Free TOGAF Architecture Q&A

ABC Logistics has chosen a Commercial Off-the-Shelf (COTS) BI Analytics solution for its new surface freight delivery service to meet customer requests better. The present system used by ABC Logistics needs to offer the necessary capabilities to support marketing initiatives. Its performance constraints result in unacceptably long delays in meeting market objectives. The unit is losing money due to the current system. ABC has just chosen TOGAF 9 as the foundation for its ongoing program. The CIO sponsors the practice of enterprise architecture. With ABC Logistics, the enterprise architecture team started a project that has helped clarify the new system's needs and business objectives. A thorough review of the business process is included. A solution that can support the current technologies and applications has been suggested. Still, it needs a non-standard operating system platform to handle the business application and different web server software from the ones now supported. According to a review by the Architecture Board, some of these project needs were outside the company's current infrastructure standards. Following conversations with several senior executives, the CIO feels compelled to support the business unit's urgent need to adopt the BI Analytics package. He has given his blessing to the execution. The project is urgent and needs to be finished as soon as possible; a contract has been signed with the software vendor to implement the solution. A project manager has been selected, and a feasibility meeting has been held with a decision to continue. The CIO has asked the enterprise architecture team to prepare for Phase G by ensuring that the Key Performance Indicators for system performance and security are met, and the project stays within budget. The vendor has provided a statement of work that has made it through the migration planning phase, and significant impacts on existing systems and the infrastructure have been documented. Your role is the Chief Enterprise Architect. You have been asked to recommend a plan to implement the direction from the CIO.

You review the output from the Architecture Board and recommend the co-existence of a second web server standard, noting the additional hardware and support skills issues. You add this technology to the currently supported inventory of standard products in the company Standards Information Base. You direct the project architects to construct an Architecture Contract with the development team. You emphasize the importance of using appropriate Architecture Compliance Reviews in addition to the test plans required for performance, and monitor the testing results. You establish agreements with the business unit for Service Level Agreements and delivery dates. After implementation, you identify re-usable objects and procedures.

Based on the review held by the Architecture Board, you recommend the vendor modify the web server software and hardware components in the product so they can meet the current infrastructure standards. You recommend development of an in-house prototype of the product to investigate coding change options. You would then obtain the approval of the development leads for supporting the development effort, develop an Architecture Contract, and provide the project plan to the project manager, emphasizing adherence to schedule. After implementation, you schedule frequent operational reviews to monitor performance of the solution.

You prepare an expanded risk analysis and inform the development team of the required deliverables and the dates. You prepare a detailed impact analysis of the use of a 'non-standard' web and hardware solution. You construct an Architecture Contract. You obtain approval from the CIO prior to implementation. You schedule a test of the solution just prior to implementation according to user performance requirements. You deliver the required artifacts and archive them when implementation is complete.

Based on the recommendations of the Architecture Board, you would eliminate the nonstandard web server from the solution. You create a revised plan and Architecture Contract for the development of a replacement application and server environment using standard re-usable components and internal development resources. You would inform the CIO that in the long term the development of this standardized version is the lower-cost option. You ensure that the budget implications to these recommendations are presented to the finance committee. You hold frequent project management meetings to monitor compliance to standards and the revised schedule.

Correct! Wrong!

Explanation:
All of the criteria fall within the Phase G. The architect accepts the mandate of the CIO and decides that a second standard is an acceptable compromise, since time is of the essence and a contract has already been signed with the vendor per his product design. The architect then works with the development team to draw up an Architecture Contract.

You work as a consultant for the chief designer of a low-cost private airline. An essential international airport serves as its principal base. It travels to 65 domestic destinations and nine countries in Europe, the Middle East, and Asia-Pacific. The airline has been given the go-ahead to merge with another foreign carrier, expanding its market reach and allowing it to supplement its key routes with connecting flights from critical international destinations. An enterprise architecture program has been started with TOGAF 9 as the approach and guiding framework to incorporate the new merger. The CIO sponsors the event. According to the Chief Architect, this application should employ iteration with the ADM. The CIO has underlined the need to make sure that the architecture is adopted throughout the organization when the program enters Phase A of the initial iteration of an Architecture Capability cycle. At this point in the program, you have been asked to describe how you would locate and interact with the stakeholders.

Concentrate on stakeholder communications to promptly deliver targeted information to the appropriate stakeholders. To ensure they are informed about the main components of the architecture and have the chance to comment, you would create a communications strategy

With the parties affected by the merger, you will run a number of business simulations to see which parties share your perspective (likely to block the initiative and which are likely to support it). You would choose the most pertinent points of view and confirm them with the necessary parties

You would identify key stakeholders across both merged airlines. You would classify their positions and influence, recording the results in a stakeholder map. You would then focus on key stakeholders ensuring that you identify the most relevant viewpoints for each stakeholder and validate that their concerns are being addressed

In Phase A, you would carry out a pilot project to show the stakeholders that the methods offered by your preferred providers were technically feasible. The statement of work would be finished, and an architecture contract would be issued to your suppliers once the stakeholders have confirmed that the method satisfies their criteria

Correct! Wrong!

Explanation:
The method TOGAF suggests for locating and involving the essential stakeholders in Phase I is stakeholder analysis and mapping. A significant product result that supports other outputs at this phase is the Stakeholder Map.

Over its more than 30 years in operation, ABC Retail Company has expanded through several mergers and acquisitions with other retail companies. It regularly has over 100 projects in process and a sizable IT service department. The governing board has determined that a more structured approach to its initiative is required to protect the company. An enterprise architecture group has been created with sponsorship from the CIO. This team has adopted TOGAF 9. They made a set of domain architectures and outlined an architecture vision, both of which have been approved. It is necessary to combine the domain architectures, examine the company portfolio's current initiatives and projects, and start up new ones to accomplish the goal. According to the CIO, the implementation strategy must consider the ongoing changes in the business and technological environments. The best chance of implementing the goal in these uncertain times is to have a flexible, integrated Implementation and Migration Plan, which shareholders want to see in addition to merely a vision. Leading a team of domain architects, the corporate project management office, strategic planners, and operations management planners as a lead enterprise architect. You have been requested to suggest the best action to address the issues raised at a stakeholder meeting.

You suggest that the domain architectures be used immediately and that the scopes of all active projects be adjusted to reflect the new designs. You will next use the requirements from Phases B through D to quickly construct new IT projects for each condition, allowing the projects to develop their requirements-based project architectures. By developing new point-to-point interfaces following predetermined interoperability architecture rules, the projects will communicate with one another.

You advise the EA team to use every project and its deliverables to address the conclusions from the Gap Analysis results for the architecture domains. For the architects to incorporate all of the existing project charters and architectures logically, the EA team will request all of those documents from the stakeholders. To help them get ready to support the deliverables, they will communicate their plans to the operations management staff. After that, each domain architect will choose a few projects to close any gaps before deciding whether to change the scope of any existing projects. The Implementation and Migration Plan will then be created by adding up all the work necessary for each domain. The Architecture Roadmap will have a timeframe for how the deliverables will advance.

You suggest getting advice from the stakeholders on what needs to be done to bring the described domain designs into practice. The goal is to ensure every stakeholder can participate in the EA planning process. An IT portfolio strategy that will eventually give rise to several projects will be created from the joint analysis's complete list of work activities. The goal is to develop a thorough Target Architecture outlining the organization's specific technological choices for the upcoming five years. A comprehensive report will summarize what was accomplished and include an in-depth review of dependencies and variables.

You recommend development of a series of transition Architectures. This can then deliver continuous business value in an incremental manner, achieved by all the projects delivering their increments in a coordinated approach based on capability planning. You will consolidate the Gap Analysis results from each of the domain architectures and analyze the dependencies so as to come up with a work-breakdown structure. You will examine what is achievable and identify logical work packages that can become the basis for projects or the leveraging of existing projects. You will then hold a series of facilitated sessions to seek consensus on the Implementation and Migration Strategy.

Correct! Wrong!

Explanation:
The third option addresses the worry that the implementation can adapt to changes in technology and the business environment by recommending using transition architectures and capacity increments to offer business value.

Recently, three more telecommunications firms merged to become ABC, a provider of mobile services. As part of integrating the three organizations, the business operating model has been consolidated, and an enterprise architecture program has been implemented. The business has embraced TOGAF 9 Architecture Development Method. Following the outline Implementation and Migration Plan's approval by the Architecture Board, thorough migration planning is currently being carried out. A working group has been established with participation from the leading architects and corporate matrix stakeholders (those who will work on the project). It is acknowledged that those outside the enterprise architecture team would be tasked with paying for, creating, maintaining, and utilizing whatever is put in place based on the enterprise architecture. Correcting this is crucial for the firm, especially in light of the severe market rivalry and the business resistance to adopting any new business model. The program's sponsor, the CIO, has specified an incremental rollout strategy for the integration initiative. (Use the example case.) You must explain how you would carry out migration planning, what you would execute, who you would include, and more. What would be the primary output? (s)

Migration planning should be conducted by the enterprise architecture team. The approach should be confirmed and coordinated with the corporate management frameworks involve Detailed resource estimates should be created for the work to be completed and the business value identified for all deliverables. A series of Transition Architectures should be planned that take into account the priorities. When this is completed the Implementation and Migration Plan can be finalize The Business Planning, Portfolio Management, and Operations Management groups should all be involved in the development of the major deliverables. Once the deliverables have been completed, the architecture development cycle should be complete

The Chief Architect, his immediate reports, and the domain architects should coordinate migration planning. The Architecture Board secretariat will receive the Implementation and Migration Plan once it is finished and distribute it prior to the next meeting. The plan will include a prioritized list of projects, their estimated costs, and the suggested way to complete each project. The board's (and their staff's) comments will be incorporated into the plan, and each project will then need to present itself to the board for approval of project resources for the following project increment. A high-level GANT chart that might serve as the architecture road map would be included in the implementation and migration plan.

The enterprise architecture team, in particular the domain (Business, Application, Data, Technology, and Security) architects, should conduct migration planning. They should look to execute several Transition Architectures using reliable project management methods. The high-level architecture building blocks will subsequently be included in an Implementation and Migration Plan and an Architecture Roadmap by the EA team, which will also develop a prioritized list of tasks. To ensure that the Executive Board members are prepared to provide funding for the proposed EA work, these deliverables will be distributed around the organization for feedback that will be selectively integrated.

The project managers should use the Implementation and Migration Strategy from Phase E to undertake migration planning as they build project plans focusing on scope, budget, and time. Then, on a project-by-project basis, a more thorough analysis and business value can be generated using project management best practices. Project managers will determine the business value and create funding requests for the IT governance Board. The Chief Architect will participate in the Board as a member and provide members with guidance regarding the project's criticality and relative relevance. The aggregate of the project plans and road maps will be used as the detailed Implementation and Migration Plan over time, as the projects will continuously request new funds and approval to move forward.

Correct! Wrong!

A significant financial institution has expanded during the past 20 years due to numerous mergers and acquisitions. The enterprise's application portfolio has grown dramatically with little thought to an integrated and unified application stack. Without any coordination, each business unit has operated its apps. During the past two years, the industry's competition has boosted pressure to cut operating costs, especially IT. To unify and rationalize the application portfolio and build a corporate-wide customer information management system, the Corporate Board has accepted the direction to launch an Enterprise Architecture program. The Corporate Board has also given the corporation a strategic directive that it should dramatically extend its markets over the next two years to serve all member states. There needs to be enterprise architecture in place at the company. The program's sponsor, the CIO, has ordered that the architecture process and deliverables adhere to TOGAF 9. The CIO has scheduled the first meeting of the Architecture Board. It is your responsibility as the Lead Architect. How will you launch the Enterprise Architecture program is the question posed to you?

You submit an architectural work request to secure the necessary resources for creating an architectural vision. After that, you conduct a business simulation to address the Board's expansion needs. Based on it, you create a typical systems architecture, which influences the Solution Building Blocks you select to integrate the systems across business units.

You will create and modify TOGAF 9 to include it with the practices already set up by the program management office. You also look at how it relates to other frameworks and processes for governance, operations management, and system development. The footprint of the enterprise architecture is then determined through research.

You begin with an architecture maturity assessment to gauge the organization's adaptability to change. The TOGAF ADM is then used to describe the general criteria for integrating a new firm information management system into the enterprise based on this input. The next step is to set the business goals that will guide the enterprise architecture program in collaboration with the Architecture Board.

You ensure that there is an agreement on the scope of the enterprise architecture, and identify the key business drivers. You document and validate the requirements for architecture work. You develop a set of architecture principles with the Architecture Board to guide the architecture work. You then consider how to best tailor TOGAF 9 for use, and identify tools for supporting the program.

Correct! Wrong!

Explanation:
It adheres to the steps described in the preliminary phase. These are the crucial actions for this phase because it is setting the program.

A significant manufacturer, ABC, has chosen to replace its antiquated paper-based configuration and investigation systems with an automated solution to increase the effectiveness of its operational force. This will affect the business and its client. ABC uses TOGAF 9 and applies the ADM iteratively for their internal Enterprise Architecture. Using a Baseline First methodology, the enterprise architecture team established the Architecture Capability for this project and finished the first iteration of the Architecture Definition cycle. The CIO sponsors the Enterprise Architecture initiative. The first iteration has set the project's approach, scope, and vision. There are certain established architectural principles. According to the CIO, the following guidelines must be followed: -Data is the company's most valuable resource. -Data sharing between internal and external parties (customer with status). Data is available on demand. The initial iteration has also developed several business goals and objectives for the new target system. The main aim is to give the operation force in the field immediate access to the operation process. This will enable the operation team to build and validate product configurations, check for problems, and quickly find solutions while updating customers on the status. The created architectures will need to address the following stakeholder issues to accomplish this goal: -What adjustments to the current operational procedures are required? What information needs to be shared? How will distributed data be protected? Lead Enterprise Architect is the title you hold. For the second iteration of the Architecture Development cycle, you are required to choose the best artifacts.

Include a location catalog and a business interaction matrix when describing the business architecture. Describe the data architecture using a Data Migration diagram and an operation Lifecycle diagram. Include a software engineering diagram in your description of the application architecture. Draw a schematic showing the communications engineering architecture.

Describe the Business Architecture with a Process/Event/Control/Status mechanism and Role catalog. Describe the Data Architecture, Application/Data matrix, and Data Security diagram. Describe the Application Architecture with an Interface catalog. Describe the Technology architecture with a Network Computing/Hardware diagram.

Using a Location catalog and Role catalog, describe the business architecture. Describe the data architecture using a data entity/business function matrix, an application/data matrix, and a data security diagram. An application interaction matrix should be used to describe the application architecture. Using a network computing/hardware diagram, explain the technology architecture.

Include a Location catalog and a Business Footprint diagram when describing the Business Architecture. An application/data matrix, a data migration diagram, and a data lifecycle diagram should be used to describe the data architecture. An application communication diagram should be used to describe the application architecture. Using a network computing/hardware diagram, explain the technology architecture.

Correct! Wrong!

Explanation:
An organization can determine the entire chain of effects by modifying a high-level process using the Process/Event/Control/Product catalog. The Application/Data matrix and Data Entity/Data Component catalog handle the issue of data sharing. The network computing/hardware diagram and the data security diagram would take the case of securing distributed data. Concern 4 will be addressed by the Interface catalog, which enables the development of an application interface.

You work as a Lead Architect for a multinational corporation with operations and manufacturing sites in ten different nations and sell its goods in over eighty. Its three sectors comprise Energy systems, distribution/grid equipment, and production. Each sector comprises several autonomous business units with few shared clients and suppliers. An Executive President heads each of the business units. They were required to exchange data from the corporate headquarters on finances and personnel resources. A consulting firm has suggested a reorganization that will improve the sharing of product information among business units. The creation of integrated customer and product information systems will be necessary to fulfill this strategic realignment. The business has an established enterprise architecture practice and bases its workflow and outputs on TOGAF 9. The CIO is the program's sponsor for enterprise architecture. The risk to the company's operations, while a possibly incompatible program is being implemented across the entire organization, worried the board of directors. He pointed out that various rivals had tried similar initiatives but failed. Before this initiative may start, the Corporate Board decided that this problem must be appropriately addressed. You've been asked to suggest a strategy to handle the issues.

As a lead architect you recommend that risk aversion should be used throughout the program to manage risk including risk monitoring. In the Implementation Governance phase, you ensure a residual risk assessment is conducted to determine the best way to manage risks that cannot be mitigate

As the lead architect, you advise categorizing the risks in the architecture vision phase according to time, cost, and scope. You should then ensure that those initial risks are handled in the Architecture Contracts issued during the implementation governance phase and contain sufficient risk monitoring activities to confirm that they have been resolved.

You suggest using a risk management strategy in Phase G as the lead architect. This would entail creating a system for categorizing risks and completing risk assessment forms. Then, before releasing the architecture contracts, you ensure the initial degree of risk is fully appreciated.

In the Implementation Governance phase, as the lead architect, you advise doing a risk aversion assessment to gauge how risk-averse people are about the proposed business transformation. Based on it, you suggest the corporate board implement a series of parallel systems to mitigate the risks if they are unwilling to accept a reasonable amount of risk.

Correct! Wrong!

Explanation:
Risk must be handled throughout all phases, and before beginning a transformation, you must identify, classify, and mitigate risk, according to TOGAF on Risk Management. Those remaining risks should be recognized and, as much as feasible, managed during the implementation governance phase.

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