Question # 1
Please read this scenario prior to answering the question.
You are the Lead Enterprise Architect at a major agribusiness company. The company's
main
annual harvest is lentils, a highly valued food grown worldwide. The lentil parasite,
broomrape,
has been an increasing concern for many years and is now becoming resistant to chemical
controls. In addition, changes in climate favor the propagation and growth of the parasite.
As a
result, the parasite cannot realistically be exterminated, and it has become pandemic, with
lentil
yields falling globally.
The CEO appreciates the seriousness of the situation and has set out a change in direction
that is effectively a new business for the company. There are opportunities for new products,
and new markets. The company will use the fields for another harvest and will cease to
process
third-party lentils. Thus, the target market will change, and the end-products will be different
and more varied. This is a major decision and the CEO has stated a desire to repurpose
rather
than replace so as to manage the risks and limit the costs.
The company has a mature Enterprise Architecture practice based in its headquarters and
uses
the TOGAF standard as the method and guiding framework. The practice has an
established
Architecture Capability, and uses iteration for architecture development. The CIO is the
sponsor
of the activity.
The CIO has assigned the Enterprise Architecture team to this activity. At this stage there
is no
shared vision, or requirements.
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.
Based on the TOGAF standard which of the following is the best answer? |
A. You propose that the team focus on architecture definition, 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. You would ensure that the
architecture development addresses non-functional requirements to assure that the
target architecture is robust and secure. | 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 priority is to understand and bring structure to the definition of the
change. The team should focus iteration cycles on a baseline first approach to
architecture development, and then transition planning. This will identify what needs to
change in order to transition from the baseline to the target, and can be used to work out
in detail what the shared vision is for the change. | D. You propose that the team focus its iteration cycles on architecture development by
going through the architecture definition phases (B-D) with a baseline first approach.
This will support the change in direction as stated by the CEO. It will ensure that the
change can be defined in a structured manner and address the requirements needed to
realize the change. |
C. You propose that the priority is to understand and bring structure to the definition of the
change. The team should focus iteration cycles on a baseline first approach to
architecture development, and then transition planning. This will identify what needs to
change in order to transition from the baseline to the target, and can be used to work out
in detail what the shared vision is for the change.
Explanation: Based on the TOGAF standard, this answer is the best approach for
architecture development to realize the CEO’s change in direction for the company. The
reason is as follows:
The scenario describes a major business transformation that requires a clear
understanding of the current and future states of the enterprise, as well as the
gaps and opportunities for change. Therefore, the priority is to understand and
bring structure to the definition of the change, rather than focusing on the
implementation details or the technology aspects.
The team should use the TOGAF ADM as the method and guiding framework for
architecture development, and adapt it to suit the specific needs and context of the
enterprise. The team should also leverage the existing Architecture Capability and
the Architecture Repository to reuse and integrate relevant architecture assets and
resources.
The team should focus iteration cycles on a baseline first approach to architecture
development, which means starting with the definition of the Baseline Architecture
in each domain (Business, Data, Application, and Technology), and then defining
the Target Architecture in each domain. This will help to identify the current and
desired states of the enterprise, and to perform a gap analysis to determine what
needs to change in order to achieve the business goals and objectives.
The team should then focus on transition planning, which involves identifying and
prioritizing the work packages, projects, and activities that will deliver the change.
The team should also create an Architecture Roadmap and an Implementation and
Migration Plan that will guide the execution and governance of the change.
The team should use the Architecture Vision phase and the Requirements
Management phase to work out in detail what the shared vision is for the change,
and to capture and validate the stakeholder requirements and expectations. The
team should also use the Architecture Governance framework to ensure the
quality, consistency, and compliance of the architecture work.
Question # 2
Please read this scenario prior to answering the question
You are working as Chief Enterprise Architect at a large Internet company. The company
has many divisions, ranging from cloud to logistics. The company has grown rapidly,
expanding from initially selling physical books and media to a range of services including
an online marketplace, live-streaming. eBooks. and cloud services.
Overall management of the numerous divisions has become challenging. Recent highprofile
projects have overrun on budget and under delivered, damaging the company's
reputation, and adversely impacting its share price. There is a widely held view within the
executive management that the organization structure has played a major role in these
project failures.
The company has an established Enterprise Architecture program based on the TOGAF
standard, sponsored jointly by the Chief Executive Officer (CEO) and Chief Information
Officer (CIO). The CEO has decided that the company needs to reorganize its divisions
around artificial intelligence and machine learning with a focus on automation. The CEO
has worked with the Enterprise Architects to create a strategic architecture for the
reorganization, including an Architecture Vision, together with definitions for the four
domain architectures. This sets out an ambitious vision of the future of the company over a
three-year period. This includes a set of work packages and includes three distinct
transformations.
The CIO has made it clear that prior to the approval of the detailed Implementation and
Migration plan, the EAteam will need to assess the risks associated with the proposed
architecture. He has received concerns from key stakeholders across the company that the
proposed reorganization may be too ambitious and there is doubt whether 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, which of the following is the best answer? |
A. The Enterprise Architects should evaluate the organization's readiness to undergo
change. This will allow the risks associated with the transformations to be identified,
classified, and mitigated for. This should 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 for each transformation should be determined. | B. The Enterprise Architects should bring together information about potential approaches
and produce several alternative target transition architectures. They should 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. | C. Establishing interoperability in alignment with the corporate operating model will ensure
risks are minimized. The Enterprise Architects 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. These can then be included within
the transformation strategy embedded in the target transition architectures. The Enterprise
Architects should then finalize the Architecture Roadmap and the Implementation and
Migration Plan. | D. Before preparing the detailed Implementation and Migration plan, the Enterprise
Architects should review and consolidate the gap analysis results from Phases B to
This will identify the transformations required to achieve the proposed Target
Architecture. The Enterprise Architects should 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. |
A. The Enterprise Architects should evaluate the organization's readiness to undergo
change. This will allow the risks associated with the transformations to be identified,
classified, and mitigated for. This should 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 for each transformation should be determined.
Explanation: The Business Transformation Readiness Assessment is a technique that can
be used to evaluate the readiness of the organization to undergo change and to identify the
actions needed to increase the likelihood of a successful business transformation. This
technique can help to address the concerns of the key stakeholders about the risks and
value of the proposed reorganization. The technique involves assessing the following
aspects of the organization: vision, commitment, capacity, capability, culture, and
communication. Based on the assessment, the risks associated with the transformations
can be identified, classified, and mitigated for. The technique also helps to identify the
dependencies between the set of changes, including gaps and work packages, and the
improvement actions to be worked into the Implementation and Migration Plan. The
technique also supports the determination of the business value, effort, and risk associated
for each transformation, which can be used to prioritize and sequence the work packages
and the Transition Architectures1.
Question # 3
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? |
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 thirdparty
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. | 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. | C. You review the contracts ensuring that they address project objectives, effectiveness
metrics,
acceptance criteria, and risk management. Third-party contracts must be legally
enforceable. You
recommend 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. | 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 to implement a modification to the Architecture Definition. |
C. You review the contracts ensuring that they address project objectives, effectiveness
metrics,
acceptance criteria, and risk management. Third-party contracts must be legally
enforceable. You
recommend 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.
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 architecture work, 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.
Question # 4
Please read this scenario prior to answering the question
You have been appointed as Chief Enterprise Architect (CEA). reporting to the Chief
Technical Officer (CTO), of a company established as a separate operating entity by a
major automotive manufacturer. The mission of the company is to build a new industry
leading unified technology and software platform for electric vehicles.
The company uses the TOGAF Standard as the basis for its Enterprise Architecture (EA)
framework, and architecture development follows the purpose-based EA Capability model
as described in the TOGAF Series Guide: A Practitioners' Approach to Developing
Enterprise Architecture Following the TOGAF® ADM.
An end-to-end Target Architecture has been completed with a roadmap for change over a
five-year period. The new platform will be a cross-functional effort between hardware and
software teams, with significant changes over the old platform. It is expected to be
developed in several stages over three years. The EA team has inherited the architecture
for the previous generation hardware and software automotive platform, some of which can
be carried over to the new unified platform. The EA team has started to define the new
platform, including defining 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 need to be defined to support
the core business services that the company plans to provide. The core services will
feature an innovative approach with swarm data generated by vehicles, paving the way for
autonomous driving in the future.
The presentation and access to different variations of data that the company plans to offer
through its platform pose an architecture challenge. The application portfolio and
supporting infrastructure need to interact with various existing cloud services and data
Refer to the scenario
You have been asked what approach should be taken to determine and organize the work
to deliver the requested architectures?
Based on the TOGAF standard which of the following is the best answer? |
A. You would look outside the enterprise to research data models and application portfolios
of leading big data businesses. You would develop just enough applications, data, and
technology architecture to identify options. For each project this should include
identification of candidate architecture and solution building blocks. You will identify
solution providers, perform a readiness assessment, and assess the viability and fitness of
the solution options. You will then document the draft Implementation and Migration plan. | B. You would refer to the end-to-end Target Architecture for guidance and direction. The
first objective should be to identify projects, dependencies and synergies, then prioritize
before initiating the projects. You will develop high-level architecture descriptions. For each
project you would estimate effort size, identify reference architectures, and candidate
building blocks. You will identify the resource needs considering cost and value. You will
document options, risks, and controls to enable viability analysis and trade-off with the
stakeholders. | C. You will revisit ADM Phase A. identifying the stakeholders and creating a new
Architecture Vision. You will update the Stakeholder map produced for the strategic
architecture so it reflects the stakeholders who are now the most relevant to the projects
that are to be developed. You would then ask the CTO to make some decisions about the
Architecture Roadmap, and update the Implementation and Migration Plan to reflect the
decisions. | D. You will research leading data businesses, developing high-level Target Data,
Application and Technology Architectures. You would review the Architecture Vision in
order to estimate the level of detail, time, and breadth of the ADM cycle phases that will be
needed to develop the architecture. You will identify and cost major work packages, and
then develop an Architecture Roadmap. You would then seek approval by the Architecture
Board and initiate the project. |
B. You would refer to the end-to-end Target Architecture for guidance and direction. The
first objective should be to identify projects, dependencies and synergies, then prioritize
before initiating the projects. You will develop high-level architecture descriptions. For each
project you would estimate effort size, identify reference architectures, and candidate
building blocks. You will identify the resource needs considering cost and value. You will
document options, risks, and controls to enable viability analysis and trade-off with the
stakeholders.
Explanation: The Target Architecture is a description of the future state of the architecture
that addresses the business goals and drivers, and satisfies the stakeholder requirements and concerns. The Target Architecture is developed through the Architecture Development
Method (ADM), which is the core process of the TOGAF standard that guides the
development and management of the enterprise architecture. The Target Architecture is
typically divided into four domains: Business, Data, Application, and Technology. The
Target Architecture also includes a roadmap for change, which defines the Transition
Architectures, the Capability Increments, and the work packages that enable the transition
from the Baseline Architecture to the Target Architecture.
The best answer is B, because it describes the approach that should be taken to determine
and organize the work to deliver the requested architectures, which are the Information
Systems and Technology Architectures. The answer covers the following steps:
Refer to the end-to-end Target Architecture for guidance and direction. The end-toend
Target Architecture provides the overall vision, scope, and objectives of the
architecture work, and the alignment with the business strategy and goals. The
end-to-end Target Architecture also provides the high-level definitions and
principles for the four architecture domains, and the roadmap for change that
outlines the major milestones and deliverables.
Identify projects, dependencies and synergies, then prioritize before initiating the
projects. Projects are the units of work that implement the architecture work
packages, which are the sets of actions or tasks that are required to implement a
specific part of the architecture. Dependencies are the relationships and
constraints that affect the order or priority of the projects, such as logical, temporal,
or resource dependencies. Synergies are the benefits or advantages that result
from the combination or coordination of the projects, such as cost savings,
efficiency gains, or innovation opportunities. Prioritization is the process of ranking
the projects according to their importance, urgency, or value, and assigning
resources and schedules accordingly.
Develop high-level architecture descriptions. High-level architecture descriptions
are the outputs of the architecture development phases (B, C, and D) of the ADM
cycle, which describe the Business, Data, Application, and Technology
Architectures in terms of the Architecture Building Blocks (ABBs) and the Solution
Building Blocks (SBBs), which are reusable components of business, IT, or
architectural capability. High-level architecture descriptions also include the
Architecture Views, which are representations of the system of interest from the
perspective of one or more stakeholders and their concerns.
For each project, estimate effort size, identify reference architectures, and
candidate building blocks. Effort size is the measure of the amount of work, time,
or resources required to complete a project. Effort size can be estimated using
various techniques, such as analogy, expert judgment, parametric, or bottom-up.
Reference architectures are standardized architectures that provide a common
framework and vocabulary for a specific domain or industry. Reference
architectures can be used as a source of best practices, patterns, and models for
the architecture development. Candidate building blocks are the potential ABBs or
SBBs that can be used to implement the architecture. Candidate building blocks
can be identified from the Architecture Repository, which is a collection of
architecture assets, such as models, patterns, principles, standards, and
guidelines.
Identify the resource needs considering cost and value. Resource needs are the
specifications and criteria that define the acceptable level and quality of the
resources required to complete the project, such as human, financial, physical, or
technological resources. Resource needs can be identified by analyzing the scope,
complexity, and dependencies of the project, and the availability, capability, and
suitability of the resources. Cost and value are the factors that influence the
allocation and utilization of the resources, such as the budget, the return on
investment, the benefits, or the risks.
Document options, risks, and controls to enable viability analysis and trade-off with
the stakeholders. Options are the alternative ways of achieving the project
objectives, such as different solutions, technologies, vendors, or approaches.
Risks are the effects of uncertainty on the project objectives, such as threats or
opportunities. Controls are the measures or actions that are taken to prevent,
reduce, or mitigate the risks, such as policies, procedures, or standards. Viability
analysis is the process of evaluating and comparing the options, risks, and
controls, and determining the feasibility, suitability, and desirability of each option.
Trade-off is the decision outcome that balances and reconciles the multiple, often
conflicting, requirements and concerns of the stakeholders, and ensures alignment
with the Architecture Vision and the Architecture Principles.
Question # 5
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? |
A. You would seek to understand value preferences and priorities of the stakeholders. You
would
develop alternative Target Architectures, highlighting the gaps between current state and
the
alternatives. You would consider combining features from one or more alternatives in
collaboration
with the stakeholders. A formal stakeholder review should then be held to decide which
alternative is
fit for purpose and should be moved forward with. You will then secure the funding
required. | B. You recommend that since the CEO has stated that the company must pivot, it is better
to
compromise on a full product range rather than time-to-market. You would develop just
enough of the
Target Architecture to demonstrate fitness of the proposed approach. You would limit the
description
to just where there is a gap between the current baseline. You would seek approval by the
stakeholders to move forward with developing the Target Architecture in detail. | C. You would use the Architecture Vision, Principles, and Requirements to define a set of
criteria for
alternatives and create a set of architecture views to illustrate the impact of the alternative
Target
Architectures. You would identify the impact on planned projects. You would understand
the strengths
and weaknesses of the alternatives. You would conduct a formal stakeholder review to
decide which
alternative to move forward with. You will determine the funding required. | D. You would review the Stakeholder Map and ensure that you have addressed and
represented the
concerns of all department heads. You will involve them in resolving the incompatibilities.
The
Communications Plan should include a report that summarizes the key features of the
architecture
with and how incompatibilities were resolved to reflects the stakeholders' requirements.
You will
check with each key stakeholder they are satisfied with how the incompatibilities have been
resolved. |
C. You would use the Architecture Vision, Principles, and Requirements to define a set of
criteria for
alternatives and create a set of architecture views to illustrate the impact of the alternative
Target
Architectures. You would identify the impact on planned projects. You would understand
the strengths
and weaknesses of the alternatives. You would conduct a formal stakeholder review to
decide which
alternative to move forward with. You will determine the funding required.
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.
Question # 6
Consider the following statements:
1. Each contracted party is required to act responsibly to the organization and its
stakeholders.
2. All decisions taken, processes used, and their implementation will not be allowed to
create unfair advantage to any one particular party.
3. Digital Transformation and operations will be more effective and efficient.
4. Strategic decision-making by C-Level executives and business leaders will be more effective.
Which statements highlight the value and necessity for Architecture Governance to be
adopted within organizations? |
A. 1 & 2
| B. 2 & 3
| C. 3 & 4
| D. 1 & 4 |
A. 1 & 2
Explanation: Architecture governance is the practice of ensuring compliance with the
enterprise architecture and its principles, standards, and goals. Architecture governance
provides the means to establish, monitor, and control the architecture development and
implementation processes, and to resolve any issues or conflicts that may arise.
Architecture governance also ensures that all stakeholders are represented and involved in
the decision-making process, and that their interests and concerns are balanced and
aligned. Statements 1 and 2 highlight the value and necessity for architecture governance
to be adopted within organizations, as they emphasize the importance of responsibility,
accountability, fairness, and transparency in the architectural activities. Statements 3 and 4
are more related to the benefits and outcomes of having a good enterprise architecture,
rather than the governance aspect.
Question # 7
Consider the following statements.
1. All processes, decision-making, and mechanisms used will be established so as to
minimize or avoid potential conflicts of interest.
2. More effective strategic decision-making will be made by C-Level executives and
business leaders.
3. All actions implemented and their decision support will be available for inspection by
authorized organization and provider parties.
4. Digital Transformation and operations will be more effective and efficient.
Which statements highlight the value and necessity for Architecture Governance to be
adopted within organizations? |
A. 1 & 4
| B. 1 & 3
| C. 2 & 4
| D. 2 & 3 |
B. 1 & 3
Explanation: Statements 1 and 3 highlight the value and necessity for Architecture
Governance to be adopted within organizations. Architecture Governance is the practice
and orientation by which Enterprise Architectures and other architectures are managed and
controlled at an enterprise-wide level12. It ensures that architectural decisions are aligned
with the organization’s strategy, objectives, and standards. Architecture Governance also
involves establishing and maintaining processes, decision-making, and mechanisms to
avoid or minimize potential conflicts of interest, such as between different stakeholders,
business units, or projects34. Moreover, Architecture Governance requires transparency
and accountability for all actions implemented and their decision support, so that they can
be inspected and evaluated by authorized parties, such as auditors, regulators, or
customers5 .
Question # 8
Which of the following best describes the purpose of the Architecture Roadmap? |
A. It provides for effective communication of the end architecture project to the
stakeholders
| B. It is sent from the sponsor and triggers the start of an architecture development cycle
| C. It forms the basis of a contractual agreement between the sponsor and the architecture
organization
| D. It lists work packages on a timeline showing progress towards the Target Architecture |
D. It lists work packages on a timeline showing progress towards the Target Architecture
Explanation: The purpose of the Architecture Roadmap is to provide a high-level view of
how the Baseline Architecture will transition to the Target Architecture over time. It lists
work packages on a timeline showing progress towards the Target Architecture, as well as
dependencies, risks, and benefits. The Architecture Roadmap forms part of the
Implementation and Migration Plan and guides the execution of the architecture projects.
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