Actual The-Open-Group OG0-092 Test Question Online

NEW QUESTION 1
MightyGears produces components for the Car industry. Driven by the global financial downturn they are looking to reduce IT costs. They believe there is a cost saving opportunity within IT but this is not quantified in terms of potential savings nor is there an agreed target architecture. Final decisions on the solutions are not yet fully agreed. They have completed the first pass architecture and now are looking at the best opportunities and solutions to meet their financial goals.
You are the Chief Architect from a consulting organization brought into review the work to date by MightyGears and to make recommendations to the CIO and the board on the opportunities and solutions present.
Refer to the scenario above
Which of the following answers best describes how TOGAF recommends examining the opportunities and solutions before presenting to the board?
Choose one of the following answers

• A. I would examine the architecture work today ensuring it is complete and accurate and addressing any gap
• B. I would look at functional and integration requirement
• C. I would then ensure all dependencies are understood and documente
• D. I would then create the necessary artefacts including major work packages and transition architectures and the project charters for the recommended projects for presentation to the board.
• E. I would assess the architecture work today, create, and priorities projects to transition Widget Inc from the current architecture to target architectur
• F. This will include a business value for each project, the resources required and the intended timin
• G. I would then validate the prioritizations with the board particularly looking at cost benefits and risk
• H. Lastly, I would generate the Architecture Implementation Roadmap and document lessons learned.
• I. I would assess the requirements of the organization particularly those requirements describing the functions required and information flows within the architectur
• J. I would then look to produce artifacts that describe the recommended projects, the risk, issues anddependencie
• K. This would also include transition architects to move us from current architecture to the recommended target architecture
• L. I would present my recommendations to the board for agreemen
• M. Once this is done, I would update the architectures reflecting any changes resulting from the board discussion.
• N. I would look at the corporate culture and attitude to change, understand the constraints such as cost and the required time horizon
• O. I would then look at the architecture work to ensure it is complete and seek to address any gap
• P. I would review the functional requirements and ensure there are complete interoperability requirement
• Q. I would then validate any dependencies and risk
• R. Then formulate an implementation and migration strategy identifies major work packages and the transition architecture require
• S. Finally, once agreement is reached with the board I will create project charters and re-factor any changes needed from the board discussion into the architecture.

Answer: A

NEW QUESTION 2
Scenario: MegaMart
Case Study Title (Case Study):
MegaMart is a Retail Chain which has expanded throughout India and the Far East. The CEO and CIO decide that there is a crying need to put an Enterprise Architecture in
place to realize MegaMart’s strategy to expand its revenue and diversify. The CIO has evaluated and decided to go in for TOGAF9 and adapt it to his enterprise requirements.
The Preliminary and Vision Phase have been completed.
As such very few architectural artifacts exist and the target architecture as of now is not very clear. As the Lead Architect how would you guide your team of architects for the Business Architecture definition?

• A. In the first iteration start with the definition of the Target Business Architecture using a Top down Approach.Then keep on iterating in Phase B till the Target Business Architecture is refined before going to Phase C and Phase
• B. After Phase C and Phase D are over, iterate again to Phase B and define the baseline Business Architecture, analyze the gaps finalize the Architecture Definitions documents and proceed to Phase C and Phase D.
• C. In the first iteration start with the definition of the Baseline Business Architecture using a Top Down approac
• D. Define the Architecture Definition document after analyzing the impacts and reviewing with the stakeholder
• E. Then proceed to Phase C and Phase
• F. In the next iteration finalize the Target Business Architecture and proceed to Phase C and Phase D.
• G. In the first iteration start with the definition of the Baseline Business Architecture using a Bottom Up approac
• H. Define the Architecture Definition document after analyzing the impacts and reviewing with the stakeholders’.Proceed to Phase C and Phase
• I. In the next iteration finalize the Target Business Architecture, determine the gaps and the roadmap, and the impact and update the Architecture Definition documen
• J. after analyzing the impacts and reviewing with the stakeholder
• K. Then proceed with the iteration.
• L. In the first iteration start with the definition of the Target Business Architecture using a Top Down approac
• M. Define the Architecture Definition document after analyzing the impacts and reviewing with the stakeholders proceed to Phase C and Phase
• N. In the next iteration finalize the Baseline Business Architecture, determine the gaps and the roadmap, and the impact and update the Architecture Definition documen
• O. After analyzing the impacts and reviewing with the stakeholder
• P. Then proceed with the iteration.

Answer: C

NEW QUESTION 3
Scenario:
Please read this scenario prior to answering the question
You are the Lead Enterprise Architect in a company that specializes in the development of wind turbine blades for use in large-scale commercial wind energy production systems. The company has manufacturing facilities located in Illinois, Nebraska, and Manitoba. Each of these plants supplies a different manufacturer that builds and sells complete systems. The turbine blades are custom engineered to meet each manufacturer's design specifications.
Until recently, most turbine blades were fabricated manually using molded fiber-reinforced plastics. However, recent improvements in composite materials, coupled with enhanced automated methods for precision application of materials during the molding process, have led to significant reduction in weight, increase in strength, and improved blade longevity. The company has pioneered the development of a proprietary automated process for continuous extrusion of the turbine blades. Patents have been filed to protect the process, but certain trade secrets must be closely guarded.
The company has a mature Enterprise Architecture organization that is supported by a cross-functional Architecture Board. The Chief Information Officer and the Chief Operating Officer co-sponsor the Enterprise Architecture program.
TOGAF 9 and its Architecture Development Method (ADM) are used to develop the automated manufacturing processes and systems that are used to design, manufacture, and test the blade assemblies.
Recently, a pilot architecture project was completed at a single location that defined a standard approach for controlling the Automated Test System that is used at each plant to perform final quality assurance tests on each completed blade assembly. The Architecture
Board approved the plan for immediate implementation at each plant.
Architecture Contracts have been developed that detail the work needed to implement and deploy the new Automated Test System controller for each location. The Chief Engineer, sponsor of the activity, has expressed concern that a uniform process be employed at each location to ensure consistency.
Refer to the Scenario
You have been asked to recommend the best approach to address the Chief Engineer's concern.
Based on TOGAF 9, which of the following is the best answer?

• A. You review the applicable Architecture Contract for each location, ensuring that it addresses the project objectives, effectiveness metrics, acceptance criteria, and risk managemen
• B. In cases where the contract is issued to an external party, you ensure that it is a legally enforceable contract.You schedule compliance reviews at key points in the implementation process to ensure that the work is proceeding in accordance with the Architecture Definitio
• C. You ensure that the Architecture Board reviews all deviations from the Architecture Contract, and considers whether or not to grant a dispensation to allow the implementation organization to customize the process to meet their local needs.
• D. You create an Architecture Contract to manage and govern the implementation and migration process at each locatio
• E. For internal development projects, you issue a memorandum of understanding between the Architecture Board and the implementation organizatio
• F. For contracts issued to an external party, you ensure that it is a fully enforceable legal contract.You ensure that the Architecture Board reviews all deviations from the Architecture Contract, and considers whether or not to grant a dispensation to allow the implementation organization to customize the process to meet their local needs.
• G. You create an Architecture Contract to manage and govern the implementation and migration proces
• H. If the contract is issued to an external party, you ensure that it is a fully enforceable legal contrac
• I. For internal development projects, you decide it is adequate to utilize a memorandum of understanding between the Architecture Board and the implementation organization.You recommend that if a deviation from the Architecture Contract is detected, the Architecture Board grant a dispensation to allow the implementation organization the ability to customize the process to meet their local needs.
• J. You use the issued Architecture Contracts to manage the architecture governance processes for the project across the location
• K. You deploy monitoring tools to assess the performance of the completed blade assembly at each location and develop change requirements if necessary.You recommend that if a deviation from the contract is detected, the Architecture Board should modify the Architecture Contract to allow the implementation organization the abilityto customize the process to meet their local need
• L. As a result, you then issue a new Request for Architecture Work to implement the modified Architecture Definition.

Answer: A

NEW QUESTION 4
Scenario: AutoComp Corporation
AutoComp Corporation produces components for the Car industry. Driven by the global financial downturn they are looking to reduce IT costs. They believe there is a cost saving opportunity within IT but this is not quantified in terms of potential savings nor is there agreed target architecture.
Final decisions on the solutions are not yet fully agreed. They have completed their Vision Phase and first pass of the three architecture definition phases and now they want to finalize and plan their solutions. You are the Chief Architect from a consulting organization brought into review the work to date by AutoComp Corporation and to make recommendations to the CIO and the board on this.
Which of the following answers best describes how TOGAF recommends in this context?

• A. I would determine the business value of each solution, prioritize accordingly each set of solutions, conduct detailed Risk Assessment and Mitigation, do Compliance reviews and then implement the solution
• B. I would present my recommendations to the board for agreemen
• C. Once this is done, I would update the architectures reflecting any changes resulting from the board discussion.
• D. I would after confirming Enterprise Change Attributes and constraints, do a Consolidated Gap Analysis then dependencies, then group and allocate the transition
• E. I would also assess Enterprise readiness and risks.Then I would also assess the business value of the solutions, do risk analysis with mitigation and then schedule the work products.
• F. I would do a Consolidated Gap Analysis by considering then dependencies, then group and allocate the transition
• G. I would then look to produce artifacts that describe the recommended projects, the risk, issues and dependencie
• H. This would also include transition architects to move us from current architecture to the recommended target architecture
• I. I would present my recommendations to the board for agreemen
• J. Once this is done, I would update the architectures reflecting any changes resulting from the board discussion.
• K. I would look at the corporate culture and attitude to change, understand the constraints such as cost and the required time horizon
• L. I would then look at the architecture work to ensure it is complete and seek to address any gap
• M. I would review the functional requirements and ensure there are complete interoperability requirement
• N. I would then validate any dependencies and risk
• O. Then formulate an implementation and migration strategy identifies major work packages and the transition architecture require
• P. Finally, once agreement is reached with the board I will create project charters and re-factor any changes needed from the board discussion into the architecture.

Answer: D

NEW QUESTION 5
Scenario:
Please read this scenario prior to answering the Question
You have been assigned the role of Lead Enterprise Architect for a manufacturing firm that specializes in musical instruments. The firm has been established for over 100 years, operating in North America for most of that time. In the last ten years, the firm has expanded into European markets and will soon establish a market in Latin America. A future expansion into the Asia Pacific region is also planned.
The firm is organized into several business units that each focus on manufacturing particular families of instruments such as brass, woodwind, and percussion. Each business unit has acquired other producers to expand its manufacturing capacity. This has resulted in a complex environment with a high diversity of business and manufacturing systems.
The Enterprise Architecture (EA) program within the firm has been functioning for several years. It has made significant progress in consolidating the technology portfolio and establishing key standards. The CIO and the COO are pint sponsors of the EA program. The EA program is mature, with an active Architecture Board and a well-defined architecture process and standard content templates based on the TOGAF 9 Architecture Content Framework. The EA process framework is well coordinated with the PMO, Systems Development, and Operations functions.
The firm has completed a strategic plan to reorganize its Sales & Marketing organization according to the four target geographic markets. One of the goals of this reorganization is to improve the ability of Marketing to collect more meaningful market analytics that will enable each sector to better address market needs with effective marketing campaigns and global product presence.
A Request for Architecture Work to address the goals of the reorganization has been approved. As the architecture team commences its work, the CIO has expressed concerns about whether the firm will be able to adapt to the proposed architecture and how to manage the associated risks.
Refer to the Scenario
You have been asked how to address the concerns of the CIO. Based on TOGAF 9, which of the following is the best answer?

• A. In Phase B, the team should create a set of views that will enable them to identify the factors that will influence the successful introduction of the architecture into the organizatio
• B. There should then be an assessment of each factor on a maturity scale that will allow the team to gauge the urgency, readiness, and degree of difficulty to fi
• C. Thesefactors can then be used to assess the initial risks associated with the proposed architecture.
• D. In Phase A the team should analyze their risk by completing an Implementation Factor Assessment and Deduction Matrix to identify the particular risks associated with the implementation and deploymen
• E. The matrix should include a list of factors to be considered, their descriptions, and constraints that should be taken into accoun
• F. These factors can then used to assess the initial risks associated with the proposed architecture.
• G. In Phase A, the team should use the Business Transformation Readiness Assessment technique to identify the factors that will influence the successful introduction of the architecture into the organizatio
• H. The assessment should include determining the readiness rating for each factor based on a maturity scale that will allow the team to gauge the urgency, readiness, and degree of difficulty to fi
• I. These factors can then used to assess the initial risks associated with the proposed architecture.
• J. In Phase A, the team should conduct a Business Scenario to identify the stakeholders' concerns and the resulting retirement
• K. Once the retirements have been identified, they can be assessed in terms of their risk
• L. The risks should be evaluated in terms of how they could be avoided, transferred, or mitigate
• M. Any risks that cannot be resolved should be identified as residual risks and their disposition should be decided by the Architecture Board.

Answer: C

NEW QUESTION 6
Scenario: Florian Flowers BV
Please read this scenario prior to answering the question
Florian Flowers BV is an international agricultural company exporting flowers and seeds worldwide. Florian is headquartered in Rotterdam in the Netherlands, and has sales and distribution centers in over 60 countries worldwide. Several of these centers include administrative, manufacturing, and research facilities.
To achieve full integration of their research capabilities with their development centers located in various climate zones, Florian wants to develop strong self-directed teams in each location. Florian also wants to define new business models that are profitable while reducing their impact on the environment. Florian management is deeply committed to ensuring that the company is a world leader in socially responsible seed development with a business strategy that focuses on profitability through environmentally friendly operating processes.
Florians international operations are subject to various legal and regulatory requirements. In areas such as genetically modified seeds, governmental controls are strictly enforced and compliance is critical. Recently a competitor was heavily fined for violating the regulations in a country where it was developing pest-resistant seeds.
The Governing Board is concerned, and as a result has approved the expenditure of resources to establish an Enterprise Architecture program. They have requested to be informed about the status of projects that could impact regulatory compliance. They also want to enable the corporate legal staff and auditors to analyze proposed architectures to ensure that they are within the legal guidelines for a given location. In addition, the research organization should be able to see that the architecture is appropriate for its needs.
TOGAF 9 has been mandated as the guiding framework for the development and evolution of the Enterprise Architecture practice.
Refer to the Florian Flowers BV Scenario
Florian management has engaged you as the Lead Consultant to assess the current situation.
You have been asked to recommend an approach that would enable the development of an architecture that addresses the needs of all these parties.
Based on TOGAF 9, which of the following is the best answer?

• A. Depending on the nature of the architecture, a set of models should be created that can be used to ensure that the system will be compliant with the local regulation
• B. Stakeholders should be able to view the models to see that their concerns have been properly addressed.
• C. Each architecture activity should be developed using a consistent modeling approach that is uniform across all architecture project
• D. Each architecture should be defined based on this fixed set of models so that all concerned parties can examine the models to ensure that their issues and concerns have been accessed.
• E. For those groups that have sufficient power and level of interest, a special report should be created that summarizes the key features of the architecture with respect to the particular locatio
• F. Each of these reports should reflect the stakeholders' requirements.
• G. It would be beneficial to develop a stakeholder map that allows the architects to define groups of stakeholders that share common concern
• H. A set of views should be defined that addresses the concerns each grou
• I. Architecture models can then be created for each view to address the stakeholders' concerns.

Answer: A

NEW QUESTION 7
Scenario: Zephyr Enterprises
Please read this scenario prior to answering the question
Zephyr Enterprises specializes in the development of wind turbine blades for use in large- scale commercial wind energy production systems. Zephyr has manufacturing facilities located in Palm Springs, California, Omaha, Nebraska, and Winnipeg, Ontario. Each of these plants supplies a different manufacturer that builds and sells complete systems. The turbine blades are custom engineered to meet each manufacturers design specifications.
Until recently, most turbine blades were fabricated manually using molded fiber-reinforced plastics. However, recent improvements in composite materials, coupled with enhanced automated methods for precision application of materials during the molding process, have led to significant reduction in weight, increase in strength, and greatly improved blade longevity. Zephyr has pioneered the development of a proprietary automated process for continuous extrusion of the turbine blades. Patents have been filed to protect the process, but certain trade secrets must be closely guarded.
Zephyr has a mature Enterprise Architecture organization that is supported by a cross- functional Architecture Review Board. The Chief Information Officer and the Chief Operating Officer co-sponsor the Enterprise Architecture program.
Zephyr has used TOGAF and its Architecture Development Method (ADM) to develop its automated manufacturing processes and systems that are used to design, manufacture, and test the blade assemblies. They have recently updated to TOGAF 9 and have adapted the Zephyr Enterprise Architecture to closely follow the TOGAF 9 framework. All of Zephyrs IT architects have been trained and certified on TOGAF 9.Recently, an architecture project was completed that defined a standard approach for controlling the Automated Test System that is used at each plant to perform final quality assurance tests on each completed blade assembly. The Manufacturing Architecture Board approved the plan for immediate implementation at each plant.
An Architecture Contract was developed that detailed the work needed to implement and
deploy the new Automated Test System controller. The Chief Engineer, sponsor of the activity, has expressed concern that a uniform process be employed at each site to ensure consistency.
Refer to the Zephyr Enterprises Scenario You are the Lead Architect for this activity.
You have been asked to recommend the best approach to adopt to address the Chief Engineer's concern.
Based on TOGAF 9, which of the following is the best answer?

• A. You create an Architecture Contract to manage and govern the implementation and migration proces
• B. If the contract is issued to an external party, you ensure that it is a fully enforceable legal contrac
• C. For internal development projects, you decide it is adequate to utilize a memorandum of understanding between the Manufacturing Architecture Board and the implementation organization.You recommend that if a deviation from the contract is detected, the Manufacturing Architecture Board should modify the Architecture Contract to allow the implementation organization the ability to customize the process to meet their local need
• D. As a result, you then issue a new Request for Architecture Work to implement the modified Architecture Definition.
• E. You create an Architecture Contract to manage and govern the implementation and migration proces
• F. If the contract is issued to an external party, you ensure that it is a fully enforceable legal contrac
• G. For internal envelopment projects, you decide it is adequate to utilize a memorandum of understanding between the Manufacturing Architecture Board and the implementation organization.You recommend that if a deviation from the Architecture Contract is detected, the Manufacturing Architecture Board grant a dispensation to allow the implementation organization the ability to customize the process to meet their local needs.
• H. You create an Architecture Contract to manage and govern the implementation and migration proces
• I. If the contract is issued to an external party, you ensure that it is a fully enforceable legal contrac
• J. For internal development projects, you decide it is adequate to utilize a memorandum of understanding between the Manufacturing Architecture Board and the implementation organization.You ensure that the Manufacturing Architecture Board reviews all deviations from the Architecture Contract, and considers whether or not to grant a dispensation to allow the implementation organization to customize the process to meet their local needs.
• K. You create an Architecture Contract to govern the implementation and migration process at each sit
• L. If the contract is issued to an external party, you ensure that it is a fully enforceable legal contrac
• M. You ensure that the contract addresses the project objectives, effectiveness metrics, acceptance criteria, and risk management.You then schedule compliance reviews at key points in the implementation process to ensure that the work is proceeding in accordance with the Architecture Definitio
• N. Based on the results, you ensure that the Manufacturing Architecture Board reviews all deviations from the Architecture Contract, and considers whether or not to grant a dispensation to allow the implementation organization to customize the process to meet their local needs.

Answer: C

NEW QUESTION 8
Scenario: Global Mobile 1
Please read this scenario prior to answering the question
Global Mobile is a mobile telecommunications company formed through a series of mergers and acquisitions. They are yet to fully integrate the customer service systems for the most recent acquisitions, and as result, customer service has been a major concern for the Chief Technology Officer.
Results for the last two quarters have shown that Average Revenue Per User (ARPU) and the customer retention (Churn) rate have fallen below the industry average. The Corporate Marketing group has published some new findings about customer satisfaction. The customers appear to be switching to Air Light, a competitor, because of superior customer service. Global Mobile actually has better coverage in nearly all markets than Air Light, and good roaming agreements that keep rates low for business travelers. But, customer satisfaction has remained low.
The Business Strategy group and the Enterprise Architecture group have conducted a high-level project to develop the enterprise-wide strategic plan. They have developed a business scenario which contains a good conceptual model of what needs to be done, and also identifies the key requirements. This was used in preparing the proposal presented to the Executive Council and the Corporate Board.
The planning for the program has been underway for several months. Global Mobile has selected TOGAF 9 as the basis for its Enterprise Architecture.
The Corporate Board has approved funding for a multi-million Euro conversion to transition to a packaged Customer Service System. It is anticipated that the overall program will take five years to complete, but there are some tactical projects that can commence immediately to address the situation. The Corporate Board has placed one additional major
constraint on the program. In addition to achieving the business outcomes directly related to improving overall customer service within each business unit, the Corporate Board expects the Target Architecture to produce an additional saving of at least 30% over current operating costs through energy efficiency initiatives, virtualization of servers and workstations, and expanded telecommuting and desk-sharing. This Green initiative is intended to become a model for future investments at all company facilities worldwide.
Refer to Global Mobile scenario
You have been engaged as a consultant to advise the Chief Architect on the best ways to approach to the implementation planning activities for this significant business transformation.
Based on TOGAF 9, which of the following is the best answer? (Is this the right answers to choose?)

• A. You recommend using conventional implementation planning technique
• B. The horizontal scope of the Green initiative would make the Capability-Based Planning approach used in the organization's TOGAF-based Enterprise Architecture framework difficult to manage and gover
• C. This approach to planning was better applied within the vertical scope of a business unit.
• D. You recommend that the implementation planning activities be conducted using Capability-Based Plannin
• E. This is appropriate because the Green initiative is an enterprise-wide plan with a horizontal scop
• F. Its metrics are aggregated at the enterprise leve
• G. It is crucial to gain business unit support and cooperation to achieve the broader business outcomes which will benefit all.
• H. The Capability-Based Planning approach used in the organization's TOGAF-based Enterprise Architecture framework is focused on business outcome
• I. The Green initiative is an infrastructure program that is technical in nature; therefore, it would not be appropriate to use the Capability-Based Planning approac
• J. Instead, the Global Mobile systems development lifecycle approach should be utilized to develop the Solution Architecture.
• K. You recommend using conventional implementation planning technique
• L. The Capability-Based Planning approach is normally only used in public sector, defense-related program
• M. This approach is not appropriate for a private sector company.

Answer: B

NEW QUESTION 9
UTrack Transports is a strong UK logistics company. The head of the strategic marketing division engaged the Principal Architect issuing a Request for architectural work to design an enhancement of the current Enterprise Data Warehouse system. An enhancement is needed to support the change in the business model; UTrack wants to leverage on customer data collected during business as usual activities and anonymize them to offer marketing agencies a fresh and accessible source of analytics data, this will increase the company revenues.
TOGAF 9 is the architectural framework in use.
Refer to the scenario above The Principal Architect has decided to ask you as Business Intelligence Subject Matter Expert to design the Data Architecture. The Chief Architect shared with you the Architecture Definition Document including the Business Architecture design. You now need to choose the artifacts you want to produce as part of the Data Architecture design. Identify the best answer accordingly to the TOGAF 9.
Choose one of the following answers

• A. You first list the data used across the enterprise using a Data Entity/Data Component Catalog, including data entities and also the data components where data entities are store
• B. You then classify what the data source are and the relationship with the data entities via a System/Data Matri
• C. You finally identify common data requirements using a Data Lifecycle Diagram.
• D. You first list the data used across the enterprise using a Data Entity/Data Component Matrix, including data entities and also the data components where data entities are store
• E. You then classify what the data source are and the relationship with the data entities via a Role/System Catalo
• F. You finally identify common data requirements using a Data Use Case Diagram.
• G. You first list the data used across the enterprise using a Data Entity/Data Component Catalog, including data entities and also the data components where data entities are store
• H. You then classify what the data source are and the relationship with the data entities via a System/Data Matrix.
• I. You first list the data used across the enterprise using a Data Entity/Data Component Catalog, including data entities and also the data components where data entities are store
• J. You then assign ownership of data entities to the organization via a System/Data Matrix.

Answer: A

NEW QUESTION 10
SureFlight Air Carrier has received approval for the acquisition of a regional carrier.
To integrate the new acquisition, a TOGAF based enterprise architecture program has been initiated. The CIO sponsors the activity supported by the Chief Architect.
In Phase A within the initial iteration the CIO wants to ensure that the architecture activities are recognized among the various stakeholders of the enterprise.
Refer to the scenario above
You are a consultant supporting the Chief Architect that should explain how to identify and engage the stakeholders at this stage of the program.
Identify the best answer accordingly to the TOGAF 9 guidelines. Choose one of the following answers

• A. Using the business scenarios technique you would identify supporting and not supporting stakeholders.Then you would list the set of viewpoints that are addressing the stakeholder concerns andshare these with them.
• B. You first priority is to communicate with the regional carrier stakeholders developing a CommunicationsPlan to share main features and discuss opportunities with them.
• C. You conduct a pilot proof of concept during Phase A to demonstrate the technical feasibility to the stakeholders explaining the approach available from your preferred suppliers.
• D. You identify all the main stakeholders on both the acquired carrier and the rest of the enterpris
• E. Using a stakeholder map, you classify and record their power in relation to this activit
• F. You then focus on implementing the relevant viewpoints that can address the concerns of every main stakeholder identified in the stakeholders map.

Answer: D

NEW QUESTION 11
Dante Manufacturing is a big supplier in the automotive industry, head quarter in London with main plants in New York, Milan, Toronto and Tokio. Each one of these plants has been operating its own Manufacturing Requirements Planning (MRP II) system, production scheduling and custom applications for production automation. Dante's objective is to minimize waste production improving production operations. During an analysis of the
process improvements was determined that a significant improvement on waste production could be achieved replacing the outdated MRPII system with a common Enterprise Resource Planning (ERP) located in London. Dante has well-developed governance and processes based on TOGAF 9. The Chief Engineer of Global Manufacturing operations is the business sponsor and issued a Request for Architectural Work. The architectural activity for the implementation of the new ERP platform is kicked off and the architectural vision is produced. Some concerns on the security, reliability, responsibility and time to manage change of driving the MRP II and production scheduling by a central system located in London are raised by the team of architects working on the project and by senior management of the various organizations. These last in particular, stressed the need to align the information management with the business.
Refer to the scenario above As Lead Architect you have been asked to update the IT architectural principles to address the concerns raised by the project stakeholders and the senior management. According to TOGAF 9 (assuming the enterprise is using the example set of principles in TOGAF 9 Section 23.6), which of the following is the best answer?
Choose one of the following answers

• A. Common Use Applications, Data is Shared, Data is Accessible, Data is Secure, Interoperability, Control, Technology Independence.
• B. Business Continuity, Service-Orientation, Data is Shared , Data is Accessible, Data is Secure, Responsive Change Management.
• C. Requirements-Based Change, Ease-of-Use, Data is Normalized.
• D. Information Management is Everybody's business, IT Responsibility, Data Trustee, Technology Independence, Responsive Change Management.

Answer: D

NEW QUESTION 12
Scenario:
Please read this scenario prior to answering the Question
You have been assigned the role of Chief Enterprise Architect within a leading North American information technology services company. The company has a number of service portfolios including infrastructure, applications, business process outsourcing, accounting, and financial services.
With numerous practice areas and a multitude of diverse engagements underway at any given time, overall engagement management within the company has become challenging. The company does not want to risk its outstanding reputation or its international certifications and CMM ratings.
The Chief Executive Officer and Chief Information Officer have co-sponsored the creation of an Enterprise Architecture prog-am based on TOGAF 9. An Architecture Board has been formed comprised of IT staff executives and executives from the major practice areas.
The Enterprise Architecture team has been working with the Strategic Planning team to create a strategic enterprise architecture to address these issues. The team has defined a framework and held workshops with key stakeholders to define a set of architecture principles to govern the architecture work. They have completed an Architecture Vision at a strategic level and laid out Architecture Definitions for the four domains. They have set out an ambitious vision of the future of the company over a five-year period. This includes a solution architecture including three distinct transformations.
The CIO has made it clear that prior to the approval of the detailed Implementation and Migration plan, the EA team will need to assess the risks associated with the proposed architecture. He has received concerns from some of the senior partners that the proposed architecture may be too ambitious and they are not sure it can produce sufficient value to warrant the attendant risks.
Refer to the Scenario
You have been asked to recommend an approach to satisfy these concerns. Based on TOGAF 9, which of the following is the best answer?

• A. You recommend that before preparing the detailed Implementation and Migration plan, the EA team should review and consolidate the gap analysis results from Phases B to D to understand the transformations that are required to achieve the proposed Target Architectur
• B. The EA team should assess the readiness of the organization to undergo chang
• C. Once the Solution Architecture has been assembled, it should be analyzed using a state evolution table to determine the Transition Architectures.
• D. You recommend that the EA team apply an interoperability analysis to evaluate any potential issues across the Solution Architectur
• E. This should include the development of a matrix showing the interoperability retirement
• F. Once all of the concerns have been resolved, the EA team should finalize the Architecture Roadmap and the Implementation and Migration Plan.
• G. You recommend that the EA team apply the Business Transformation Readiness Assessment technique which will allow the risks associated with the transformations to be identified and mitigated for, it will also identify improvement actions to be worked into the Implementation and Migration Pla
• H. A Business Value Assessment should be used to determine the business value and associated risks for the transformation.
• I. You recommend that the EA team should gather information about potential solutions from the appropriate source
• J. Once the Solution Architecture has been assembled, it should be analyzed using a state evolution table to determine the Transition Architecture
• K. A value realization process should then be established to ensure that the concerns raised are addressed.

Answer: C

NEW QUESTION 13
Scenario: Rollins Manufacturing
Please read this scenario prior to answering the question
Rollins Manufacturing is a major supplier in the automotive industry, headquartered in Cleveland, Ohio with manufacturing plants in Chicago, Sao Paulo, Stuttgart, Yokohama, and Seoul. Each of these plants has been operating its own Manufacturing Requirements Planning (MRPII) system, production scheduling, and custom developed applications that drive the automated production equipment at each plant.
Rollins is implementing lean manufacturing principles to minimize waste and improve the efficiency of all of its production operations. During a recent exercise held for internal quality improvement, it was determined that a significant reduction in process waste could be achieved by replacing the current MRPII and scheduling systems with a common Enterprise Resource Planning (ERP) system located in the Cleveland data center. This central system would provide support to each of the plants replacing the functionality in the existing systems. It would also eliminate the need for full data centers at each of the plant facilities. A reduced number of IT staff could support the remaining applications. In some cases, a third-party contractor could provide those staff.
The Rollins Enterprise Architecture department has been operating for several years and
has mature, well-developed architecture governance and development processes that are strongly based on TOGAF 9.At a recent meeting, the Architecture Review Board approved a Request for Architecture Work from the Chief Engineer of Global Manufacturing Operations who is the project sponsor. The request covered the initial architectural investigations and the development of a comprehensive architecture to plan the transformation.
The Common ERP Deployment architecture project team has now been formed, and the project team has been asked to develop an Architecture Vision that will achieve the desired outcomes and benefits. Some of the plant managers have expressed concern about the security and reliability of driving their MRPII and production scheduling from a central system located in Cleveland. The Chief Engineer wants to know how these concerns can be addressed.
Refer to the Rollins Manufacturing Scenario:
You are serving as the Lead Enterprise Architect for the Common ERP Deployment architecture project.
One of the earliest initiatives in the Enterprise Architecture program at Rollins was the definition of a set of IT principles and architecture principles that are well aligned with the overall enterprise principles. These now need to be updated to address the concerns raised.
You have been asked to select a set of principles most appropriate for guiding the team to define a robust solution.
[Note: You should assume that Rollins has adopted the example set of principles that are listed and defined in TOGAF 9, Section 23.6.]
Based on TOGAF 9, which of the following is the best answer?

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

Answer: C

NEW QUESTION 14
TP Banking is a strong financial institute with a well-known acquisition history with an internal IT department managing over 100 projects related to infrastructure and services.
The CIO has decided to create an Enterprise Architecture based on TOGAF 9 as reaction to the difficult market conditions. An Architecture Vision and a set of domain architectures were approved. The CIO is asking you (the Lead Architect) to define an Implementation and Migration Plan that realizes the vision already agreed with the stakeholders involved.
Refer to the scenario above
You are leading a group of domain architects and you are working with the corporate PMO, the business strategy team and service operations. You are meeting the stakeholders to clarify how you want to proceed with the Implementation and Migration Plan.
Choose one of the following answers

• A. You propose to start collecting the existing deliverables describing the different domains in order to enable the Enterprise Architecture tram to integrate them with the support of the operation managemen
• B. Every domain architect will then evaluate the impact on the projects already planned for the domai
• C. The single revised plans will be integrated together and consolidated into a strategic implementation and migration strategy defining an IT roadmap.
• D. You communicate the need for urgenc
• E. The projects already planned will be cancelled and the implementation of the new architecture vision will be set as first priorit
• F. A set of new projects will be defined to implement the new strateg
• G. You will use the requirements from Phases B through D and define new projects for each one of the requirement
• H. The use of defined interoperability architecture guidelines will then enable the project teams to work together and define a set of new point-to-point interfaces.
• I. You describe the concept of Transition Architectures and clarify that the business value can be achieved by all the projects delivering their increments in a coordinated approac
• J. Capability gaps and project dependencies are analyzed for each domain this will then enable the projects to be organized in work package
• K. You will then agree on the roadmap for the implementation and migration strategy meeting with all the key stakeholders.
• L. You communicate the CIO's will to transform the corporation and then that he's seeking help from the domain architects to do tha
• M. The requirements are managed in order to enable every Architect to participate to the planning that will result in a detailed list of work activities with impact on the IT portfolio of project
• N. A five year Target Architecture will then be defined and a report will keep track of dependencies and factors assessment.

Answer: C

NEW QUESTION 15
Scenario:
Please read this scenario prior to answering the Question You are serving as the Chief Architect for a large, global commodities trading company which has been growing rapidly through a series of acquisitions. Each business is performing well in its markets. However, the lack of integration between headquarters and the business units has increasingly caused problems in the handling of customer and financial information. The inability to share information across businesses has resulted in lost opportunities to "leverage the synergies" that had been intended when the businesses were acquired. At present, each business unit maintains its own applications. Despite an earlier initiative to install a common application to manage customer, products, supplier, and inventory information, each business unit has different ways of defining each of these core elements and has customized the common application to the point where the ability to exchange information is difficult, costly, and error-prone. As a result, the company has made the decision to introduce a single enterprise-wide application to consolidate information from several applications that exist across the lines of business. The application will be used by all business units and accessed by suppliers through well defined interfaces.
Refer to the Scenario As part of the process for establishing the Enterprise Architecture department, you are developing a set of architecture principles to guide the activities. You need to specify the best approach for this work. Based on TOGAF 9, which of the following is the best answer?

• A. You gather information from credible industry sources in the commodities busines
• B. Based on that, you assess current trends and apply that to defining a set of principles that embody best practice
• C. You select architecture principles that do not conflict with each other and that should be stabl
• D. You ensure that all the principles are realistic and avoid including principles that are obvious.
• E. You examine the mission statements for the company and each of its businesses, together with the corporate value statement
• F. Based on that, you define a set of principles and review with the CI
• G. When developing the principles you ensure that they actively promote the alignment of IT with the business strategies and initiatives of the compan
• H. You then seek the endorsement of the CIO and senior management.
• I. You define a set of principles that support the preferred best practices embodied in the Enterprise Architecture department charte
• J. You publish the principles on the corporate intranet to ensure widespread acceptance and complianc
• K. You then schedule regular periodic Compliance Assessments with individual business units to check that they have made satisfactory progress toward meeting the objectives and conditions embodied in the principles.
• L. You examine the mission statements for the company and each of its businesses, together with the corporate value statement
• M. Based on that, you work with the Architecture Board to define the principles.When developing the principles you ensure that they actively promote the alignment of IT with the corporate business strategie
• N. You then hold a series of review meetings with all the relevant stakeholders, including senior management, ensuring their support.

Answer: D

NEW QUESTION 16
Scenario: Glacier Ridge LLC
Please read this scenario prior to answering the question Glacier Ridge LLC is a vacation property management firm that is growing through acquisition. It manages over 200 resort properties across North America. Many of the resort properties use the same internal IT systems that they used before they were acquired. Until recently, the only requirement that has been placed en each property is that they use a standard financial reporting system to report their financials ID the headquarters on a weekly basis. The CEO has stated his concerns about the inefficiencies of the current approach and identified the need to change. He has defined a new strategic vision that will enhance the Glacier Ridge property business by standardizing its operations across the network to provide consolidated financial, human resources, logistics, sales and marketing, and yield management. He has also stated that he expects results by the end of the current fiscal year. These changes will provide the company with improved utilization of its capacity and more efficient operations. The addition of a corporate-wide data warehouse will provide analytics that will enable the
marketing group to improve its ability to target advertising into key markets to improve yields. Glacier Ridge has mature enterprise architecture (EA) practice and uses TOGAF 9 as the method and guiding framework.
The CIO is the sponsor of the activity. In planning this change, the Chief Architect engaged the services of a well-known consulting firm that specializes in business strategy. An initial study has been conducted to identify the strategic changes needed to implement the CEO's vision. This recently completed with approval of a strategic architecture encompassing the entire firm, including detailed requirements and recommendations.
Based on the recommendations from the initial engagement, Glacier Ridge has embraced an Architecture Vision to adopt an enterprise application that is tailored to the needs of the hospitality industry.
Refer to the Glacier Ridge scenario Your role is that of Chief Architect. You have been asked to recommend the best approach to take in this architecture engagement to realize the CEO's vision. Based on TOGAF 9, which of the following is the best answer?

• A. Since the initial engagement has identified the need to change, you recommend that the team focus on defining the target architecture by going through the architecture definition phases (B-D). This will ensure that the change can be defined in a structured manner and address the requirements needed to realize the vision.
• B. Since the vision is well understood and the strategic architecture agreed, you recommend that the target architecture is defined first, followed by transition plannin
• C. This will ensure that the current inefficiencies of the baseline architecture are not carried forward, and that the proposed solution addresses the requirements identified in the initial architecture engagement.
• D. You recommend that this engagement define the Technology Architecture first in order to assess the current infrastructure capacity and capabilit
• E. Then the focus should be on transition planning and architecture deploymen
• F. This will identify requirements to ensure that the projects are sequenced in an optimal fashion so as to realize the vision.
• G. You recommend that the team focus on architecture definition, with a specific emphasis on understanding the strategic change parameters of the business strateg
• H. Once understood, the team will be in the best position to identify the requirements, drivers, issues, and constraints for this engagemen
• I. You would ensure that the target architecture addresses non-functional requirements so as to help forecast future impacts.

Answer: D

NEW QUESTION 17
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