Question 1

You are working as an Enterprise Architect at a technology company. The company has multiple
subsidiary companies, engaged in mobile, online shopping, cloud computing services, and a social
media platform. The company has grown rapidly and claims to be adding 20 million new users a
month.
The company has an established Enterprise Architecture (EA) program based on the TOGAF standard,
sponsored jointly by the Chief Executive Officer (CEO) and Chief Information Officer (CIO). In your
role as an Enterprise Architect within the EA team, you work closely with the business stakeholders
in the company as well as the sponsors.
The senior leadership within the company is worried about the ability of the company to address the
challenges of climate change and the opportunities around artificial intelligence. They are concerned
that the business will not be sustainable without making significant changes. Most senior leaders feel
that the operations must become more efficient, and the organization needs to change in order to
achieve its future goals.
The CEO has decided that reorganizing its subsidiaries around artificial intelligence and machine
learning will improve the way the company creates and delivers value. The sponsors have approved
an EA project for the reorganization. The EA team has created a strategic architecture with the CEO
and CIO. It includes an Architecture Vision and high-level definitions of the domain architectures.
This sets out an ambitious plan over a three-year period and covers three distinct transformations to
implement the reorganization.
The sponsors have read reports that up to 70% of companies are failing at digital and artificial
intelligence transformation. They have made it clear that prior to the approval of the detailed
Implementation and Migration Plan, the EA team needs to assess and mitigate the risks associated
with the reorganization. They want assurance that the reorganization will succeed and deliver the
promised increases in value for the business.
You have been asked by the EA team leader to recommend the approach to address the request from
the sponsors.

• A. You would assess the organization’s preparedness to undergo change. This will allow the risks associated with the transformations to be identified, classified, and mitigated. This would include identifying dependencies between the set of changes, including gaps and work packages. It will also identify improvement actions to be worked into the Implementation and Migration Plan. The business value, effort, and risk associated with each transformation should be determined.
• B. Before preparing the detailed Implementation and Migration Plan, you would review and consolidate the gap analysis results from Phases B to D. This will identify the transformations required to achieve the proposed Target Architecture. You would then assess the readiness of the organization to undergo change and determine an overall direction to address and mitigate risks identified. The Transition Architecture should then be planned to use a state evolution table.
• C. You would bring together information about potential approaches and produce several alternative target transition architectures. You would then investigate the different architecture alternatives and discuss these with stakeholders using the Architecture Alternatives and Trade-offs technique. Once the target architecture has been selected, it should be analyzed using a state evolution table to determine the Transition Architectures. A value realization process should then be established to ensure that the concerns raised are addressed.
• D. You would apply an interoperability analysis to evaluate the potential issues across the proposed new architecture. This should include the development of a matrix showing the interoperability requirements. The degree of interoperability should then be aligned with the corporate operating model to ensure risks are mitigated and minimized. The risk mitigations can then be included within each of the target Transition Architectures. You would then finalize the Architecture Roadmap and the Implementation and Migration Plan.

Question 2

Your role is that of an Enterprise Architect, reporting to the Chief Enterprise Architect, at a
technology company. The company provides staff, as well as cloud-based services for many
government agencies.
The company uses the TOGAF standard as the method and guiding framework for its Enterprise
Architecture (EA) practice. The Chief Technology Officer (CTO) is the sponsor of the activity. The
practice uses an iterative approach for its architecture development. This has enabled the decision-
makers to gain valuable insights into the different aspects of the business.
The nature of the business is such that the data and the information stored on the company systems
are the company’s major asset and are highly confidential. The company employees work remotely
and need constant access to the company systems, which is done by the public infrastructure. They
use message encryption, secure internet connections using Virtual Private Networks (VPNs), and
other standard security measures. The company has provided computer security awareness training
for all its staff.
The Chief Security Officer (CSO) has noted an increase in distributed denial-of-service (DDoS) attacks
on companies with a similar profile. The CSO understands that even with thorough preparation, a
major attack could stop employees from being able to do their jobs. This could lead to a large
financial loss, damage to the company’s reputation with customers, and employees being unable to
work.
A risk assessment has been completed, and the company has looked for cyber insurance that covers
such attacks. The price for this insurance is very high. The CTO has decided not to get cyber insurance
to cover such attacks.
You have been asked to describe the steps you would take to strengthen the current architecture to
improve data protection.

• A. You would monitor for technology updates from your existing suppliers that could enhance the company’s capabilities to detect, react, and recover from an IT security incident. You would prepare and run a disaster recovery planning exercise for an attack and analyze the performance of the current Enterprise Architecture. Using the findings, you would prepare a gap analysis of the current Enterprise Architecture. You would prepare change requests to address identified gaps. You would add the changes implemented to the Architecture Repository.
• B. You would request an Architecture Compliance Review with the scope to examine the company’s ability to respond to such attacks. You would identify the departments involved and have them nominate representatives. You would then tailor checklists to address the requirement for increased resilience. You would circulate to the nominated representatives for them to complete. You would then review the completed checklists, identifying and resolving issues. You would then determine and present your recommendations.
• C. You would ensure that the company has in place up-to-date processes for managing change to the current Enterprise Architecture. Based on the scope of the concerns raised, you recommend that this be managed at the infrastructure level. Changes should be made to the baseline description of the Technology Architecture. The changes should be approved by the Architecture Board and implemented by change management techniques.
• D. You would assess the business continuity requirements and analyze the current Enterprise Architecture for gaps. You would recommend changes to address the situation and create a change request. You would arrange a meeting of the Architecture Board to assess and approve the change request. Once approved, you would create a new Request for Architecture Work to begin an ADM cycle to implement the changes.

Question 3

You are working as an Enterprise Architect. The company you work for creates and sells products
targeted at the end-user market, which are sold through retail organizations worldwide.
The company is embarking on a Digital Transformation where it will expand its offerings from
physical products to also include digital products and digital services. This includes enabling each of
its product lines to offer digital products or services associated with their existing physical products.
The feedback from customers is that they do not find much value in these direct-to-consumer digital
products. Analysis of the data on how the products are being used and who is using them shows that
the products are not reaching the target audience that they were designed for, leading to a failure to
meet the revenue goals. The product manager is seeking advice on how to tackle these problems,
while making sure that the products still comply within the guardrails set by the EA team.
You are part of the Enterprise Architecture Team. The company uses Agile product management
techniques and Agile development practices. The EA team works with the product management
teams, supporting and enabling the Agile development teams.
You are working with the EA Team Leader to develop a plan for the overall Digital Transformation
project. You have been asked to work on a specific product line, which is experimenting with new
direct-to-consumer digital products using a third-party platform. The product development for this
experiment took a Minimum Viable Architecture approach, including a shallow architecture
development iteration with a focus on the Application Architecture, followed by a quick and minimal
implementation.
The Enterprise Architecture practice at the company is sponsored by the Chief Technology Officer.
The EA team has operated successfully for several years and has well-developed processes based on
the TOGAF standard. The EA team’s responsibilities include architecting product development
processes and customer experience.
The EA team leader wants to know how to gather information in order to respond to the product
manager.

• A. You would revise the target architecture for ADM Phase B and create new architecture models to address the issues raised. The modeling techniques should identify different groups of customers, what they find valuable, how much it costs to serve them, and the resulting revenue. You would examine the customer value by use of value stream mapping to break down the activities for the direct-to-consumer products. You would investigate different target Business Architecture alternatives.
• B. You would review the baseline architecture for ADM Phase B to determine what gaps in functionality have been missed in the target architecture that would meet the customer’s needs and attract the target audience. You would research emerging new technologies and draw up a list of alternatives that would increase the value proposition for the target audience. You would then define candidate roadmap components from the alternatives and develop a proposed schedule for deployment using a just-in-time approach. This will provide the product manager with the needed guidance to address the concerns raised.
• C. You would perform another iteration of ADM Phases B-C. This would include the development of a description in the Architecture Definition Document of how the product architecture needs to operate to achieve the business goals, and how the application will support the needs of the business as well as the customers. The Data Architecture should identify tools for data capture that would help with analysis of the concerns raised by the product manager.
• D. You would focus on the target Application Architecture, revising it to better align with the overall Digital Transformation plan. You would write a new Statement of Architecture Work and submit it for review by the EA team leader. The Statement of Architecture Work should include a detailed project description and a work plan. Once approved by the EA team leader, you would conduct a full ADM cycle based on the Statement of Architecture Work to gather all the necessary information to address the issues raised by the product manager.

Question 4

You are an Enterprise Architect working within a multinational company. The company has been very
successful and has been buying companies around the world. It has led to a growing number of
manufacturing divisions in various locations with a complex supply chain.
The top management recently expressed concerns about the company's effectiveness because of its
multiple data centers and duplicate applications. The EA team has been working on a project to solve
this issue. An analysis shows that supply chain issues have led to not enough products being
produced to meet all the customer demand.
A strategic architecture has been defined to help meet customer demand and manage the supply
chain more effectively. The strategic architecture involves combining different Enterprise Resource
Planning (ERP) applications that are currently used separately in the company's production sites.
Each division has finished the Architecture Definition documentation to address their own specific
manufacturing needs. The enterprise architects have defined a set of work packages that address the
gaps found. They have noted the value produced, work needed, and dependencies between work
packages to achieve a target architecture for adding a new ERP environment into the company.
Because of the risks posed by this change from the current environment, the architects have
recommended that a phased approach should be taken to implement the target architecture with
several stages of change. The entire implementation process is estimated to take over two years.
The company has an established Enterprise Architecture (EA) practice and follows the TOGAF
Architecture Development Method. The company also uses various management frameworks such
as business planning, project/portfolio management, and operations management. The EA program
is sponsored by the Chief Information Officer (CIO). In your role as an Enterprise Architect within the
EA team, you work closely with the important stakeholders from the various divisions within the
company.
You have been asked about the next steps in planning the migration.

• A. You put the Architecture Definition Document under configuration control. This will make sure that the architecture stays relevant and flexible to the needs of the enterprise. You would identify the needed resources to undertake the development projects. You would then produce an Implementation Governance Model to manage the lessons learned before finishing the plan. You suggest that the lessons learned be applied as changes to the architecture without a further check.
• B. You estimate the business value for each project by applying the Business Value Assessment Technique to prioritize the implementation projects and project steps. The assessment should focus on return on investment and criteria for evaluating performance to track the progress of the architecture transformation. You would confirm and plan a series of Transition Architecture phases using a table of Architecture Definition Increments that lists the projects.
• C. You conduct a series of Compliance Assessments to check that the architecture is being implemented as required by the contract. The Compliance Assessment needs to confirm that the implementation team is following the correct development process. This involves using monitoring tools and making sure that performance targets are being achieved. If the targets are not met, you would then need to make adjustments to the performance requirements and update them in the Implementation and Migration Plan.
• D. You evaluate how the Implementation and Migration Plan affects the other frameworks currently in use within the organization. At a minimum, you make sure that the plan aligns with the business planning, project/portfolio management, and operations management frameworks. Next, you assign a value to each work package, taking into account the resources available and how they fit into the overall strategy. Using these work packages, you select which projects will be included in the Implementation and Migration Plan.

Question 5

You are an Enterprise Architect at a food production and distribution company. The primary goal of
the company is to maximize profit while satisfying the needs of consumers for its products. Its
customers are demanding food that is produced sustainably, safely, and transparently while reducing
environmental impact.
The business is highly mechanized, and this mechanization has caused a decrease in the number of
workers needed, together with a focus on agricultural engineering to improve the efficiency of its
farms, its processing facilities, and the overall enterprise. As part of this, the company has
established an Enterprise Architecture (EA) practice based on the TOGAF standard, using it as the
method and guiding framework. The Chief Information Officer (CIO) is the sponsor of EA practice.
The introduction of EA has enabled the decision-makers to have valuable insights into the different
aspects of the business.
Global warming has caused a lot of poor harvests, and the company is producing fewer crops than
before. This combined with an increase in costs for energy, feed, fuel, and fertilizer has led to a
significant decrease in profits. The rising costs and reduced profits mean that the company is unable
to take as much planned action on climate measures as it would like, such as reducing its carbon
footprint. In response to the situation, the Chief Executive Officer (CEO) has decided that big changes
are needed that will lead both to improved crop production and profitability. They must look to all
aspects of the business. This includes looking at the mix of crops to mitigate for the change in
climate.
The company will also cease to process its own crops and will sell off its processing facilities. Thus,
the target market will change, and the end-products will be different and more varied. 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.

• A. You propose that the priority is to produce a new Request for Architecture Work leading to the development of a new Architecture Vision. The trade-off method should be applied to identify and select an architecture satisfying the stakeholders. For an efficient change, the EA team should be aligned with the organization's planning, budgeting, operational, and change processes.
• B. You propose that this engagement define the baseline Technology Architecture first in order to assess the current infrastructure capacity and capability for the company. Then the focus should be on transition planning and incremental architecture deployment. This will identify requirements to ensure that the projects are sequenced in an optimal fashion so as to realize the change.
• C. You propose that the team uses the architecture definition document and focuses on architecture development starting simultaneously in Phases B, C, and D. This is because the CEO has identified the need to change. This will ensure that the change can be defined in a structured manner and address the requirements needed to realize the change.
• D. You propose that the team focus on architecture definition including the development of business models, with emphasis on defining the change parameters to support this new business strategy that the CEO has identified. Once understood, the team will be in the best position to identify the requirements, drivers, issues, and constraints for the change.

Question 6

You are working as an Enterprise Architect at a large company. The company runs many retail stores,
as well as an online marketplace. The online marketplace 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. This 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 bought a major rival. The Chief Executive Officer believes that a merger will enable
growth through combined offerings and cost savings. The decision has been taken to fully integrate
the two organizations, including merging retail operations and systems. This means that duplicated
systems will be replaced with one standard retail management system. Also, the company will
reduce the number of applications that are used. The CIO expects significant savings will be achieved
by implementing these changes across the newly merged company.
One improvement that the rival has successfully implemented is the use of hand-held devices within
stores, for both customers and staff. This has increased both customer and staff employee
satisfaction due to the time savings this has brought. The CIO has given the go-ahead to roll out the
devices in all stores but has stated that training on how to use the hand-held devices should be brief
because there are a lot of employees, many of whom are part-time.
The Request for Architecture Work to oversee the merger has been approved. The project has been
scoped and you have been assigned to work on it. Your role includes managing the architecture for
the retail stores.
Refer to the scenario:
You have been asked to confirm the most relevant architecture principles for the transformation.

• A. Maximize Benefit to the Enterprise, Common Use Applications, Data is an Asset, Responsive Change Management, Technology Independence.
• B. Common Vocabulary and Data Definitions, Compliance with the Law, Requirements-Based Change, Responsive Change Management, Data Security.
• C. Common Use Applications, Data is an Asset, Data is Accessible, Ease of Use, Business Continuity.
• D. Control Technical Diversity, Interoperability, Data is an Asset, Data is Shared, Business Continuity.

Question 7

You are an Enterprise Architect working at a vehicle manufacturing company. The company
specializes in buses and coaches. You are part of an Enterprise Architecture (EA) team that has
responsibilities across multiple divisions of the company.
The company has a corporate strategy that focuses on switching to electric power for its vehicles. It
has invested heavily in a new standardized design, production efforts, and major components to use
across all its product range. The company has multiple manufacturing plants in North America,
Europe, and Asia.
Customer demand has caused a backlog of orders because many customers want to have more
environmentally friendly public transportation. There are not enough electronic components
available, which is making it hard to produce products and meet customer demand. To address this
issue, the company has started making the battery packs themselves and has hired new suppliers.
The company has a well-established EA practice. It uses the TOGAF Standard as the foundation for its
work, including the internal EA framework. Additionally, the company uses various management
frameworks such as business planning, project management, and operations management. The
Chief Information Officer (CIO) and the Chief Operating Officer (COO) jointly sponsor the Enterprise
Architecture program.
The EA team is working on a project to improve the process and systems to design, produce, and test
the battery pack. As part of putting the new battery pack into production, changes to the assembly
processes need to be made. A trial has been completed at a single location. The Chief Engineer,
sponsor of the activity, and the Architecture Board have approved the plan to roll out these changes
to all plants.
Preliminary Architecture Contracts have been developed that detail the work needed to put in place
the new processes for each location. The company mixes internal teams with a few third-party
contractors at the locations. The Chief Engineer is worried that the deployment will not be consistent
and of satisfactory quality.
Refer to the scenario:
The EA team leader has asked you to review the preliminary Architecture Contracts and recommend
the best approach to address the Chief Engineer's concern.

• A. You check the contracts ensuring that they address project objectives, effectiveness metrics, acceptance criteria, and risk management. Third-party contracts must be legally enforceable. You advise that there be a schedule of compliance reviews at key points in the implementation process. You recommend that the Architecture Board reviews all deviations from the Architecture Contract and considers whether to grant a dispensation to allow the process to be customized for local needs.
• B. 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 to meet the local needs. In such cases, they should issue a new Request for Architecture Work to implement a modification to the Architecture Definition.
• C. 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.
• D. 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.

Question 8

Please read this scenario prior to answering the question
Your role is consultant to the Lead Architect within a multinational company. The
company is organized into independent operational divisions on a national basis. The
company adapts its marketing messaging to fit each culture group, with the adaptation
of product offerings and manufacturing processes in each market.
The company has a mature Enterprise Architecture (EA) practice and uses the
TOGAF standard as the basis of its architecture framework. In addition to the EA
program, the company has several management frameworks in use, including
business planning, portfolio/project management, and operations management. The
EA program is sponsored by the CIO.
A strategic architecture has been approved that includes consolidation of multiple
applications that have been operating in the production facilities across the divisions.
The goal is to replace the functionality of the existing applications with a new
application running as a single instance in the company's primary data center.
Each division has completed the Architecture Definition documentation required to
integrate the new application to meet its own specific manufacturing requirements.
The key corporate change attributes and implementation constraints have been
confirmed. A consolidated gap analysis has been completed which has identified the
gaps across the Business, Data, Application, and Technology domains. Using the gap
analysis results, a review of the consolidated requirements, dependencies, and
interoperability requirements needed to integrate the new application has been
completed. The Business Transformation Readiness Assessment started in Phase A
has been completed. A risk assessment has been completed.
The implementation process is estimated to take four years. Because of the risks
posed by the complexity of the current environment, a phased approach is needed to
implement the target architectures. The Implementation and Migration Plan v0.1, the
draft Architecture Roadmap, and the Capability Assessment deliverables are now
complete.
Refer to the Scenario
You have been asked to recommend the next steps to prepare the final
Implementation and Migration Plan.
Based on the TOGAF Standard, Version 9.2, which of the following is the best
answer?

• A. You would assess how the plan impacts the other frameworks in use in the organization. If the plan impacts them, then coordination will be required. You would then assign a business value to each work package, and identify projects for the plan, considering available resources and priorities for the projects. You would then gather the details for the plan, and generate the final Implementation and Migration Plan.
• B. You would review the migration planning outputs, and produce recommendations for the solution development. You would identify the priorities, high-level migration strategy, and resources needed for the development team. You would document the requirements for monitoring tools, and the performance targets for the implementation. All this information should be gathered, and the final Implementation and Migration Plan generated.
• C. You would use business value to prioritize the implementation projects and project increments. This should focus on the return-on-investment criteria set by the stakeholders, and the performance evaluation criteria used to monitor the progress of the architecture transformation. You would confirm the Transition Architecture phases using an Architecture Definition Increments Table to list the projects. You would then document the lessons learned and generate the final Implementation and Migration plan.
• D. You would place the finalized strategic Architecture Definition Documents and Transition Architectures under configuration control as part of the ongoing architecture development cycle. This will ensure that the architecture remains relevant and responsive to the needs of the enterprise. You would then produce an Implementation Governance Model to manage the lessons learned prior to finalizing the plan. You recommend that lessons learned be accepted by the Architecture Board as changes to the architecture. The final Implementation and Migration Plan should then be generated.

Question 9

Please read this scenario prior to answering the question
Your role is an Enterprise Architect for a chain of convenience stores. Many of the stores
remain open 24 hours a day. Each store has a standardized retail solution using cloud-
based point-of-sale (POS) technology to manage sales and inventory. The cloud-based
systems collect real-time data to support ordering and product selection decisions
including the tailoring of product assortment based on sales history, customer
demographics as well as the short-term weather forecast.
The company has acquired a smaller competitor, that has similar product lines and
operates in a different geographic region. The CEO believes that a merger will enable
growth through combined offerings and cost savings. This growth includes market share,
geographic expansion, as well as product diversification. The decision has been taken to
quickly integrate the two organizations, including merging retail operations and systems.
The merger will replace duplicated systems with the standardized cloud-based point-of-
sale technology. One innovation that the competitor has deployed is the use of hand-
held tablets within stores, together with a suite of store management applications, and
this is to be adopted across the whole of the merged organization. It has been observed
that this has increased employee satisfaction due to the time savings this has brought
compared to the previous fixed screens used for data entry.
The company has a mature Enterprise Architecture practice based on the TOGAF
Standard, with the CEO and CIO as joint sponsors. A project is underway to manage the
merger of the operations and systems.
The CIO anticipates significant cost savings will be made by moving to the standardized
retail solution across the merged organization. The CIO has also stated that the staff
training for the hand-held tablets should be kept to a minimum due to the large number
of employees, which include a large proportion of part-time employees.
Refer to the Scenario
[Note: You should assume that the company has adopted the example set of principles
that are listed and defined in the TOGAF standard, Architecture Principles chapter. You
may need to refer to the Architecture Principles chapter, section 20.6 (located in Part III)
within the reference text in order to answer this question.]
You have been asked to identify the most relevant architecture principles for the current
situation.
Based on the TOGAF Standard, Version 9.2, which of the following is the best answer?
[Note: The ordering of the principles listed in each answer is not significant.]

• A. Maximize Benefit to the Enterprise, Data Trustee, Data is an Asset, Responsive Change Management, Service Orientation
• B. Requirements Based Change, Responsive Change Management, Data Trustee, Common Vocabulary and Data Definitions, Compliance with the Law
• C. Common Use Applications, Data is Shared, Data is Accessible, Ease of Use, Business Continuity
• D. Data is Accessible, Data is Shared, Interoperability, Technology Independence, Control Technical Diversity

Question 10

Please read this scenario prior to answering the question
Your role is that of Enterprise Architect for a chain of convenience stores. The chain
includes over five thousand retail outlets. Each store in the chain is an independently
owned and operated franchise. The stores operate 24 hours a day and 7 days a week.
Many of the stores have been with the franchise for more than 10 years and still use the
original IT systems deployed at that time.
The chain has a mature Enterprise Architecture practice based in its headquarters and
uses the TOGAF standard as the method and guiding framework.
The CEO of the chain has stated concerns about the inefficiencies of the current
systems and identified the need to change. He has defined a strategic vision that will
enhance the business by providing its franchisees new services to help them compete
with other retail outlets and online retailers. This strategy is part of the long-term
commitment to enhance the brand image and increase revenue for the chain.
The Chief Architect engaged the services of a leading 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 chain, including detailed requirements
and recommendations. Based on the recommendations from the study, the decision has
been made for the chain to adopt a packaged suite of integrated applications that is
tailored to the needs of the franchise.
The changes will help provide the chain with improved products, and more efficient
operations. The stores will also act as delivery and return locations for a large online
retailer which will further increase the number of potential customers. The addition of a
corporate-wide data warehouse will provide analytics that will enable the marketing
group to improve its ability to target advertising and new products to specific regions.
Refer to the scenario
You have been asked by the Chief Architect to propose the best approach for
architecture development to realize the CEO's vision.
Based on the TOGAF Standard, Version 9.2, which of the following is the best
answer?

• A. You recommend that the baseline architecture be developed first in order to assess the current infrastructure capacity and capability. This is since the initial priority is to understand the problem. Then the focus should be on transition planning and architecture deployment. This will identify requirements to ensure that the projects are sequenced in an optimal fashion so as to realize the vision of the CEO.
• B. You recommend that the architecture development define the target architecture by going through the architecture definition phases (B-D). This is because the initial study identified the need to change. This will ensure that the change can be defined in a structured manner and address the requirements needed to realize the vision.
• C. You recommend that the target architecture is defined first, followed by transition planning. This is because the vision is well understood, and the strategic architecture agreed. The target first approach will ensure that the current problems and inefficiencies of the baseline architecture are not carried forward, and that the proposed solution addresses the requirements identified in the initial study.
• D. You recommend that the focus be on the architecture definition, with a specific emphasis on understanding the strategic change parameters of the business strategy. Once understood, the team will be in the best position to identify the requirements, drivers, issues, and constraints for this engagement. You would ensure that the target architecture addresses non-functional requirements so as to ensure the target architecture is robust and secure.

Question 11

Please read this scenario prior to answering the question
You are serving as the Lead Enterprise Architect for a life insurance, annuities, and
pensions company, which has been formed through the merger of three companies.
The company consists of three divisions with the same names and division
headquarters as their predecessors.
The lack of integration between the three divisions has increasingly caused problems
in the handling of customer and financial information. At present, each division
maintains its own applications. Despite an earlier initiative to install a common
application to manage customer, products, and claims information, each division has
different ways of defining its data elements and has customized the common
application to the point where the ability to exchange information is error-prone.
The Chief Information Officer (CIO) has formed an Enterprise Architecture
department, and one of the primary goals in its charter is to coordinate efforts
between the teams in each division. The CIO has also formed a cross-functional
Architecture Board to oversee and perform governance. The TOGAF standard is used
as the basis for the core framework of the Enterprise Architecture program. The
company has an existing team of security architects.
The company has made the decision to introduce a common web portal, contact
center software suite, and document management system. Also the company has
selected a single enterprise-wide customer relationship management (CRM)
application to consolidate information from several applications that exist across the
divisions. The application will be used by each of the divisions and accessed by third
party partners through well-defined interfaces.
The CIO is concerned that the new application must be able to manage and
safeguard customer information in a secure manner that meets or exceeds the legal
requirements of the countries in which the company operates. This will be an
increasingly important capability as the company expands its online services in
cooperation with its external partners.
Refer to the Scenario
As part of the process for initiating the Enterprise Architecture project to rollout the
new application, you are developing a set of architecture principles.
You need to recommend the best approach for this work.
Based on the TOGAF Standard, Version 9.2, which of the following is the best
answer?

• A. You would define a set of principles that support the preferred best practices embodied in the Enterprise Architecture department charter. You would publish the principles on the corporate intranet to ensure widespread acceptance and compliance within the company. You would then schedule regular periodic Compliance Assessments with each of the divisions to check that they have made satisfactory progress toward meeting the objectives and conditions embodied in the principles.
• B. You would analyze the mission statements for the company and each of its divisions, together with the corporate business goals. Based on that analysis, you would define a set of architecture principles and review them with the CIO. When developing the principles, you would ensure that they actively promote the alignment of IT with the business strategies and initiatives of the company. You would then seek the endorsement of the CIO and senior management.
• C. You would review the mission statements for the company and its divisions, together with the corporate business goals and business drivers. Based on that review, you would work closely with the key stakeholders and the Architecture Board to define the architecture principles. You would ensure that they actively promote the alignment of IT with the corporate business strategies. You would then hold review meetings with the relevant stakeholders, including senior management, ensuring their support.
• D. You would gather information from credible industry sources in the insurance business. Based on that information, you would assess current trends and apply them to defining a set of principles that embody industry best practices. You would select architecture principles that do not conflict with each other, that are consistent, and those that are stable. You would ensure that all the principles are realistic and avoid including principles that are too obvious.

Question 12

Please read this scenario prior to answering the question
Your role is that of an Enterprise Architect in a multinational automotive and clean
energy company. The company designs and manufactures electric vehicles, battery
storage, and solar panels. The company has multiple manufacturing facilities, in North
America, Europe, and in Asi
a. Most of the facilities are wholly owned by the company,
but two in Asia are jointly owned with local partners.
The company has a mature Enterprise Architecture practice that is supported by a
cross-functional Architecture Board. The TOGAF standard is used for developing the
automated manufacturing process and systems used to design, manufacture and test
the new design. The Chief Information Officer and the Chief Operating Officer co-
sponsor the Enterprise Architecture program.
A challenge that the company is facing is to scale up the number of vehicles coming
off the production lines to meet customer demand. At the moment there are supply
chain shortages for key custom-designed electronic components used in the vehicles.
In response to this, the research arm of the company has pioneered the development
of a revised design using common off-the-shelf components that will allow for a
significant increase in overall vehicle production. This new design is ready to go into
production.
As part of putting the new design into production, adjustments to the automated
assembly processes need to be made. A pilot architecture project at a single location
has defined an updated approach for controlling the automated systems used to
perform final assembly and quality assurance. The Chief Engineer, sponsor of the
activity, and the Architecture Board have 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 system controller for each location. The Chief
Engineer has expressed concern that a uniform process be employed at each location
to ensure consistency and quality.
Refer to the Scenario
You have been asked to recommend the best approach to address the Chief
Engineer's concern.
Based on the TOGAF Standard, Version 9.2, which of the following is the best
answer?

• A. You would use the Architecture Contracts to manage the architecture governance processes for the project across the locations. You would ensure that the quality of each completed vehicle at each location is assessed, and any local change requirements identified, 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 ability to customize the process to meet their local needs. As a result, you then issue a new Request for Architecture Work to implement the modified Architecture Definition.
• B. You would review the Architecture Contract for each location, ensuring that it addresses the project objectives, effectiveness metrics, acceptance criteria, and risk management. Where applicable, you ensure that the contract is legally enforceable. You would schedule compliance reviews at key points in the assembly and quality assurance process to ensure that the work is proceeding in accordance with the Architecture Definition. All deviations from the contract should be reviewed by the Architecture Board, who would consider whether to grant a dispensation to allow the implementation organization to customize the process to meet their local needs.
• C. You would create an Architecture Contract to manage and govern the implementation and migration process at each location. For wholly owned facilities, you issue a memorandum of understanding between the Architecture Board and the implementation organization. For facilities jointly owned by local partners, you would ensure that the contract is legally enforceable. You would then 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 would create an Architecture Contract to govern the update to the automated system controller at each location. For facilities managed by partners, you ensure that it is a fully enforceable legal contract, and you would schedule additional compliance reviews at key points in the assembly and quality assurance process. These additional reviews would be for an initial period until no deviations from the contract occur. 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.

Question 13

Please read this scenario prior to answering the question
You are serving as the Lead Architect for an Enterprise Architecture project team
within a multinational energy company. The company is organized into two major
business operations:
· Upstream operations which include exploration for crude oil and natural gas and
operating the infrastructure necessary to deliver oil and gas to the market
· Downstream operations which include the manufacturing, distribution and marketing
activities for oil products and chemicals
The downstream business includes oil refining, a retail filling station network,
lubricants manufacture and marketing, industrial fuel and lubricants sales. The
practice for the downstream business has been to operate locally, managed by local
"operating companies".
There is an established Enterprise Architecture program within the company, and the
TOGAF standard has been adopted as the framework.
Safety is a priority for the company, with the aim to ensure it causes zero harm to
people and the environment. The company has to satisfy the regulatory requirements
of each of the countries it operates in.
The Governing Board is concerned about the risk posed by operating in this complex
global environment with a large part of the downstream business represented by local
operating companies.
The Chief Executive Officer (CEO) has requested to be informed about the status of
downstream operations that could impact regulatory compliance. He also wants the
corporate legal staff and auditors to analyze all proposed new downstream operations
to ensure that they are within the legal guidelines for each country. In addition, the
local operating companies should be able to see that the architecture is appropriate
for their needs.
The architecture project team has completed a detailed Request for Architecture Work
providing the high level project description. As the project commences the next phase,
the necessary approvals from management have been received.
Refer to the Scenario
You have been asked to recommend an approach that would enable the development
of an architecture that addresses the needs of the Chief Compliance Officer, legal
staff, auditors and the local operating companies.
Based on the TOGAF Standard, Version 9.2, which of the following is the best
answer?

• A. You recommend that a Communications Plan be created to address the powerful and influential stakeholders identified in a stakeholder power grid matrix. This plan should include a report that summarizes the key features of the architecture with respect to each location and reflect the stakeholder requirements. You will check with each stakeholder that their concerns are being addressed.
• B. You recommend that an Organization Map is created to show the relationships between the different operations within the company and the local operating companies. This will be used to identify key stakeholders. A set of models should then be developed that can be applied uniformly across the project. The stakeholders can then examine the models to ensure that their needs have been addressed.
• C. You recommend that a stakeholder analysis is made, so as to identify which stakeholders are involved, their level of involvement, and their concerns. This will allow the architects to define groups of stakeholders who have common concerns. The concerns and relevant viewpoints should then be defined for each group of stakeholders, and recorded in the Architecture Vision document.
• D. You recommend that an analysis of stakeholders occurs, with 22 types of stakeholders identified, in five categories - corporate functions, end-user organization, project organization, systems, and external. Models should then be created for each stakeholder category to ensure that the system complies with the local regulations. A formal review should be held with the stakeholders to verify that their concerns have been properly addressed.

Question 14

Please read this scenario prior to answering the question
You have been assigned the role of Lead Enterprise Architect within a leading
professional services company that specializes in providing outsourcing services.
Outsourcing services include business processes, infrastructure, and service
management. The company also provides business consulting services.
The company has an established Enterprise Architecture program based on the TOGAF
standard, sponsored jointly by the Chief Executive Officer and Chief Information Officer.
An Architecture Board has been formed comprised of IT staff executives and executives
from the major service areas and consulting practice.
With numerous service areas and many diverse engagements in progress at any given
time, overall engagement management within the company has become challenging.
The company has recently had a number of high profile projects that have overrun on
budget and under delivered, thereby damaging its reputation.
The Enterprise Architecture (EA) team has been working with the Strategic Planning
team to create a strategic Enterprise Architecture to address these issues. The EA team
has 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 high-level 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 will
include 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 management across the
company that the proposed architecture may be too ambitious and they are not sure 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, Version 9.2, which of the following is the best
answer?

• A. The EA team should bring together information about potential solutions from the appropriate sources within the enterprise, such as the Architecture Repository. Once the target architecture has been assembled, it should be analyzed using a state evolution table to determine the Transition Architectures and associated risks. A value realization process should then be established to ensure that the concerns raised are addressed.
• B. The EA team should evaluate the organization's readiness to undergo change. This 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 Plan. The Business Value Assessment technique should then be used to determine the business value and associated risks for the transformation.
• C. The EA team should apply an interoperability analysis to evaluate any potential issues across the architecture. This should include the development of a matrix showing the interoperability requirements. The EA team would then reconcile the interoperability requirements with potential solutions and risks. Once all the concerns have been resolved, the EA team should finalize the Architecture Roadmap and the Implementation and Migration Plan.
• D. The EA team should review and consolidate the gap analysis results from Phases B to D. This should be completed before preparing the detailed Implementation and Migration plan. The gap analysis results can be used to understand the transformations that are required to achieve the proposed Target Architecture. The EA team should then assess the readiness of the organization to undergo change. Once the architecture has been assembled, it should be analyzed using a state evolution table to determine the Transition Architectures.

Question 15

Please read this scenario prior to answering the question
Your role is that of an Enterprise Architect at an multinational company. The company
designs, manufactures and sells products worldwide. It has grown rapidly by
acquisition and has inherited numerous different business processes and related IT
systems. This has led in many instances to a duplication of resources.
The Chief Operating Officer (COO) has made the decision to consolidate and reduce
redundant business processes and IT systems in the sales operations. She has
committed to the CEO that the business will migrate to a set of standardized solutions
that will reduce costs and improve efficiency.
The Enterprise Architecture practice at the company has been assigned to manage
the project. At present, there are no architectural assets in the Architecture Repository
related to this initiative. All assets will need to be acquired, customized, or created
from scratch. The CIO, who is the project sponsor, has identified the need for a set of
commercial off the shelf package applications as candidates for the target. She has
also stated that she is not concerned about preserving the existing business
processes or IT systems within the sales operations.
Your team leader has asked you to assist with developing a response to the following
questions:
Which groups of users will use the different applications and IT systems?
How many licenses and type of licenses are needed for the packaged applications?
What level of support is needed for the users?
Where should the support center(s) be located?
What new capabilities will be required to support this business change?
How much will the migration cost?
This project is using an iterative approach for executing the TOGAF Architecture
Development Method. The architecture development project has completed the
Architecture Vision Phase. A set of packaged applications has been identified and is
being considered, the next iteration will include development of the Business and
Application Target Architectures.
Refer the Scenario.
[Note: You may need to refer to the Architectural Artifacts chapter, section 31.6
(located in Part IV) of the reference text in order to answer this question.]
You have been asked to identify the most appropriate catalogs, matrices, and
diagrams to support the Architecture development.
Based on the TOGAF Standard, Version 9.2, which of the following is the best
answer?
A. You would describe the Target Business Architecture with a Business
Interaction matrix, and a Business Service/Function catalog. You would
describe the Target Application Architecture with an Application Communication
diagram, an Application Interaction matrix and an Interface catalog.
B. You would describe the Target Business Architecture with an
Organization/Actor catalog, a Business Service/Function catalog, and a
Capability/Organization matrix. You would describe the Target Application
Architecture with an Application Portfolio catalog and an Application/Function
matrix.
C. You would describe the Target Business Architecture with a Business
Capability Map, a Location catalog, and an Organization/Actor catalog. You
would describe the Target Application Architecture with an
Application/Organization Matrix, and Application Migration diagram.
D. You would describe the Target Business Architecture with a Business
Service/Function catalog, a Location catalog, and an Organization/Actor
catalog. You would describe the Target Application Architecture with an
Application Migration diagram, and an Application and User Location diagram.