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.
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A
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
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B
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.
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C
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.
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D
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.