achieve the business goals and objectives.
The team should then focus on transition planning, which involves identifying and prioritizing the
work packages, projects, and activities that will deliver the change. The team should also create an
Architecture Roadmap and an Implementation and Migration Plan that will guide the execution and
governance of the change.
The team should use the Architecture Vision phase and the Requirements Management phase to
work out in detail what the shared vision is for the change, and to capture and validate the
stakeholder requirements and expectations. The team should also use the Architecture Governance
framework to ensure the quality, consistency, and compliance of the architecture work.
Reference: :
The TOGAF Standard, Version 9.2 - Architecture Development Method
:
The TOGAF
Standard, Version 9.2 - Architecture Vision
:
The TOGAF Standard, Version 9.2 - Requirements
Management
: [The TOGAF Standard, Version 9.2 - Architecture Governance]
Please read this scenario prior to answering the question
Your role is that of a consultant to the Lead Enterprise Architect to an international supplier of
engineering services and automated manufacturing systems. It has three manufacturing plants
where it assembles both standard and customized products for industrial production
automation. Each of these plants has been operating its own planning and production
scheduling systems, as well as applications and control systems that drive the automated
production line.
The Enterprise Architecture department has been operating for several years and has mature,
well-developed architecture governance and development processes that are based on the
TOGAF Standard. The CIO sponsors the Enterprise Architecture.
During a recent management meeting, a senior Vice-President highlighted an interview where
a competitor company's CIO is reported as saying that their production efficiency had been
improved by replacing multiple planning and scheduling systems with a common Enterprise
Resource Planning (ERP) system located in a central data center. Some discussion followed,
with the CIO responding that the situations are not comparable, and the current architecture is
already optimized.
In response, the Architecture Board approved a Request for Architecture Work covering the
investigations to determine if such an architecture transformation would lead to improvements
in efficiency. You have been assigned to support the architecture team working on this project.
A well-known concern of the plant managers is about the security and reliability of driving their
planning and production scheduling from a remote centralized system. Any chosen system
would also need to support the current supply chain network consisting of local partners at
each of the plants.
Refer to the scenario
You have been asked to explain how you will initiate the architecture project.
Based on the TOGAF Standard, which of the following is the best answer?
C
Explanation:
The best answer is C. You would hold a series of interviews at each of the manufacturing plants using
the business scenarios technique. This will allow you to understand the systems and integrations
with local partners. You would use stakeholder analysis to identify key players in the engagement,
and to understand their concerns. You will then identify and document the key high-level stakeholder
requirements for the architecture. You will then generate high level definitions of the baseline and
target architectures.
This answer is based on the TOGAF standard, which recommends the following steps to initiate the
architecture project1
:
Establish the architecture project
Identify stakeholders, concerns, and business requirements
Confirm and elaborate business goals, business drivers, and constraints
Evaluate business capabilities
Assess readiness for business transformation
Define scope
Confirm and elaborate Architecture Principles, including business principles
Develop Architecture Vision
Define the Target Architecture value propositions and KPIs
Identify the business transformation risks and mitigation activities
Secure stakeholder and sponsor approval
The answer C covers most of these steps, by using the business scenarios technique to elicit and
validate the business requirements, goals, drivers, and constraints, as well as the current and future
states of the architecture2
.
The answer C also uses stakeholder analysis to identify and engage the
key stakeholders, and to address their concerns and expectations3
.
The answer C also generates high
level definitions of the baseline and target architectures, which can be used to develop the
Architecture Vision and the value propositions4
.
The other answers are not the best approach for architecture development, because:
Answer A focuses on researching vendor literature and conducting briefings with vendors, which is
not the best way to understand the business needs and the current situation of the enterprise.
Answer A also defines a preliminary Architecture Vision without involving the stakeholders or
validating the requirements, which may lead to misalignment and lack of consensus.
Answer B conducts a pilot project that will enable vendors to demonstrate potential solutions, which
is premature and costly at this stage of the architecture project. Answer B also does not address the
stakeholder concerns or the current systems and integrations, which may result in gaps and risks.
Answer B also develops the requirements after the pilot project, which may not reflect the actual
business needs and goals.
Answer D develops baseline and target architectures for each of the manufacturing plants, which
may not consider the enterprise-wide perspective and the potential benefits of a common ERP
system. Answer D also does not involve the stakeholders or address their concerns, which may result
in resistance and conflict. Answer D also does not define the business case or the performance
metrics, which are essential for demonstrating the value and feasibility of the architecture.
Reference: 1
:
The TOGAF Standard, Version 9.2 - Architecture Vision 2
:
The TOGAF Standard, Version
9.2 - Business Scenarios 3: [The TOGAF Standard, Version 9.2 - Stakeholder Management] 4
: [The
TOGAF Standard, Version 9.2 - Architecture Definition Document]
Please read this scenario prior to answering the question
You are the Chief Enterprise Architect at a large food service company specializing in sales to trade
and
wholesale, for example, restaurants and other food retailers.
One of your company's competitors has launched a revolutionary product range and is running a very
aggressive marketing campaign. Your company's resellers are successively announcing that they are
not
interested in your company's products and will sell your competitor's.
The CEO has stated there must be significant change to address the situation. He has made it clear
that
new markets must be found for the company's products, and that the business needs to pivot, and
address the retail market as well as the existing wholesale market.
A consideration is the company's ability and willingness to change its business model, and if it is a
temporary or permanent change. An additional risk factor is one of culture. The company has been
used to a stable business with a reasonably well known and settled client base - all with its own local
understandings and practices.
The CEO is the sponsor of the EA program within the company. You have been engaged with the
sales,
logistics, production, and marketing teams, enabling the architecture 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
stakeholders' preferences are incompatible. The incompatibilities are focused primarily on time-to-
market, cost savings, and the need to bring out a fully featured product range, but there are
additional factors.
Refer to the scenario
You have been asked how you will address the incompatibilities between key stakeholder
preferences.
Based on the TOGAF standard which of the following is the best answer?
C
Explanation:
According to the TOGAF standard, the Target Architecture is the description of a future state of the
architecture being developed for an organization. It should be aligned with the Architecture Vision,
Principles, and Requirements that have been agreed with the stakeholders. To address the
incompatibilities between key stakeholder preferences, the TOGAF standard recommends creating
and evaluating multiple alternative Target Architectures that meet different sets of criteria. These
criteria should reflect the value preferences and priorities of the stakeholders, as well as the business
drivers and objectives. The alternative Target Architectures should be illustrated using a set of
architecture views that show the impact of each alternative on the business, data, application, and
technology domains. The impact on planned projects should also be identified and analyzed. The
strengths and weaknesses of each alternative should be understood and documented. A formal
stakeholder review should then be conducted to decide which alternative is the most fit for purpose
and should be moved forward with. The funding required for implementing the chosen alternative
should also be determined and secured. Reference:
The TOGAF Standard, Version 9.2 - Phase B: Business Architecture - The Open Group
The TOGAF Standard, Version 9.2 - Phase C: Information Systems Architectures - The Open Group
[The TOGAF Standard, Version 9.2 - Phase D: Technology Architecture - The Open Group]
[The TOGAF Standard, Version 9.2 - Phase E: Opportunities and Solutions - The Open Group]
[The TOGAF Standard, Version 9.2 - Phase F: Migration Planning - The Open Group]
Please read this scenario prior to answering the question
Your role is that of a consultant to the Lead Enterprise Architect in a multinational automotive
manufacturer.
The company has a corporate strategy that focuses on electrification of its portfolio, and it has
invested
heavily in a new shared car platform to use across all its brands. The company has four
manufacturing
facilities, one in North America, two in Europe, and one in Asia.
A challenge that the company is facing is to scale up the number of vehicles coming off the
production line to meet customer demand, while maintaining quality. There are significant supply
chain shortages for electronic components, which are impacting production. In response to this the
company has taken on new suppliers and has also taken design and production of the battery pack
in-house.
The company has a mature Enterprise Architecture practice. The TOGAF standard is used for
developing
the process and systems used to design, manufacture, and test the battery pack. The Chief
Information
Officer and the Chief Operating Officer co-sponsor the Enterprise Architecture program.
As part of putting the new battery pack into production, adjustments to the assembly processes need
to be made. A pilot project has been completed at a single location. The Chief Engineer, sponsor of
the activity, and the Architecture Board have approved the plan for implementation and migration at
each plant.
Draft Architecture Contracts have been developed that detail the work needed to implement and
deploy the new processes for each location. The company mixes internal teams with a few third-
party contractors at the locations. The Chief Engineer has expressed concern that the deployment
will not be consistent and of acceptable quality.
Refer to the scenario
The Lead Enterprise Architect has asked you to review the draft Architecture Contracts and
recommend the best approach to address the Chief Engineer's concern.
Based on the TOGAF Standard, which of the following is the best answer?
C
Explanation:
According to the TOGAF Standard, Version 9.2, an Architecture Contract is a joint agreement
between development partners and sponsors on the deliverables, quality, and fitness-for-purpose of
an architecture1
.
It defines the scope, responsibilities, and governance of the architecture work, and
ensures the alignment and compliance of the architecture with the business goals and objectives1
.
In the scenario, the Lead Enterprise Architect has asked you to review the draft Architecture
Contracts and recommend the best approach to address the Chief Engineer’s concern about the
consistency and quality of the deployment of the new processes for the battery pack production at
each location.
The best answer is C, because it follows the guidelines and best practices for defining and using
Architecture Contracts as described in the TOGAF Standard, Version 9.22
. It ensures that the
contracts cover the essential aspects of the project objectives, effectiveness metrics, acceptance
criteria, and risk management, and that they are legally enforceable for third-party contractors. It
also recommends a schedule of compliance reviews at key points in the implementation process, and
a mechanism for handling any deviations from the Architecture Contract, involving the Architecture
Board and the possibility of granting a dispensation to allow the process to be customized for local
needs.
The other options are not correct because they either23
:
A . For changes requested by an internal team, you recommend a memorandum of understanding
between the Architecture Board and the implementation organization. For contracts issued to third-
party contractors, you recommend that it is a fully enforceable legal contract. You recommend that
the Architecture Board reviews all deviations from the Architecture Contract and considers whether
to grant a dispensation to allow the implementation organization to customize the process to meet
their local needs.: This option does not address the need to review the contracts to ensure that they
address the project objectives, effectiveness metrics, acceptance criteria, and risk management. It
also does not recommend a schedule of compliance reviews at key points in the implementation
process. Moreover, it suggests that a memorandum of understanding is sufficient for internal teams,
which may not be legally binding or enforceable.
B . For changes undertaken by internal teams, you recommend a memorandum of understanding
between the Architecture Board and the implementation organization. If a contract is issued to a
contractor, you recommend that it is a fully enforceable legal contract. If a deviation from the
Architecture Contract is found, you recommend that the Architecture Board grant a dispensation to
allow the implementation organization to customize the process to meet their local needs.: This
option has the same problems as option A, and also implies that the Architecture Board should
always grant a dispensation for any deviation, which may not be appropriate or desirable in some
cases.
D . You recommend that the Architecture Contracts be used to manage the architecture governance
processes across the locations. You recommend deployment of monitoring tools to assess the
performance of each completed battery pack at each location and develop change requirements if
necessary. If a deviation from the contract is detected, the Architecture Board should allow the
Architecture Contract to be modified meet the local needs. In such cases they should issue a new
Request for Architecture Work.: This option does not address the need to review the contracts to
ensure that they address the project objectives, effectiveness metrics, acceptance criteria, and risk
management. It also does not recommend a schedule of compliance reviews at key points in the
implementation process. Moreover, it suggests that the Architecture Board should always allow the
Architecture Contract to be modified for any deviation, which may not be appropriate or desirable in
some cases. It also implies that a new Request for Architecture Work should be issued for each
deviation, which may not be necessary or feasible.
Reference:
: The TOGAF Standard, Version 9.2, Chapter 3: Definitions and Terminology, Section 3.1: Terms and
Definitions
: The TOGAF Standard, Version 9.2, Chapter 43: Architecture Contracts
: The TOGAF Standard, Version 9.2, Chapter 44: Architecture Governance
You are working as an Enterprise Architect at a large company. The company runs many retail stores
as well as an online marketplace that allows hundreds of brands to partner with the company. The
company has a mature Enterprise Architecture (EA) practice and uses the TOGAF standard for its
architecture development method. The EA practice is involved in all aspects of the business, with
oversight provided by an Architecture Board with representatives from different parts of the
business. The EA program is sponsored by the Chief Information Officer (CIO).
Many of the stores remain open all day and night. Each store uses a standard method to track sales
and inventory, which involves sending accurate, timely sales data to a central AI-based inventory
management system that can predict demand, adjust stock levels, and automate reordering. The
central inventory management system is housed at the company’s central data center.
The company has acquired a major rival. The Chief Executive Officer (CEO) believes that the merger
will enable growth through combined offerings and cost savings. The decision has been made to fully
integrate the two organizations, including merging retail operations and systems. Duplicated systems
will be replaced with one standard retail management system. The CIO expects significant savings
from these changes across the newly merged company.
The rival company has successfully implemented the use of hand-held devices within stores for both
customers and staff, which has increased satisfaction due to time savings. The CIO has approved the
rollout of these devices to all stores but has stated that training should be brief, as there are many
part-time employees.
You have been asked to confirm the most relevant architecture principles for this transformation.
Based on the TOGAF Standard, which of the following is the best answer?
D
Explanation:
In this scenario, the enterprise is undergoing significant transformation due to a merger and the
adoption of new technology (hand-held devices). Several key principles from TOGAF's ADM
Techniques—particularly those focused on promoting enterprise-wide standardization, adaptability,
and data utilization—are pertinent here:
Maximize Benefit to the Enterprise:
This principle emphasizes that all architectural decisions should deliver maximum business value.
Given that the company is integrating systems to cut costs and improve offerings, maximizing the
benefit is crucial. Ensuring that the EA efforts align with enterprise-wide benefits supports the goal
of optimizing costs and enhancing offerings, which aligns with the CEO’s vision for the merger.
Common Use Applications:
Standardizing applications across the merged entity will be essential to achieve cost savings and to
simplify operations. The goal of reducing the number of applications fits with this principle, ensuring
that reusable and widely adopted applications support business functions across the organization.
Adopting this principle will also aid in harmonizing the systems from both organizations and avoiding
unnecessary diversity.
Data is an Asset:
Data plays a central role in the company's operations, especially with the use of AI-driven inventory
management and the integration of systems. Treating data as an asset is essential for reliable and
accurate decision-making. This principle ensures that data is viewed as a critical enterprise resource
and is managed with care, maintaining integrity, accuracy, and value.
Responsive Change Management:
The organization’s ability to adapt quickly and effectively to changes, such as integrating new
handheld devices and merging systems, is essential. This principle will facilitate the smooth
transition required for integrating the new handheld devices and the merger-related system updates
while minimizing disruption to store operations.
Technology Independence:
Since the enterprise will likely encounter varied technologies from the merger, it is crucial to
maintain flexibility. This principle advocates for using technology solutions that are adaptable and
not bound to a single vendor or specific technology. This ensures that the enterprise can integrate
various technological components from both organizations and evolve with minimal constraints.
These principles align well with TOGAF's broader recommendations for guiding architectural
changes, as found in Section 2.6 of the TOGAF ADM Techniques. They ensure that the EA practice is
aligned with business objectives while maintaining flexibility, data integrity, and a focus on
enterprise-wide benefits. These guiding principles are critical for the successful execution of the
integration and adoption of new technologies while achieving cost efficiencies and improving service
delivery.
For reference, TOGAF's ADM Techniques highlight the importance of architectural principles in
guiding transformational initiatives, ensuring that decisions are made consistently across the
enterprise. Each principle supports organizational agility, system integration, and the efficient use of
technology resources, all of which are vital for the enterprise's stated objectives.
You are working as an Enterprise Architect within an Enterprise Architecture (EA) team at a
multinational energy company. The company is committed to becoming a net-zero emissions energy
business by 2050. To achieve this, the company is focusing on shifting to renewable energy
production and adopting eco-friendly practices.
The EA team, which reports to the Chief Technical Officer (CTO), has been tasked with overseeing the
transformation to make the company more effective through acquisitions. The company plans to
fully integrate these acquisitions, including merging operations and systems.
To address the integration challenges, the EA team leader wants to know how to manage risks and
ensure that the company succeeds with the proposed changes. Based on the TOGAF Standard, which
of the following is the best answer?
A
Explanation:
In TOGAF, creating a Business Scenario is a foundational step in defining and understanding the
business problem, especially for complex transformations involving multiple stakeholders and
systems, such as in this scenario. This method aligns with Phase A (Architecture Vision) of the TOGAF
Architecture Development Method (ADM). Here’s why this approach is the most effective:
Understanding Business Requirements:
A Business Scenario provides a structured way to capture and analyze the business requirements,
stakeholder concerns, and the contextual elements related to the problem. In this scenario, the
company faces challenges in integrating newly acquired companies with existing operations, which
includes complex stakeholder concerns across different functional areas. Developing a Business
Scenario allows the EA team to break down these complexities into identifiable and manageable
parts.
Risk Evaluation and Management:
By using the Business Scenario approach, the EA team can not only define the requirements but also
assess associated risks systematically. TOGAF emphasizes the importance of risk management
through identifying potential risks, evaluating their impact, and defining strategies for handling these
risks. The process includes assessing how risks can be avoided, transferred, or reduced—a necessary
step in large-scale transformations to ensure that risks are proactively managed.
Residual Risks and Governance:
Any risks that cannot be fully resolved should be identified as residual risks and escalated to the
Architecture Board, which is aligned with TOGAF’s governance approach. The Architecture Board’s
role in TOGAF is to provide oversight and make critical decisions on risks that exceed the control of
the EA team. This ensures that unresolved risks are managed at the appropriate level of the
organization.
Alignment with TOGAF ADM Phases:
The Business Scenario approach directly aligns with the Preliminary and Architecture Vision phases
of the TOGAF ADM, which focuses on establishing a baseline understanding of the business context
and the strategic transformation required. The detailed understanding of requirements, stakeholder
concerns, and risks identified here will guide the subsequent phases of the ADM, including Business
Architecture and Information Systems Architecture.
TOGAF Reference (Section 2.6, ADM Techniques):
TOGAF provides guidelines on the creation of Business Scenarios as part of ADM Techniques,
highlighting the importance of defining a business problem comprehensively to ensure successful
transformation. This method includes identification of stakeholders, business requirements, and
associated risks, which aligns well with the company's need for strategic and systematic integration
of new business units.
By utilizing a Business Scenario, the EA team ensures that all aspects of the transformation are well
understood, risks are identified early, and residual risks are managed effectively, aligning with the
company's strategic objectives and the TOGAF framework’s guidance on risk management and
stakeholder alignment.
You are working as an Enterprise Architect within an Enterprise Architecture (EA) team at a large
government agency with multiple divisions. The agency has a well-established EA practice and
follows the TOGAF standard as its method for architecture development. The government has
mandated that the agency prepare for an "AI-first" world.
The agency wants to determine the impact and role of AI in its future services. The CIO has approved
a Request for Architecture Work to explore the use of AI in services. Some leaders are concerned
about reliance on AI, security, and employees’ need to acquire new skills.
The EA team leader seeks suggestions on managing the risks associated with a new architecture for
the AI-first project. Based on the TOGAF standard, which of the following is the best answer?
A
Explanation:
In the context of the TOGAF standard, stakeholder management and addressing stakeholder
concerns are critical components, especially for high-impact initiatives like adopting an AI-first
approach. Here’s why the selected answer aligns best with TOGAF principles and the scenario:
Stakeholder Analysis and Engagement:
Conducting a stakeholder analysis is essential as it helps identify and document the concerns, issues,
and cultural factors influencing each stakeholder group. This aligns with TOGAF’s emphasis on
understanding and managing stakeholder concerns, particularly in the Preliminary and Architecture
Vision phases of the ADM (Architecture Development Method). Since the scenario highlights diverse
concerns about AI, understanding each group's unique perspective will help the EA team tailor the
architecture to address these effectively.
Architecture Vision Document:
By documenting these concerns in the Architecture Vision document, the EA team can provide a
clear, high-level representation of how AI will be adopted, its benefits, and how it addresses specific
stakeholder concerns. This is critical for communicating the intent and value of the AI-first approach
in a way that aligns with the agency's strategic goals, including addressing apprehensions about job
security, skill development, and cyber resilience.
Risk Management and Architecture Requirements Specification:
TOGAF highlights the importance of identifying and managing risks early in the process. By
documenting the requirements related to risk in the Architecture Requirements Specification, the EA
team ensures that these concerns are formally integrated into the architecture and addressed
throughout the ADM phases. Regular assessments and feedback loops will provide a mechanism for
continual risk monitoring and adjustment as the AI-first initiative progresses.
Alignment with TOGAF’s ADM Phases:
The approach specified aligns with TOGAF’s guidance on managing risk and stakeholder concerns
during the early ADM phases, specifically Architecture Vision and Requirements Management. In
these phases, the framework emphasizes identifying and addressing risks associated with
stakeholders' concerns to build a resilient and widely accepted architecture.
Reference to TOGAF Stakeholder Management Techniques:
TOGAF’s stakeholder management techniques underscore the importance of understanding and
addressing stakeholder needs as a foundational step. This involves assessing the influence and
interest of various stakeholders and integrating their views into architectural development, ensuring
that the architecture aligns with both business goals and operational realities.
In conclusion, by conducting a thorough stakeholder analysis and documenting concerns in both the
Architecture Vision and Architecture Requirements Specification, the EA team can ensure that
stakeholder concerns are addressed, that the architecture supports AI adoption effectively, and that
potential risks are managed proactively. This approach will foster acceptance among stakeholders
and ensure that the architecture aligns with the agency’s strategic goals and risk management
requirements as recommended by TOGAF.