Questions for the OGEA-103 were updated on : Dec 03 ,2025
Scenario:
You are working as an Enterprise Architect within a company providing legal services. The company
operates in many countries and has a complicated structure. Every office must follow the local
regulations in their country.
The company’s Enterprise Architecture (EA) department has been operating for several years and has
mature, well-developed architecture governance and development processes based on the TOGAF
standard. In addition to the EA program, the company has several management frameworks,
including business planning, project/portfolio management, and operations management. The
Architecture Board includes representatives from all parts of the company.
The Chief Information Officer (CIO) is the sponsor of the Enterprise Architecture program. The CIO
has actively encouraged architecting with agility within the EA department as the preferred approach
for projects. The CIO has given approval for a Request for Architecture Work to explore the adoption
of an AI-powered system for managing legal cases and financial processes.
Senior management has become more concerned about business performance, especially with the
advancements in Artificial Intelligence (AI). Many of the company’s competitors have started using AI
to assist with legal strategies, streamline processes, and boost productivity. One of the most
important benefits AI has for the business is its ability to increase accuracy and minimize mistakes.
Some of the top managers are worried about a change in the way of working, and if it will achieve
the business goals. Their staff also fear that management will use the AI system to measure their
performance. The CIO wants to know how to address these concerns and reduce risks.
The new system is expected to guide legal professionals and analysts on which tasks to focus on. The
main goals are to improve productivity and make better use of staff. In addition, the CIO hopes these
changes will lead to higher customer satisfaction.
Refer to the scenario:
You have been asked to respond to the Chief Information Officer (CIO) recommending an approach
that would enable the development of an architecture that addresses the concerns of the top
managers and the multiple branches in different parts of the company.
Based on the TOGAF standard, which of the following is the best answer?
B
Explanation:
The correct answer is B, as it aligns with TOGAF's stakeholder management approach, ensuring that
stakeholder concerns are captured and addressed iteratively throughout the architecture
development process.
Analysis of the Correct Answer (Option B):
Stakeholder Analysis and Mapping
The scenario highlights that top managers and staff are worried about the changes AI will bring.
TOGAF recommends stakeholder analysis early in the ADM process to ensure that concerns,
expectations, and risks are documented.
Creating a Stakeholder Map groups stakeholders by common concerns, allowing architects to
develop tailored viewpoints.
Recording Concerns in the Architecture Vision Document
The Architecture Vision (ADM Phase A) serves as a high-level guiding document.
Capturing stakeholder concerns in the Vision document ensures alignment between business goals
and technology implementation.
Iterative Development and Regular Feedback
The scenario describes an AI-powered system with major business impacts, so incremental validation
is necessary.
TOGAF emphasizes progressive development to manage risk and validate requirements
continuously.
Regular feedback loops help mitigate resistance from top managers and staff.
Why Other Options Are Incorrect?
Option A: Creating Models for Business, Application, and Technology Architectures
Incorrect because while compliance is important, it does not address stakeholder concerns directly.
The scenario is about ensuring buy-in from top managers and employees, not just regulatory
compliance.
Option C: Using Uniform Business Models Across AI Projects
Incorrect because a one-size-fits-all model does not allow for regional and functional differences
within the company.
The scenario emphasizes the need to address specific concerns of top managers and different
locations, which requires stakeholder-specific customization.
Option D: Creating a Communications Plan
Incorrect because communication alone does not resolve stakeholder concerns.
While communication is useful, the architecture development process should include stakeholder
engagement and progressive validation, not just reporting.
Reference:
TOGAF Standard, ADM Phase A – Architecture Vision
TOGAF Standard, Stakeholder Management (ADM Guidelines and Techniques)
TOGAF Enterprise Architecture Principles – The Open Group
Scenario:
You are working as an Enterprise Architect within an Enterprise Architecture (EA) team at an electric
vehicle manufacturer. The company produces electric cars and battery systems. The goal of the
company is to build the best technology and software platform for electric vehicles.
The company has decided to introduce a major change to its vehicle design over a five-year period.
This will be a cross-functional effort between hardware and software teams, delivering significant
new features in the vehicles they manufacture. It is planned to be developed in phases.
An architecture to support strategy has been completed with a roadmap for a set of projects.
The EA team has inherited the architecture for the hardware and software automotive platform used
by current vehicles, some of which can be carried over to the new vehicle design. The EA team has
started to define which parts of the architecture to carry forward.
The presentation and access to different variations of data that the company plans to offer through
its vehicles creates an architecture challenge. The application portfolio and supportinginfrastructure
must connect with multiple cloud services and data repositories in different countries to be able to
handle large-scale data.
Enough of the Business Architecture has been defined, so that work can commence on the
Information Systems and Technology Architectures. These architectures need to be defined to
support the primary business services that the company plans to provide. These services will manage
and process the data created by vehicles, paving the way for self-driving vehicles in the future.
The company uses the TOGAF Standard as the basis for its Enterprise Architecture framework.
The EA team reports to the Chief Technical Officer (CTO), who is the sponsor of the EA program.
The CTO requires that the EA team follow the purpose-based EA Capability model as described in:
The TOGAF Series Guide: A Practitioners’ Approach to Developing Enterprise Architecture Following
the TOGAF® ADM.
Refer to the scenario:
You have been asked how to decide and organize the work to deliver the requested architectures.
Based on the TOGAF standard, which of the following is the best answer?
C
Explanation:
The correct answer is C, as it aligns with the TOGAF ADM approach and best practices for organizing
architecture work in a phased and structured manner.
Analysis of the Correct Answer (Option C):
Identifying Projects, Dependencies, and Synergies
The scenario describes a phased approach to vehicle development over five years.
Identifying dependencies ensures a logical and structured rollout of technology and business
capabilities.
Developing High-Level Architecture Descriptions
Since Business Architecture is already defined, it is now time to develop high-level descriptions of
Information Systems and Technology Architectures.
TOGAF emphasizes incremental and iterative refinement, meaning that starting with high-level
descriptions is a logical first step.
Determining Workload and Resource Allocation
TOGAF ADM Phase B, C, and D involve creating architecture descriptions.
Understanding how much work is required ensures efficient resource planning and allocation.
Identifying Reference Architectures and Building Blocks
Using reference architectures and reusable architecture building blocks (ABBs) is a key best practice
in TOGAF.
This enables efficiency and consistency in architecture development.
Evaluating Costs, Risks, and Feasibility
TOGAF emphasizes a risk-aware approach to enterprise architecture.
Documenting options, risks, and control measures ensures feasibility before execution.
Why Other Options Are Incorrect?
Option A: Initiating ADM Phase A Again
Incorrect because the scenario states that the Architecture Vision has already been completed.
Phase A is used for initial vision-setting, but at this point, the focus is on executing defined
architectures.
Option B: Researching Data Companies for Target Architecture Development
Incorrect because the focus should be on defining internal architectures rather than external
research.
While benchmarking best practices can be useful, it is not the primary activity at this stage.
Option D: Studying Other Companies and Performing Readiness Assessment
Incorrect because the focus should be on leveraging the organization's existing architecture and
resources.
Solution provider readiness assessments are typically part of procurement, not enterprise
architecture development.
Reference:
TOGAF Standard, ADM Guidelines and Techniques
TOGAF Standard, ADM Phase B, C, and D – Developing the Architecture
The TOGAF Series Guide: A Practitioners’ Approach to Developing Enterprise Architecture Following
the TOGAF® ADM
Scenario:
You are working as an Enterprise Architect at a large company. The company runs a chain of home
improvement stores, as well as a website for selling products. The website lets many brands work
with the company.
The stores open seven days a week and use a standard method to track sales and inventory. This
involves sending accurate and timely sales data to a central inventory management system that can
predict demand, adjust stock levels, and automate reordering. The website is supported by regional
fulfillment centers and also uses the central inventory management system. The central inventory
management system is housed at the company’s central data center.
The company has agreed to merge with a major competitor. The leadership teams of both
organizations have said they are committed to a smooth transition for customers. All stores will keep
their own brand names. They will combine the systems of the organizations, which includes merging
retail operations and systems. Duplicated systems will be replaced with one standard retail
management system. Additionally, they will reduce the number of applications being used. The CIO
expects that these changes will lead to substantial cost savings for the newly merged company.
An enterprise plan for both organizations has been created. The aim is to set priorities for the
transition, especially in terms of information management and application development. It is crucial
to make decisions that will create long-term value.
The company has a mature Enterprise Architecture (EA) practice and uses the TOGAF standard for its
architecture development method. The EA program is sponsored by the Chief Information Officer
(CIO).
The Request for Architecture Work to oversee the transition has been approved. The project has
been scoped, and you have been assigned to work on it.
You have been asked to confirm the most relevant architecture principles for the transition.
Based on the TOGAF Standard, which of the following is the best answer?
C
Explanation:
The correct answer is C, as it aligns with the key TOGAF principles necessary for guiding enterprise
architecture in a merger scenario where retail operations and systems are being consolidated.
Analysis of the Principles in Option C:
Common Use Applications
Since the two companies are merging, it is essential to standardize applications across the
enterprise.
Using common applications ensures consistency, reduces costs, and improves efficiency.
TOGAF emphasizes this principle to prevent duplicate or redundant systems, which aligns with the
CIO’s goal of reducing the number of applications used.
Data is an Asset
In the scenario, a central inventory management system is a core business function.
Treating data as an asset ensures it is managed properly, shared efficiently, and used strategically
across the merged organization.
This principle supports the company’s ability to predict demand, adjust stock levels, and automate
reordering.
Common Vocabulary and Data Definitions
The merger requires integrating different systems and data structures.
Having a common vocabulary ensures that all stakeholders (stores, fulfillment centers, and digital
platforms) use consistent terminology and data definitions.
This minimizes confusion and ensures interoperability across business functions.
Maximize Benefit to the Enterprise
Every architectural decision should focus on the overall benefit to the business.
By consolidating IT systems and reducing redundancies, the company achieves cost savings, which
directly supports this principle.
Business Continuity
The stores operate seven days a week, so system changes must ensure uninterrupted service.
Business continuity ensures that customers are not affected during the transition and that critical
retail operations (sales, inventory tracking, and fulfillment) remain functional.
Why Other Options Are Incorrect?
Option A: Control Technical Diversity, Interoperability, Data is an Asset, Data is Shared, Business
Continuity
Control Technical Diversity is not the primary concern here. The focus is on system consolidation, not
necessarily on limiting technology diversity.
Interoperability is important but not as critical as defining a common system and data structure.
Option B: Service Orientation, Compliance with the Law, Requirements-Based Change, Responsive
Change Management, Data Security
While service orientation and compliance are valuable, they are not the most relevant to this specific
business transition.
Change management and data security are important but do not address the primary enterprise-
wide architectural concerns of system consolidation.
Option D: Ease of Use, Common Use Applications, Data is an Asset, Technology Independence,
Business Continuity
Ease of Use is beneficial but is not a core architecture principle in this case.
Technology Independence is useful but does not align directly with the scenario’s priority, which is
consolidating applications and data structures.
Reference:
TOGAF Standard, ADM Techniques, Architecture Principles (Section 2.6)
TOGAF Standard, Part III: ADM Guidelines and Techniques
TOGAF Enterprise Architecture Principles – The Open Group
Scenario
You are working as an Enterprise Architect within an Enterprise Architecture (EA) team at a large
government agency. The agency has multiple divisions.
The agency has a well-established EA practice and follows the TOGAF standard as its method for
architecture development. Along with the EA program, the agency also uses various management
frameworks, including business planning, project/portfolio management, and operations
management. The EA program is sponsored by the Chief Information Officer (CIO), who has actively
promoted architecting with agility within the EA department as her preferred approach for projects.
The government has mandated that the agency prepare themselves for an Artificial Intelligence (AI)-
first world, which they have called their “AI-first” plan. As a result, the agency is looking to determine
the impact and role that AI will play moving forward. The CIO has approved a Request for
Architecture Work to look at how AI can be used for services across the agency. She has noted that
digital platforms will be a priority for investment in order to scale the AI applications planned. Using
AI to automate tasks and make things run smoother is seen as a big advantage. Process automation
and improved efficiency from manual, repetitive activities have been identified as the key benefits of
applying generative AI to their agency’s business. This will include back-office automation, for
example, for help center agents who receive hundreds of email inquiries. This should also improve
services for citizens by making them more efficient and personalized, tailored to each individual’s
needs.
Many of the agency leaders are worried about relying too much on AI. Some leaders think their
employees will need to learn new skills. Some employees are worried they might lose their jobs to
AI. Other leaders worry about security and cyber resilience in the digital platforms needed for AI to
be successful.
The leader of the Enterprise Architecture team has asked for your suggestions on how to address the
concerns, and how to manage the risks of a new architecture for the AI-first project.
Based on the TOGAF standard, which of the following is the best answer?
C
Explanation:
Comprehensive and Detailed Step-by-Step Explanation
Context of the Scenario
The agency is initiating a strategic “AI-first” plan to transform processes using AI and improve
efficiency while ensuring service improvements for citizens. Several stakeholder concerns have been
raised, such as:
Job security for employees.
Skill development for adapting to new technologies.
Cybersecurity and resilience risks due to reliance on digital platforms.
TOGAF emphasizes the importance of stakeholder management, communication, and risk
management to ensure successful adoption and implementation of new architecture. These
concerns need to be addressed methodically by gathering requirements, analyzing stakeholder
positions, and ensuring proper communication of risks and benefits.
Option Analysis
Option A:
Strengths:
Proposes creating an Organization Map to identify the links between different parts of the agency
and the impact of the strategic change.
Suggests holding stakeholder meetings to address concerns.
Includes managing risks as part of Security Architecture development.
Weaknesses:
Focusing solely on creating business models and teaching stakeholders how to interpret them does
not directly address cultural and positional concerns about job loss, skill development, and security.
Risk management is addressed as part of Security Architecture development but lacks broader
integration into stakeholder requirements.
Conclusion: Incorrect, as it fails to systematically document stakeholder concerns and map them into
requirements and architecture decisions.
Option B:
Strengths:
Highlights the importance of formal stakeholder identification and creating a Communication Plan.
Suggests addressing stakeholder concerns through communication and risk management.
Weaknesses:
Does not go into detail on analyzing stakeholder concerns, cultural positions, or specific
requirements.
Lacks the inclusion of stakeholder feedback in architecture artifacts like the Architecture Vision or
Requirements Specification, which are critical TOGAF outputs.
Conclusion: Incorrect, as it does not include a systematic and structured approach for stakeholder
analysis and integration into architecture deliverables.
Option C:
Strengths:
Emphasizes conducting a thorough stakeholder analysis to document concerns, positions, and
cultural factors, which aligns with TOGAF’s approach in Phase A (Architecture Vision).
Ensures stakeholder views and requirements are recorded in the Architecture Vision document and
reflected in the Architecture Requirements Specification.
Includes continuous assessment and feedback, ensuring concerns are addressed and risks managed
effectively.
Aligns with TOGAF's principle of involving stakeholders in architecture development to ensure
alignment and success.
Weaknesses:
Could further detail how risk management is included across all phases, but this is implied through
integration into the Architecture Requirements Specification.
Conclusion: Correct, as it provides a structured and detailed approach for addressing stakeholder
concerns and managing risks within TOGAF’s framework.
Option D:
Strengths:
Suggests categorizing stakeholders into groups and creating models for each category.
Proposes arranging meetings to verify that concerns have been addressed.
Includes risk management as part of the process.
Weaknesses:
Dividing stakeholders into generic categories (e.g., corporate functions, project team) may not
adequately capture specific cultural factors and concerns raised in the scenario.
Lacks integration of stakeholder feedback into architecture deliverables such as the Architecture
Vision and Architecture Requirements Specification.
Conclusion: Incorrect, as it provides a generalized and less targeted approach to stakeholder
concerns compared to Option C.
TOGAF Reference
Stakeholder Management (Phase A): TOGAF emphasizes analyzing stakeholders’ positions, concerns,
and issues to shape architecture development and communication (TOGAF 9.2, Section 24.2).
Architecture Vision: Captures high-level requirements and stakeholder views to ensure alignment
with business goals (TOGAF 9.2, Section 6.2).
Architecture Requirements Specification: Records detailed requirements, including those related to
risk management, to guide the development of target architectures (TOGAF 9.2, Section 35.5).
Iterative Feedback: Regular assessments and feedback loops are critical to ensure stakeholder
concerns are addressed effectively throughout the ADM cycle.
By selecting Option C, the approach adheres to TOGAF's principles of stakeholder analysis,
communication, and integration of concerns into architecture development.
Scenario
Your role is that of an Enterprise Architect, reporting to the Chief Enterprise Architect, at a
technology company.
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 EA
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
is the company’s major asset and is highly confidential. The company employees travel a lot for work
and need to communicate over 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. However, despite good
education and system security, there is still a need to rely on third-party suppliers for infrastructure
and software.
The Chief Security Officer (CSO) has noted an increase in ransomware (malicious software used in
ransom demands) attacks on companies with a similar profile. The CSO recognizes that no matter
how much is spent on education and support, the company could be a victim of a significant attack
that could completely lock them out of their important data.
A risk assessment has been completed, and the company has looked for cyber insurance that covers
ransomware. The price for this insurance is very high. The CTO recently saw a survey that said 1 out
of 4 businesses that paid ransoms could not get their data back, and almost thesame number were
able to recover the data without paying. The CTO has decided not to get cyber insurance to cover
ransom payment.
You have been asked to describe the steps you would take to strengthen the current architecture to
improve data protection.
Based on the TOGAF standard, which of the following is the best answer?
B
Explanation:
Comprehensive and Detailed Step-by-Step Explanation
Context of the Scenario
The scenario highlights significant risks due to ransomware attacks and the need to strengthen the
company’s Enterprise Architecture to improve data protection and resilience. TOGAF emphasizes the
Architecture Compliance Review as a mechanism for ensuring the architecturemeets its objectives
and addresses specific concerns such as security, resilience, and compliance with organizational
goals.
The organization has already conducted a risk assessment but requires actionable steps to:
Address ransomware attack risks.
Increase the resilience of the Technology Architecture.
Ensure proper alignment with governance and compliance frameworks.
Option Analysis
Option A:
Strengths:
Highlights the need for up-to-date processes for managing changes in the Enterprise Architecture.
Recognizes the importance of governance through the Architecture Board and change management
techniques.
Weaknesses:
The approach focuses solely on the Technology Architecture baseline but does not address the need
for specific steps such as compliance review, gap analysis, or tailored resilience measures for
ransomware risks.
It provides a broad and generic approach rather than a targeted plan for ransomware and data
protection issues.
Conclusion: Incorrect. While it adheres to governance processes, it lacks specific actions to improve
resilience and address the immediate security concerns.
Option B:
Strengths:
Proposes an Architecture Compliance Review, which is a core TOGAF process used to evaluate
architecture implementation against defined objectives, ensuring it is fit for purpose.
Involves identifying stakeholders (departments) and tailoring checklists specific to ransomware
resilience.
Emphasizes issue identification and resolution through structured review processes.
Weaknesses:
Does not explicitly address longer-term updates to the Enterprise Architecture, but this can be
inferred as a next step following compliance recommendations.
Conclusion: Correct. This is the most suitable approach based on TOGAF principles, as it uses an
established process to evaluate and improve the architecture's resilience.
Option C:
Strengths:
Includes monitoring for updates from suppliers to enhance detection and recovery capabilities,
which is relevant to addressing ransomware risks.
Proposes a gap analysis to identify shortcomings in the current Enterprise Architecture and
recommends addressing gaps through change requests.
Incorporates disaster recovery planning exercises, which are useful for testing resilience.
Weaknesses:
While thorough, the approach lacks the Architecture Compliance Review process, which is a more
structured way to ensure the architecture meets resilience requirements.
Monitoring suppliers and running disaster recovery exercises are operational steps rather than
strategic architectural improvements.
Conclusion: Incorrect. While it includes valid activities, it does not adhere to TOGAF’s structured
approach for architecture assessment and compliance.
Option D:
Strengths:
Proposes analyzing business continuity requirements and assessing the architecture for gaps, which
is relevant to the scenario.
Suggests initiating an ADM cycle to address gaps, which aligns with TOGAF principles.
Weaknesses:
Focusing on initiating a new ADM cycle may be premature, as the immediate priority is to evaluate
the existing architecture and address specific resilience concerns.
Does not mention compliance review or tailored resilience measures for ransomware attacks, which
are central to the scenario.
Conclusion: Incorrect. It proposes a broader approach that may not adequately address the
immediate concerns highlighted by the CSO.
TOGAF Reference
Architecture Compliance Review: A structured process used to evaluate whether an architecture
meets the stated goals, objectives, and requirements (TOGAF 9.2, Chapter 19). It is particularly useful
for identifying and addressing resilience requirements in scenarios involving security risks.
Stakeholder Engagement: Identifying and involving stakeholders (e.g., departments) is a critical part
of architecture governance and compliance review (TOGAF 9.2, Section 24.2).
Change Management: The Architecture Compliance Review supports identifying necessary changes,
which are then managed through governance and change management processes (TOGAF 9.2,
Section 21.6).
By choosing Option B, you align with TOGAF’s structured approach to compliance, resilience, and
addressing security concerns.
Scenario
You are working as an Enterprise Architect within an Enterprise Architecture (EA) team at a global
company that sells consumer products. The company produces many products that buyers use and
enjoy.
The company has announced a major change to its products that will occur over a four-year period.
This change includes the introduction of digital products and services. An architecture to support this
strategy has been finished, along with a roadmap for a set of projects to implement this significant
change. This will be a cross-functional effort between the product design and software teams. It is
planned to be developed in phases.
The company faces a challenge in presenting and providing access to different services through its
products and digital platforms while ensuring compliance with data privacy laws. In some countries
and regions, the data residency requirements mean that the company has to store certain data
within the region where it is collected. As a result, the company’s application portfolio and
infrastructure must connect with various cloud services and data repositories in different countries.
The EA team has inherited the architecture used by the current products, some of which can be
carried over to the new products. The EA team has started to define which parts of the architecture
to carry forward. Enough of the Business Architecture has been defined so that work can commence
on the Information Systems and Technology Architectures. Those architectures need to be defined to
support the key digital services that the company plans to provide.
The company uses the TOGAF Standard as the foundation for its Enterprise Architecture framework,
and architecture development follows the purpose-based EA Capability model outlined in the TOGAF
Series Guide: A Practitioner’s Approach to Developing Enterprise Architecture Following the TOGAF
ADM. The EA team reports to the Chief Information Officer (CIO), who oversees the program.
You have been asked how to decide and organize the work to deliver the requested architectures.
Based on the TOGAF standard, which of the following is the best answer?
A
Explanation:
Comprehensive and Detailed Step-by-Step Explanation
Context of the Scenario
The company is in the process of delivering requested architectures to support the introduction of
digital products and services. The Business Architecture is sufficiently defined, and the focus is on
developing the Information Systems and Technology Architectures.
TOGAF emphasizes breaking down large, complex transformation programs into manageable
projects, focusing on dependencies, risks, trade-offs, and sequencing of efforts. Based on the
scenario, the company must deal with:
Data privacy and residency compliance across different regions.
Re-use of existing architecture for efficiency.
Alignment of digital services with a global roadmap.
The activity described aligns with ADM Phases B (Business Architecture), C (Information Systems
Architecture), and D (Technology Architecture), with a focus on delivering architectures for
implementation.
Option Analysis
Option A:
Strengths:
Refers to developing high-level architecture descriptions and identifying reference architectures and
candidate building blocks, which align with ADM Phases B, C, and D.
Addresses feasibility analysis, trade-offs, and stakeholder engagement, which are part of architecture
development and decision-making in TOGAF.
Ensures that the architecture descriptions are resource-conscious, including cost and value analysis,
dependencies, risks, and synergies between projects.
Conclusion: Correct, as it provides a complete approach to organizing the work to deliver
architectures while adhering to TOGAF principles.
Option B:
Strengths:
Suggests creating architecture descriptions for the Application, Data, and Technology Architectures,
which are necessary for delivering requested architectures.
Addresses readiness assessments and the fitness of solutions.
Weaknesses:
Emphasizes looking outside the company and studying other companies’ models, which is not
necessarily aligned with TOGAF unless justified by specific gaps.
Skips essential TOGAF steps like feasibility analysis and detailed stakeholder engagement.
Conclusion: Incorrect, as it places undue emphasis on external research instead of leveraging
TOGAF’s structured ADM.
Option C:
Strengths:
Suggests reviewing the Architecture Vision and determining scope, which aligns with TOGAF
principles.
Proposes preparing an Architecture Roadmap and involving the Architecture Board for review.
Weaknesses:
Does not cover important elements such as candidate building blocks, feasibility analysis, or
stakeholder engagement.
Suggests starting the project prematurely without proper sequencing or risk trade-offs.
Conclusion: Incorrect, as it skips key steps and lacks a structured approach to dependencies and
resource management.
Option D:
Strengths:
Suggests revising the Architecture Vision and conducting a Stakeholder Analysis, which aligns with
Phase A of the ADM.
Weaknesses:
Returning to Phase A is not required here, as the Architecture Vision has already been defined.
Revising the vision at this stage indicates a step backward.
Lacks focus on feasibility analysis, dependencies, and sequencing, which are the immediate needs in
this phase.
Conclusion: Incorrect, as it unnecessarily revisits earlier ADM phases instead of progressing.
TOGAF Reference
ADM Phases B, C, D: Emphasizes developing detailed architectures, identifying candidate building
blocks, and addressing dependencies, risks, and resource needs (TOGAF 9.2, Chapters 8-10).
Architecture Roadmap and Feasibility Analysis: Guides sequencing and trade-offs for implementation
(TOGAF 9.2, Section 12.4).
Stakeholder Engagement: Critical for ensuring alignment and feasibility (TOGAF 9.2, Section 24.2).
Decision-Making and Trade-offs: TOGAF emphasizes documenting risks and trade-offs as part of
feasibility analysis (TOGAF 9.2, Section 6.4.1).
Scenario
You are working as an Enterprise Architect within a large manufacturing company. The company has
multiple divisions located worldwide.
After a recent study, senior management is concerned about the impact of the company’s multiple
data centers and duplication of applications on business efficiency. To address this concern, a
strategic architecture has been defined; it will help improve the ability to meet customer demand
and improve the efficiency of operations. The strategic architecture involves the consolidation of
multiple application programs that are currently used in different divisions and putting them all onto
a cloud-based solution instead.
Each division has completed the Architecture Definition documentation to meet its own specific
operational requirements. The enterprise architects have analyzed the corporate changes and
implementation constraints. A consolidated gap analysis has been completed. Based on its results,
the architects have reviewed the requirements, dependencies, and interoperability requirements
needed to integrate the cloud-based solution. The architects have completed the Business
Transformation Readiness Assessment. Based on all these factors, they have produced a risk
assessment. They have also completed the draft Implementation and Migration Plan, the draft
Architecture Roadmap, and the Capability Assessment deliverables.
Due to the risks of changing from the current environment, the decision has been taken that a
gradual approach is needed to implement the target architecture. It will likely take a few years to
complete the whole implementation process.
The company has a mature Enterprise Architecture (EA) practice and uses the TOGAF standard for its
architecture development method. The EA practice is engaged throughout all the divisions, with
implementation governance assigned to a business line. In addition to providing guidance on using
architecture frameworks, including business planning, project/portfolio management, and
operations management, the EA program is sponsored by the Chief Information Officer (CIO).
You have been asked to decide on the next steps for the migration planning.
Based on the TOGAF standard, which of the following is the best answer?
C
Explanation:
Context of the Scenario
The organization is currently in the Migration Planning phase, which corresponds to Phase F of the
TOGAF ADM (Architecture Development Method). The key activities for this phase involve:
Evaluating dependencies and impacts on other organizational frameworks.
Aligning the roadmap and migration plan with strategic objectives and available resources.
Addressing the risks of transitioning from the current architecture to the target architecture using a
phased approach.
The deliverables (Architecture Roadmap, Capability Assessment, etc.) and assessments (Gap
Analysis, Risk Assessment, Transformation Readiness) have already been developed. The next step is
to refine and finalize the migration planning.
Option Analysis
Option A:
While updating the Architecture Definition Document could ensure alignment, this step was
completed in earlier phases (B, C, D). At this stage, further changes to the architecture must go
through a formal governance review, and applying lessons learned without review contradicts TOGAF
principles.
Producing an Implementation Governance Model is more relevant in Phase G (Implementation
Governance), not in Phase F.
Conclusion: Incorrect, as it suggests revisiting earlier steps and does not align with the current phase.
Option B:
Conducting Compliance Assessments ensures the architecture is implemented correctly, but this is a
task for Phase G (Implementation Governance) after migration planning has been finalized and
implementation begins.
Deployment of monitoring tools is also part of implementation and governance activities, not
migration planning.
Conclusion: Incorrect, as it focuses on tasks belonging to a later phase.
Option C:
Examining how the Implementation and Migration Plan affects other organizational frameworks is
critical in Phase F, as TOGAF emphasizes alignment with business planning, project/portfolio
management, and operations management.
Assigning business value to each project ensures prioritization and optimal allocation of resources.
Updating the Architecture Roadmap and the Implementation and Migration Plan based on this
analysis ensures strategic alignment and readiness for implementation.
Conclusion: Correct, as it addresses the key objectives of the Migration Planning phase
comprehensively.
Option D:
Applying the Business Value Assessment Technique is valid for prioritizing initiatives but is a limited
aspect of Migration Planning.
Planning Transition Architecture phases and documenting lessons learned are valid, but this does not
address broader organizational impacts or dependencies as effectively as Option C.
Conclusion: Narrow focus; less comprehensive than Option C.
Reference to TOGAF
Phase F (Migration Planning): The focus is on aligning the migration plan with business objectives,
considering organizational dependencies, and prioritizing projects (TOGAF 9.2, Chapter 12).
Architecture Roadmap and Implementation Plan: Updated to reflect changes in priorities and
alignment with business frameworks (TOGAF 9.2, Section 12.4).
Framework Integration: Collaboration with other frameworks (e.g., business planning, portfolio
management) ensures alignment across the organization (TOGAF 9.2, Section 6.5.2).
Business Value Assessment Technique: Used to prioritize initiatives based on return on investment
and performance criteria (TOGAF 9.2, Section 24.4).
Please read this scenario prior to answering the question
You are working as an Enterprise Architect within a healthcare and life science company. The
company is a
leading player in its industry, dedicated to transforming healthcare with new ideas and
advancements. The
company has multiple divisions that cover different aspects of the business.
The company's Enterprise Architecture (EA) department has been operating for several years and has
mature, well-developed architecture governance and development processes following the TOGAF
Standard. In addition to the EA program, the company has a number of management frameworks in
use.
The Architecture Board includes representatives from each division of the company.
Many of the company's rivals have begun utilizing Artificial Intelligence (Al) in their operations, and
the
indications are that this will be transformative for healthcare delivery. This is something the EA
department
has been interested in for a while, and they had recently submitted an architecture Change Request
which
was approved. As a result, the CIO has approved a Request for Architecture Work to investigate the
implementation of Al in the company.
Areas for evaluation include:
How can staff use Al daily in their current role?
How Al can enhance access to care for patients, and how to make that experience seamless?
How Al can offer new workplace platforms and tools to increase efficiency?
Some of the top managers are worried about a change in the way of working, and if it will achieve
the goals.
Many are not confident that the company's risk management processes are adequate for a company-
wide
integration of generative Al. There are also questions from staff about whether enough specific
guidelines
and polices have been put in place for responsible use of Al.
The Chief Information Officer (CIO) is the sponsor of the Enterprise Architecture program. The CIO
has
actively encouraged architecting with agility within the EA department as her preferred approach for
projects.
The CIO wants to know how to address these concerns and reduce risks.
Refer to the scenario
You have been tasked with starting the architecture development. How do you begin?
Based on the TOGAF standard which of the following is the best answer?
A
Explanation:
Key aspects of the scenario:
Objective:
Integrating Artificial Intelligence (AI) into healthcare delivery, with a focus on improving patient care,
enhancing workplace efficiency, and enabling seamless experiences.
Challenges:
Stakeholder concerns about risk management, adaptability to change, and ensuring alignment with
regulations and policies.
Addressing the concerns of staff and top management about AI integration and achieving the desired
goals.
CIO's Perspective:
Encouraging an agile approach to architecture development.
Addressing risks and ensuring stakeholder concerns are managed.
Areas for Evaluation:
AI usage by staff and impact on workflows.
Patient experience enhancement via AI.
New workplace platforms and tools powered by AI.
Option Analysis:
Option 1: Analysis of stakeholders and development of a Stakeholder Map
Pros:
Stakeholder analysis is critical for identifying concerns, viewpoints, and requirements.
TOGAF emphasizes stakeholder engagement early in the process to mitigate risks and align
expectations.
Developing a Stakeholder Map ensures clear alignment with their interests and creates a foundation
for regular feedback loops.
Cons:
Does not explicitly address the creation of architecture models or policies upfront.
Option 2: Creation of a Communications Plan
Pros:
A communications plan fosters effective stakeholder engagement by addressing their concerns and
ensuring transparent reporting.
Risk mitigation as part of communication aligns with TOGAF’s stakeholder management practices.
Cons:
This focuses more on communication mechanics rather than advancing architectural development
directly.
Option 3: Models for Draft Business, Data, Application, and Technology Architectures
Pros:
Aligns with the Architecture Development Method (ADM), ensuring compliance with requirements
and regulations.
Helps formalize stakeholder feedback by verifying their concerns against tangible models.
Cons:
Developing detailed models early on may delay immediate resolution of stakeholder concerns and
risk mitigation.
Option 4: Set of reusable business models for AI-related projects
Pros:
Standardized models ensure consistency and portability across the organization’s AI-related efforts.
Cons:
Too narrow in focus for the initial architecture development phase; does not address risk
management or stakeholder concerns adequately.
Recommended Answer:
Option 1: You recommend that an analysis of the stakeholders is undertaken.
Reasoning:
The scenario highlights stakeholder concerns about risks, adaptability, and compliance. Addressing
these concerns requires stakeholder analysis as the first step.
A Stakeholder Map aligns with TOGAF’s emphasis on stakeholder engagement, providing a
structured way to manage their concerns and expectations.
Identifying concerns early and integrating feedback into the Architecture Vision document ensures
alignment with goals and smooth progress.
Option 1 sets the foundation for collaboration and risk management, making it the best fit for the
current phase.
Please read this scenario prior to answering the question
You are working as an Enterprise Architect at a large supermarket. The company runs many retail
stores, as well as an online grocery shop. Many of the stores used to remain open 24/7, but the
number has decreased in recent years. Instead, they now focus on fulfilling online orders during
the night.
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).
Each store uses a standard method to track sales and inventory. This involves sending accurate
timely sales data to a central Al-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.
Based on the TOGAF Standard, which of the following is the best answer?
[Note: The sequence of the principles listed in each answer does not matter. You should assume
the company follows the set of principles that are provided in the TOGAF Standard, ADM
Techniques, Architecture Principles chapter. You may need to refer to section 2.6 located in ADM
Techniques within the reference text to answer this question.]
A
Explanation:
Key aspects of the scenario:
Business Objective:
A merger is happening to combine offerings, reduce costs, and achieve operational efficiency.
The goal includes fully integrating retail operations and systems, replacing duplicated systems, and
reducing the number of applications used.
Technological Improvements:
A central AI-based inventory system is in place.
Hand-held devices for stores have improved customer and staff satisfaction and increased efficiency.
Scope of Architecture Work:
Integrating the merged systems.
Managing retail architecture to optimize operations.
TOGAF Alignment:
TOGAF principles aim to ensure the architecture supports business transformation effectively while
aligning with governance and best practices.
Best answer analysis:
Option 1:
Maximize Benefit to the Enterprise: Aligns with the merger goals of cost reduction and efficiency.
Common Use Applications: Matches the goal to reduce duplicated systems.
Data is an Asset: Central AI system depends on accurate and reliable data.
Responsive Change Management: Necessary to support the transition and manage organizational
impacts.
Technology Independence: Encourages selecting flexible, scalable solutions post-merger.
This option comprehensively aligns with the scenario.
Option 2:
Control Technical Diversity: Important but less emphasized than cost reduction and application
unification.
Interoperability: Relevant, but less critical compared to principles addressing business value.
Data is an Asset: Relevant.
Data is Shared: Implied in centralized inventory but not directly stated.
Business Continuity: Important but not the main focus here.
This option partially fits but lacks emphasis on business outcomes.
Option 3:
Common Vocabulary and Data Definitions: Indirectly helpful but not central to the transformation.
Compliance with the Law: Always critical, but no explicit legal issues are mentioned.
Requirements-Based Change: General principle but not transformation-specific.
Responsive Change Management: Relevant.
Data Security: Important but not a central concern in the scenario.
This option focuses more on governance and less on merger goals.
Option 4:
Common Use Applications: Relevant to reducing duplicate systems.
Data is an Asset: Relevant.
Data is Accessible: Fits with AI system and handheld devices but is a subset of "Data is an Asset."
Ease of Use: Relevant to handheld devices but not a core transformation principle.
Business Continuity: Important but secondary to cost and efficiency.
This option focuses more on usability and accessibility rather than transformation objectives.
You are working as an Enterprise Architect within the Enterprise Architecture (EA) team at a
healthcare and life sciences company. The EA team is developing a secure system for researchers to
share clinical trial information easily across the organization and with external partners.
Due to the highly sensitive nature of the information, each architecture domain must consider
privacy and safety concerns. The healthcare division has been directed to minimize disruptions to
clinical trials while introducing the new system gradually.
How would you identify the work packages for introducing the new system? Based on the TOGAF
standard, which of the following is the best answer?
C
Explanation:
In the TOGAF framework, understanding and addressing stakeholder concerns is crucial, particularly
for complex projects with high stakes like the AI-first initiative described in the scenario. This
approach aligns well with TOGAF’s ADM (Architecture Development Method) and its emphasis on
effective stakeholder management and risk assessment. Here’s why this is the best course of action:
Stakeholder Analysis and Documentation:Conducting a stakeholder analysis is foundational in the
early stages of any TOGAF project, particularly during the Preliminary and Architecture Vision phases.
This process involves identifying the different stakeholders, understanding their positions,
documenting their concerns, and considering any cultural factors that might influence their
perspective on the AI-first initiative. Given the diverse concerns raised (such as job security, skill
requirements, and cybersecurity), it’s essential to have a clear understanding of each stakeholder
group’s priorities and fears.
Recording Concerns in the Architecture Vision Document:The Architecture Vision phase in TOGAF
focuses on defining the high-level scope and objectives of the architecture project. By documenting
stakeholder concerns and the corresponding views in the Architecture Vision document, the EA team
ensures that these concerns are transparently acknowledged and addressed as part of the strategic
direction. This step not only aligns with TOGAF best practices but also helps in building stakeholder
buy-in and trust.
Architecture Requirements Specification and Risk Management:Risk management is a key aspect of
TOGAF’s ADM, particularly in the Requirements Management and Implementation Governance
phases. Documenting the requirements for addressing specific risks in the Architecture Requirements
Specification provides a structured way to ensure that identified risks are acknowledged and
managed throughout the transformation. Regular assessments and feedback loops ensure ongoing
alignment and adaptability to emerging risks, which is particularly important given the dynamic
nature of AI and its associated challenges.
Alignment with TOGAF ADM Phases:This approach follows the prescribed flow of TOGAF’s ADM,
starting with stakeholder engagement in the Preliminary and Architecture Vision phases and
progressing to risk assessment in the Requirements Management phase. By maintaining afocus on
stakeholder needs and formalizing these into architecture requirements, the EA team can ensure
that the architecture not only meets business objectives but also mitigates stakeholder concerns.
TOGAF Reference on Stakeholder Management Techniques:TOGAF places significant emphasis on
managing stakeholder concerns through its stakeholder management techniques, which highlight
the need to systematically identify, analyze, and address the concerns of all involved parties. This
practice helps ensure that the architecture is viable and accepted across the organization.
By conducting a thorough stakeholder analysis and integrating the findings into both the Architecture
Vision and the Architecture Requirements Specification, the EA team can proactively address
stakeholder concerns, manage risks, and align the AI-first initiative with the agency’s strategic
objectives. This approach is consistent with TOGAF’s guidance and provides a structured framework
for addressing both business and technical challenges in the context of an AI-first transformation.
You are working as an Enterprise Architect within an Enterprise Architecture (EA) team at a large
government agency with multiple divisions. The agency has a well-established EA practice and
follows the TOGAF standard as its method for architecture development. The government has
mandated that the agency prepare for an "AI-first" world.
The agency wants to determine the impact and role of AI in its future services. The CIO has approved
a Request for Architecture Work to explore the use of AI in services. Some leaders are concerned
about reliance on AI, security, and employees’ need to acquire new skills.
The EA team leader seeks suggestions on managing the risks associated with a new architecture for
the AI-first project. Based on the TOGAF standard, which of the following is the best answer?
A
Explanation:
In the context of the TOGAF standard, stakeholder management and addressing stakeholder
concerns are critical components, especially for high-impact initiatives like adopting an AI-first
approach. Here’s why the selected answer aligns best with TOGAF principles and the scenario:
Stakeholder Analysis and Engagement:Conducting a stakeholder analysis is essential as it helps
identify and document the concerns, issues, and cultural factors influencing each stakeholder group.
This aligns with TOGAF’s emphasis on understanding and managing stakeholder concerns,
particularly in the Preliminary and Architecture Vision phases of the ADM (Architecture Development
Method). Since the scenario highlights diverse concerns about AI, understanding each group's unique
perspective will help the EA team tailor the architecture to address these effectively.
Architecture Vision Document:By documenting these concerns in the Architecture Vision document,
the EA team can provide a clear, high-level representation of how AI will be adopted, its benefits,
and how it addresses specific stakeholder concerns. This is critical for communicating the intent and
value of the AI-first approach in a way that aligns with the agency's strategic goals, including
addressing apprehensions about job security, skill development, and cyber resilience.
Risk Management and Architecture Requirements Specification:TOGAF highlights the importance of
identifying and managing risks early in the process. By documenting the requirements related to risk
in the Architecture Requirements Specification, the EA team ensures that these concerns are
formally integrated into the architecture and addressed throughout the ADM phases. Regular
assessments and feedback loops will provide a mechanism for continual risk monitoring and
adjustment as the AI-first initiative progresses.
Alignment with TOGAF’s ADM Phases:The approach specified aligns with TOGAF’s guidance on
managing risk and stakeholder concerns during the early ADM phases, specifically Architecture
Vision and Requirements Management. In these phases, the framework emphasizes identifying and
addressing risks associated with stakeholders' concerns to build a resilient and widely accepted
architecture.
Reference to TOGAF Stakeholder Management Techniques:TOGAF’s stakeholder management
techniques underscore the importance of understanding and addressing stakeholder needs as a
foundational step. This involves assessing the influence and interest of various stakeholders and
integrating their views into architectural development, ensuring that the architecture aligns with
both business goals and operational realities.
In conclusion, by conducting a thorough stakeholder analysis and documenting concerns in both the
Architecture Vision and Architecture Requirements Specification, the EA team can ensure that
stakeholder concerns are addressed, that the architecture supports AI adoption effectively, and that
potential risks are managed proactively. This approach will foster acceptance among stakeholders
and ensure that the architecture aligns with the agency’s strategic goals and risk management
requirements as recommended by TOGAF.
You are working as an Enterprise Architect within an Enterprise Architecture (EA) team at a
multinational energy company. The company is committed to becoming a net-zero emissions energy
business by 2050. To achieve this, the company is focusing on shifting to renewable energy
production and adopting eco-friendly practices.
The EA team, which reports to the Chief Technical Officer (CTO), has been tasked with overseeing the
transformation to make the company more effective through acquisitions. The company plans to
fully integrate these acquisitions, including merging operations and systems.
To address the integration challenges, the EA team leader wants to know how to manage risks and
ensure that the company succeeds with the proposed changes. Based on the TOGAF Standard, which
of the following is the best answer?
A
Explanation:
In TOGAF, creating a Business Scenario is a foundational step in defining and understanding the
business problem, especially for complex transformations involving multiple stakeholders
andsystems, such as in this scenario. This method aligns with Phase A (Architecture Vision) of the
TOGAF Architecture Development Method (ADM). Here’s why this approach is the most effective:
Understanding Business Requirements:A Business Scenario provides a structured way to capture and
analyze the business requirements, stakeholder concerns, and the contextual elements related to the
problem. In this scenario, the company faces challenges in integrating newly acquired companies
with existing operations, which includes complex stakeholder concerns across different functional
areas. Developing a Business Scenario allows the EA team to break down these complexities into
identifiable and manageable parts.
Risk Evaluation and Management:By using the Business Scenario approach, the EA team can not only
define the requirements but also assess associated risks systematically. TOGAF emphasizes the
importance of risk management through identifying potential risks, evaluating their impact, and
defining strategies for handling these risks. The process includes assessing how risks can be avoided,
transferred, or reduced—a necessary step in large-scale transformations to ensure that risks are
proactively managed.
Residual Risks and Governance:Any risks that cannot be fully resolved should be identified as
residual risks and escalated to the Architecture Board, which is aligned with TOGAF’s governance
approach. The Architecture Board’s role in TOGAF is to provide oversight and make critical decisions
on risks that exceed the control of the EA team. This ensures that unresolved risks are managed at
the appropriate level of the organization.
Alignment with TOGAF ADM Phases:The Business Scenario approach directly aligns with the
Preliminary and Architecture Vision phases of the TOGAF ADM, which focuses on establishing a
baseline understanding of the business context and the strategic transformation required. The
detailed understanding of requirements, stakeholder concerns, and risks identified here will guide
the subsequent phases of the ADM, including Business Architecture and Information Systems
Architecture.
TOGAF Reference (Section 2.6, ADM Techniques):TOGAF provides guidelines on the creation of
Business Scenarios as part of ADM Techniques, highlighting the importance of defining a business
problem comprehensively to ensure successful transformation. This method includes identification
of stakeholders, business requirements, and associated risks, which aligns well with the company's
need for strategic and systematic integration of new business units.
By utilizing a Business Scenario, the EA team ensures that all aspects of the transformation are well
understood, risks are identified early, and residual risks are managed effectively, aligning with the
company's strategic objectives and the TOGAF framework’s guidance on risk management and
stakeholder alignment.
You are working as an Enterprise Architect at a large company. The company runs many retail stores
as well as an online marketplace that allows hundreds of brands to partner with the company. The
company has a mature Enterprise Architecture (EA) practice and uses the TOGAF standard for its
architecture development method. The EA practice is involved in all aspects of the business, with
oversight provided by an Architecture Board with representatives from different parts of the
business. The EA program is sponsored by the Chief Information Officer (CIO).
Many of the stores remain open all day and night. Each store uses a standard method to track sales
and inventory, which involves sending accurate, timely sales data to a central AI-based inventory
management system that can predict demand, adjust stock levels, and automate reordering. The
central inventory management system is housed at the company’s central data center.
The company has acquired a major rival. The Chief Executive Officer (CEO) believes that the merger
will enable growth through combined offerings and cost savings. The decision has been made to fully
integrate the two organizations, including merging retail operations and systems. Duplicated systems
will be replaced with one standard retail management system. The CIO expects significant savings
from these changes across the newly merged company.
The rival company has successfully implemented the use of hand-held devices within stores for both
customers and staff, which has increased satisfaction due to time savings. The CIO has approved the
rollout of these devices to all stores but has stated that training should be brief, as there are many
part-time employees.
You have been asked to confirm the most relevant architecture principles for this transformation.
Based on the TOGAF Standard, which of the following is the best answer?
D
Explanation:
In this scenario, the enterprise is undergoing significant transformation due to a merger and the
adoption of new technology (hand-held devices). Several key principles from TOGAF's ADM
Techniques—particularly those focused on promoting enterprise-wide standardization, adaptability,
and data utilization—are pertinent here:
Maximize Benefit to the Enterprise:This principle emphasizes that all architectural decisions should
deliver maximum business value. Given that the company is integrating systems to cut costs and
improve offerings, maximizing the benefit is crucial. Ensuring that the EA efforts align with
enterprise-wide benefits supports the goal of optimizing costs and enhancing offerings, which aligns
with the CEO’s vision for the merger.
Common Use Applications:Standardizing applications across the merged entity will be essential to
achieve cost savings and to simplify operations. The goal of reducing the number of applications fits
with this principle, ensuring that reusable and widely adopted applications support business
functions across the organization. Adopting this principle will also aid in harmonizing the systems
from both organizations and avoiding unnecessary diversity.
Data is an Asset:Data plays a central role in the company's operations, especially with the use of AI-
driven inventory management and the integration of systems. Treating data as an asset is essential
for reliable and accurate decision-making. This principle ensures that data is viewed as a critical
enterprise resource and is managed with care, maintaining integrity, accuracy, and value.
Responsive Change Management:The organization’s ability to adapt quickly and effectively to
changes, such as integrating new handheld devices and merging systems, is essential. This principle
will facilitate the smooth transition required for integrating the new handheld devices and the
merger-related system updates while minimizing disruption to store operations.
Technology Independence:Since the enterprise will likely encounter varied technologies from the
merger, it is crucial to maintain flexibility. This principle advocates for using technology solutions that
are adaptable and not bound to a single vendor or specific technology. This ensures that the
enterprise can integrate various technological components from both organizations and evolve with
minimal constraints.
These principles align well with TOGAF's broader recommendations for guiding architectural
changes, as found in Section 2.6 of the TOGAF ADM Techniques. They ensure that the EA practice is
aligned with business objectives while maintaining flexibility, data integrity, and a focus on
enterprise-wide benefits. These guiding principles are critical for the successful execution of the
integration and adoption of new technologies while achieving cost efficiencies and improving service
delivery.
For reference, TOGAF's ADM Techniques highlight the importance of architectural principles in
guiding transformational initiatives, ensuring that decisions are made consistently across the
enterprise. Each principle supports organizational agility, system integration, and the efficient use of
technology resources, all of which are vital for the enterprise's stated objectives.
Please read this scenario prior to answering the question
Your role is that of a consultant to the Lead Enterprise Architect in a multinational automotive
manufacturer.
The company has a corporate strategy that focuses on electrification of its portfolio, and it has
invested
heavily in a new shared car platform to use across all its brands. The company has four
manufacturing
facilities, one in North America, two in Europe, and one in Asia.
A challenge that the company is facing is to scale up the number of vehicles coming off the
production line to meet customer demand, while maintaining quality. There are significant supply
chain shortages for electronic components, which are impacting production. In response to this the
company has taken on new suppliers and has also taken design and production of the battery pack
in-house.
The company has a mature Enterprise Architecture practice. The TOGAF standard is used for
developing
the process and systems used to design, manufacture, and test the battery pack. The Chief
Information
Officer and the Chief Operating Officer co-sponsor the Enterprise Architecture program.
As part of putting the new battery pack into production, adjustments to the assembly processes need
to be made. A pilot project has been completed at a single location. The Chief Engineer, sponsor of
the activity, and the Architecture Board have approved the plan for implementation and migration at
each plant.
Draft Architecture Contracts have been developed that detail the work needed to implement and
deploy the new processes for each location. The company mixes internal teams with a few third-
party contractors at the locations. The Chief Engineer has expressed concern that the deployment
will not be consistent and of acceptable quality.
Refer to the scenario
The Lead Enterprise Architect has asked you to review the draft Architecture Contracts and
recommend the best approach to address the Chief Engineer's concern.
Based on the TOGAF Standard, which of the following is the best answer?
C
Explanation:
According to the TOGAF Standard, Version 9.2, an Architecture Contract is a joint agreement
between development partners and sponsors on the deliverables, quality, and fitness-for-purpose of
an architecture1. It defines the scope, responsibilities, and governance of the architecturework, and
ensures the alignment and compliance of the architecture with the business goals and objectives1.
In the scenario, the Lead Enterprise Architect has asked you to review the draft Architecture
Contracts and recommend the best approach to address the Chief Engineer’s concern about the
consistency and quality of the deployment of the new processes for the battery pack production at
each location.
The best answer is C, because it follows the guidelines and best practices for defining and using
Architecture Contracts as described in the TOGAF Standard, Version 9.22. It ensures that the
contracts cover the essential aspects of the project objectives, effectiveness metrics, acceptance
criteria, and risk management, and that they are legally enforceable for third-party contractors. It
also recommends a schedule of compliance reviews at key points in the implementation process, and
a mechanism for handling any deviations from the Architecture Contract, involving the Architecture
Board and the possibility of granting a dispensation to allow the process to be customized for local
needs.
The other options are not correct because they either23:
A . For changes requested by an internal team, you recommend a memorandum of understanding
between the Architecture Board and the implementation organization. For contracts issued to third-
party contractors, you recommend that it is a fully enforceable legal contract. You recommend that
the Architecture Board reviews all deviations from the Architecture Contract and considers whether
to grant a dispensation to allow the implementation organization to customize the process to meet
their local needs.: This option does not address the need to review the contracts to ensure that they
address the project objectives, effectiveness metrics, acceptance criteria, and risk management. It
also does not recommend a schedule of compliance reviews at key points in the implementation
process. Moreover, it suggests that a memorandum of understanding is sufficient for internal teams,
which may not be legally binding or enforceable.
B . For changes undertaken by internal teams, you recommend a memorandum of understanding
between the Architecture Board and the implementation organization. If a contract is issued to a
contractor, you recommend that it is a fully enforceable legal contract. If a deviation from the
Architecture Contract is found, you recommend that the Architecture Board grant a dispensation to
allow the implementation organization to customize the process to meet their local needs.: This
option has the same problems as option A, and also implies that the Architecture Board should
always grant a dispensation for any deviation, which may not be appropriate or desirable in some
cases.
D . You recommend that the Architecture Contracts be used to manage the architecture governance
processes across the locations. You recommend deployment of monitoring tools to assess the
performance of each completed battery pack at each location and develop change requirements if
necessary. If a deviation from the contract is detected, the Architecture Board should allow the
Architecture Contract to be modified meet the local needs. In such cases they should issue a new
Request for Architecture Work.: This option does not address the need to review the contracts to
ensure that they address the project objectives, effectiveness metrics,acceptance criteria, and risk
management. It also does not recommend a schedule of compliance reviews at key points in the
implementation process. Moreover, it suggests that the Architecture Board should always allow the
Architecture Contract to be modified for any deviation, which may not be appropriate or desirable in
some cases. It also implies that a new Request for Architecture Work should be issued for each
deviation, which may not be necessary or feasible.
1: The TOGAF Standard, Version 9.2, Chapter 3: Definitions and Terminology, Section 3.1: Terms and
Definitions
2: The TOGAF Standard, Version 9.2, Chapter 43: Architecture Contracts
3: The TOGAF Standard, Version 9.2, Chapter 44: Architecture Governance
Please read this scenario prior to answering the question
You are the Chief Enterprise Architect at a large food service company specializing in sales to trade
and
wholesale, for example, restaurants and other food retailers.
One of your company's competitors has launched a revolutionary product range and is running a very
aggressive marketing campaign. Your company's resellers are successively announcing that they are
not
interested in your company's products and will sell your competitor's.
The CEO has stated there must be significant change to address the situation. He has made it clear
that
new markets must be found for the company's products, and that the business needs to pivot, and
address the retail market as well as the existing wholesale market.
A consideration is the company's ability and willingness to change its business model, and if it is a
temporary or permanent change. An additional risk factor is one of culture. The company has been
used to a stable business with a reasonably well known and settled client base - all with its own local
understandings and practices.
The CEO is the sponsor of the EA program within the company. You have been engaged with the
sales,
logistics, production, and marketing teams, enabling the architecture activity to start. An
Architecture Vision, Architecture Principles, and Requirements have all been agreed. As you move
forward to develop a possible Target Architecture you have identified that some of the key
stakeholders' preferences are incompatible. The incompatibilities are focused primarily on time-to-
market, cost savings, and the need to bring out a fully featured product range, but there are
additional factors.
Refer to the scenario
You have been asked how you will address the incompatibilities between key stakeholder
preferences.
Based on the TOGAF standard which of the following is the best answer?
C
Explanation:
According to the TOGAF standard, the Target Architecture is the description of a future state of the
architecture being developed for an organization. It should be aligned with the Architecture Vision,
Principles, and Requirements that have been agreed with the stakeholders. To address the
incompatibilities between key stakeholder preferences, the TOGAF standard recommends creating
and evaluating multiple alternative Target Architectures that meet different sets of criteria. These
criteria should reflect the value preferences and priorities of the stakeholders, as well as the business
drivers and objectives. The alternative Target Architectures should be illustrated using a set of
architecture views that show the impact of each alternative on the business, data, application, and
technology domains. The impact on planned projects should also be identified and analyzed. The
strengths and weaknesses of each alternative should be understood and documented. A formal
stakeholder review should then be conducted to decide which alternative is the most fit for purpose
and should be moved forward with. The funding required for implementing the chosen alternative
should also be determined and secured. Reference:
The TOGAF Standard, Version 9.2 - Phase B: Business Architecture - The Open Group
The TOGAF Standard, Version 9.2 - Phase C: Information Systems Architectures - The Open Group
[The TOGAF Standard, Version 9.2 - Phase D: Technology Architecture - The Open Group]
[The TOGAF Standard, Version 9.2 - Phase E: Opportunities and Solutions - The Open Group]
[The TOGAF Standard, Version 9.2 - Phase F: Migration Planning - The Open Group]