NEW QUESTION 1
Scenario: Marona Inc.
Marona Inc is a Fortune 500 Enterprise in the retail industry with retail store components manufacturing units and marketing outlets spanning the globe and having an annual turnover of 20 billion$ with more than 100, 000 employees world wide.
The CEO, CIO and the stakeholders of the ongoing EA projects are concerned about rising costs and as one measure want to do an investigation into the operational aspects of the realized Enterprise Architecture using TOGAF9.
The CIO approaches you as the Lead Enterprise Architect to carry out this exercise the
stakeholder had voiced to him the following concerns:
They want to analyze the roles of the top management for each revenue earning service. Moreover, many of the HR related critical Search application component have become extremely slow. This needs to be diagnosed and rectified. Moreover there is no proper tracking of revenue from retail store component products over time. There has also been a lot of unauthorized or unwanted access to many of the critical information.
Hence the mode of access needs to be strengthened and made much more secure. Another additional concern is the new launches and the progress of each of the launches over time.
Determine which of the following set of viewpoints are most appropriate to analyze and view in order to address this concern of the stakeholders.

• A. (i) System/Functions Matrix(ii) Actor/Role Matrix(iii) Data Entity/Business Function Matrix(iv) Technology Portfolio Catalog(v) Data Security Diagram
• B. (i) Goal/Objective/Service Diagram(ii) Contract Measure Catalog(iii) Data Dissemination Diagram(iv) Application Communication Diagram(v) Data Life Cycle Diagram
• C. (i) Location Catalog(ii) Service/Function Catalog(iii) Data Entity/Business Function Matrix(iv) Application Communication Diagram
• D. (i) System/Functions Catalog(ii) System/Technology Matrix(iii) Goal/Objective/Service Diagram(iv) Product Life Cycle Diagram(v) Data Security Diagram

Answer: D

NEW QUESTION 2
Scenario: St. Croix Consulting
Please read this scenario prior to answering the question
St. Croix Consulting started as an accounting and financial services company. It has expanded over the years and is now a leading North American IT and Business Services provider.
With numerous practice areas and a multitude of diverse engagements underway at any given time, overall engagement management has become challenging. The company does not want to risk its outstanding reputation or its international certifications and CMM ratings. Senior partners must become team players, working to support the broader needs of the company and its shareholders.
The Enterprise Architecture team has been working to create St. Croixs Enterprise Architecture framework to address these issues. The team has defined a preliminary framework and held workshops with key stakeholders to define a set of principles to govern the architecture work. They have completed an Architecture Vision at a strategic level and laid out Architecture Definitions for the four domains. They have set out an ambitious vision of the future of the company over a five-year period.
An Architecture Review Board has been formed comprised of IT staff executives and executives from the major practice areas.
The Enterprise Architecture framework is based on TOGAF 9.
The Chief Executive Officer and Chief Information Officer have co-sponsored the creation of the Enterprise Architecture program.
Refer to the St Croix Consulting Scenario:
You have been assigned to the role of Chief Enterprise Architect.
As the EA team prepares to formulate an Implementation plan, they have been asked by the CIO to assess the risks associated with the proposed architecture. He has received concerns from senior management that the proposed architecture may be too ambitious and they are not sure it can produce sufficient value to warrant the attendant risks.
You have been asked to recommend an approach to satisfy these concerns. Based on TOGAF 9, which of the following is the best answer?

• A. An interoperability analysis should be applied to evaluate any potential issues across the Solution Architectur
• B. Once all of the concerns have been resolved, the EA team shouldfinalize the Architecture Implementation Roadmap and the Migration Plan.
• C. The EA team should gather information about potential solutions from the appropriate source
• D. Once the Solution Architecture has been assembled, it should be analyzed using a state evolution table to determine the Transition Architectures.
• E. Prior to preparing the Implementation plan, the EA team should create a consolidated gap analysis to understand the transformations that are required to achieve the proposed Target Architectur
• F. The EA team should gather information about potential solutions from the appropriate source
• G. Once the Solution Architecture has been assembled, it should be analyzed using a state evolution table to determine the Transition Architecture
• H. An interoperability analysis should be applied to evaluate any potential issues across the Solution Architecture.
• I. Prior to preparing the Implementation plan, there are several techniques that should be applied to assess the risks and value of the proposed transformatio
• J. In particular, the EA team should pay attention to the Business Transformation Readiness Assessment and the Business Value Assessment.

Answer: C

NEW QUESTION 3
Scenario:
Please read this scenario prior to answering the Question
You have been appointed as a consultant to the Lead Enterprise Architect of an international agricultural company that exports bulbs, flowers and seeds worldwide. The company has its headquarters in the Netherlands, and has sales and distribution centers in over 30 countries worldwide. Several of these centers include administrative, manufacturing, and research facilities.
To achieve full integration of their research capabilities with their development centers located in various climate zones, the company wants to develop strong self-directed teams in each location. It also wants to define new business models that are profitable while reducing their impact on the environment. The management team is deeply committed to ensuring that the company is a world leader in socially responsible seed development with a business strategy that focuses on profitability through environmentally friendly operating processes.
The international operations of the company are subject to legal and regulatory requirements for each country where they operate. The production of genetically modified seeds has governmental controls that are strictly enforced and compliance is critical. Recently a competitor was heavily fined for violating the regulations in a country where it was developing pest-resistant seeds.
The Governing Board is concerned about the risks posed in this complex global environment, and as a result has approved the expenditure of resources to establish an Enterprise Architecture program. They have requested to be informed about the status of projects that could impact regulatory compliance. They also want to enable the corporate legal staff and auditors to analyze proposed architectures to ensure that they are within the legal guidelines for a given location. In addition, the research organization should be able to see that the architecture is appropriate for its needs.
TOGAF 9 has been mandated as the framework for the development and evolution of the Enterprise Architecture practice. The Preliminary Phase has been completed to establish the enterprise architecture capability for this project.
Refer to the Scenario
You have been asked to recommend an approach that would enable the development of an architecture that addresses the needs of the Governing Board, legal staff, auditors and the research organization.
Based on TOGAF 9, which of the following is the best answer?

• A. You recommend that each project architecture activity is developed using a consistent modeling approach that is uniform across all architecture project
• B. Each architecture should be defined based on this fixed set of models so that all concerned parties can examine the models to ensure that their issues and concerns have been addressed.
• C. You recommend that a special report be created for those groups that have sufficient power and level of interes
• D. This report should summarize the key features of the architecture with respect to the particular locatio
• E. Each of these reports should reflect the stakeholders1 requirements.
• F. You recommend that a set of models be created for each project architecture that can be used to ensure that the system will be compliant with the local regulation
• G. Stakeholders should then view the models to verify that their concerns have been properly addressed.
• H. You recommend that a stakeholder map be develope
• I. This will allow the architects to define groups of stakeholders that share common concern
• J. A set of views should be defined to address the concerns for each group of stakeholder
• K. Architecture models should then be created for each view to address the stakeholders' concerns.

Answer: D

NEW QUESTION 4
Chiamin Metals is a leading world-wide manufacturer for continuous casting and bottom pouring powders. In addition to mould powders, the company also produces cored wire for secondary metallurgy. Chiamin Metals offers a variety of products and uses a paper-based catalog to sponsor them. A new CIO has joint the enterprise and has set up a team of Enterprise Architects following the TOGAF 9 practice. The main challenge is now to offer to Chiamin Metals customers a centralized and reliable entry point for their request via the implementation of a global online portal. This will allow the management of new marketing activities and will enable the new Chiamin Metals' ecommerce service.
Refer to the scenario above
You are the Chief Architect and the CIO asked you to present an Architecture Vision to address the above business problem. Identify the best answer accordingly to the TOGAF 9.
Choose one of the following answers

• A. You identify key stakeholders, their concerns, and define the key business requirements to be addressed in the architecture engagement and generate a Stakeholder Ma
• B. You Evaluate business capabilities and execute a Business Transformation Readiness Assessmen
• C. You apply the Business Scenarios technique to create a high-level view of the Baseline and Target Architectures also based on the stakeholder concerns, business capability requirements, scope, constraints, and principles.
• D. As requested by the CIO you focus on the Architecture Vision documentation and apply the Business Scenarios technique to create a high-level view of the Baseline and Target Architectures also based on the stakeholder concerns, business capability requirements, scope, constraints, and principles.
• E. You create a high-level view of the Target Architectures and then present them to the CIO.
• F. As requested by the CIO you focus on the Architecture Vision and create a detailed view of the Baseline Architecture
• G. This is done for Business, Data, Application and Technology domains and then presented to the CIO using the Architecture Definition Document.

Answer: A

NEW QUESTION 5
Scenario: Raxlon Inc.
Case Study Title (Case Study):
Raxlon Inc. is a Fortune 500 Company dealing in high value drugs and pharma products. Its annual turnover is over 120 billion $. It has more than 100,000 employees all over the globe in its R&D, Manufacturing and Marketing Units.
Raxlon’s CEO, Dr Peter Fowles, is a pharmacology expert and has over 72 patents on various types of drugs mainly used for treating patients with genetic disorders. Raxlon is now moving into a suite of high end critical drug products used for Genetic Repair of congenital Diseases like Alzhmeir’s disease and Epilepsy. Rexlon has a well developed EA practice and in 2009 the EA practice has adopted TOGAF 9 as the primary Framework for Enterprise Architectural Change Agent.
Dr Fowles’ main concerns are:
Security of the critical data which they have gained over the years after painstaking research. Although Rexlon had an adequate security system Dr Fowles feels it may not be adequate to deal with the new order of things, especially with data which is highly confidential and if leaked would have major financial impact on the Company.
Dr Fowles calls his CIO and explains his position to him and entrusts whim with the responsibly of evaluating the current security system, operation and governance and determine which are the gaps which need to be addressed during the fresh architectural work. Assume that a new Security Framework would be used in the ADM life cycle. To protect Rexlon’s valuable IP.
The CIO apprises the Lead Architect of the sensitive nature of the work he has to complete within the next 2 months.
Identify which of the following processes would be most appropriate for the Lead Architect to adopt in this situation.

• A. Identify the sources of threat, review the relevant security statutes, see how disaster recovery can be achieved, find who are the actors vis vis the system and design suitable access control mechanisms, identify critical data and applications and ensure that they are given the highest level of security
• B. First revisit the Preliminary Phase to determine the tailoring of ADM vis a vis Securit
• C. Identify any change in the Principles or additions to be carried ou
• D. Engage with all Stakeholders to finalize the Visio
• E. Then in Business, Information systems and Technology Architectures ensure the Security Frame work adopted to the ADM addresses all critical security issue
• F. Finally conduct an overall review to assess how effective the security ecosystem designed is and whether it meets the security level desired
• G. Invoke Preliminary Phase and Vision Phase Identify Sources of threat, review and determine revised regulatory, security and assumptions, document them get management buy in , develop business continuity plans especially for critical data operations, assure data, application and technological component security.
• H. Determine who are the people who are hacking into similar organizations, ensure that highly secure measures are taken when external people enter the R&D and manufacturing locations, ensure that there is a very strong firewall so that people cannot get illicit entry into the system, periodically check the effectiveness of the security measures

Answer: A

NEW QUESTION 6
Scenario: Rollins Manufacturing
Please read this scenario prior to answering the question
Rollins Manufacturing is a major supplier in the automotive industry, headquartered in Cleveland, Ohio with manufacturing plants in Chicago, Sao Paulo, Stuttgart, Yokohama, and Seoul. Each of these plants has been operating its own Manufacturing Requirements Planning (MRPII) system, production scheduling, and custom developed applications that drive the automated production equipment at each plant.
Rollins is implementing lean manufacturing principles to minimize waste and improve the efficiency of all of its production operations. During a recent exercise held for internal quality improvement, it was determined that a significant reduction in process waste could be achieved by replacing the current MRPII and scheduling systems with a common Enterprise Resource Planning (ERP) system located in the Cleveland data center. This central system would provide support to each of the plants replacing the functionality in the existing systems. It would also eliminate the need for full data centers at each of the plant facilities. A reduced number of IT staff could support the remaining applications. In some cases, a third-party contractor could provide those staff.
The Rollins Enterprise Architecture department has been operating for several years and
has mature, well-developed architecture governance and development processes that are strongly based on TOGAF 9.At a recent meeting, the Architecture Review Board approved a Request for Architecture Work from the Chief Engineer of Global Manufacturing Operations who is the project sponsor. The request covered the initial architectural investigations and the development of a comprehensive architecture to plan the transformation.
The Common ERP Deployment architecture project team has now been formed, and the project team has been asked to develop an Architecture Vision that will achieve the desired outcomes and benefits. Some of the plant managers have expressed concern about the security and reliability of driving their MRPII and production scheduling from a central system located in Cleveland. The Chief Engineer wants to know how these concerns can be addressed.
Refer to the Rollins Manufacturing Scenario:
You are serving as the Lead Enterprise Architect for the Common ERP Deployment architecture project.
One of the earliest initiatives in the Enterprise Architecture program at Rollins was the definition of a set of IT principles and architecture principles that are well aligned with the overall enterprise principles. These now need to be updated to address the concerns raised.
You have been asked to select a set of principles most appropriate for guiding the team to define a robust solution.
[Note: You should assume that Rollins has adopted the example set of principles that are listed and defined in TOGAF 9, Section 23.6.]
Based on TOGAF 9, which of the following is the best answer?

• A. Common-use Applications, Data is Shared, Data is Accessible, Data is Secure, Interoperability, Control Technical Diversity.
• B. Business Continuity, Service-orientation, Data is Accessible, Data is Secure, Responsive Change Management.
• C. Maximize Benefit to the Enterprise, Business Continuity, Common-use Applications, Data is Shared, Data is Accessible, Data is Secure.
• D. Information Management is Everybody's Business, IT Responsibility, Data Trustee, Technology Independence, Responsive Change Management.

Answer: C

NEW QUESTION 7
FreshFruit Int. is an online American grocer. The Executive Board decided to implement a new strategy to expand the business to other markets.
The CIO is sponsoring an enterprise activity to support the expanded operations.
A new solution is rolled-out to replace the legacy online sales platform. A compliance review was performed to assess the solution implementation.
The result of the review highlighted a complaint from the development team stating that the new system is difficult to integrate with the existing warehouse automation systems. The Chief Architect is concerned that the complaint is not related to a real problem of the solution but is based on personal preferences of the development teams. Another interview with the project team is scheduled.
Refer to the scenario above You are the Lead Architect and an architect from your team leads the review team. You have to answer how, based on TOGAF 9, you should enable the review team to conduct the reviews successfully.
Choose one of the following answers

• A. Meeting with the project architect you clarify the purpose of the revie
• B. You ask to perform an objective and fair review using the checklists to frame the review and clarify that you want them to identify the issues behind the implementation team complaints.
• C. You organize a meeting with the review team and state the importance to identify any non-compliancy that may have come from the implemented solution.
• D. You organize a meeting with the review team and stress the importance of a high degree of compliance without any exceptio
• E. The review should cover every aspect of the implementation and should criticize the implementation techniques.
• F. You verify that criteria for the program and the business objectives are mapped in the checklists that the project team prepared for the interview
• G. You confirm the checklist content to the project architect and stress the need to be objective and fair during the review process.

Answer: D

NEW QUESTION 8
Scenario:
Please read this scenario prior to answering the Question
You have been assigned the role of Lead Enterprise Architect for a manufacturing firm that specializes in musical instruments. The firm has been established for over 100 years, operating in North America for most of that time. In the last ten years, the firm has expanded into European markets and will soon establish a market in Latin America. A future expansion into the Asia Pacific region is also planned.
The firm is organized into several business units that each focus on manufacturing particular families of instruments such as brass, woodwind, and percussion. Each business unit has acquired other producers to expand its manufacturing capacity. This has resulted in a complex environment with a high diversity of business and manufacturing systems.
The Enterprise Architecture (EA) program within the firm has been functioning for several years. It has made significant progress in consolidating the technology portfolio and establishing key standards. The CIO and the COO are pint sponsors of the EA program. The EA program is mature, with an active Architecture Board and a well-defined architecture process and standard content templates based on the TOGAF 9 Architecture Content Framework. The EA process framework is well coordinated with the PMO, Systems Development, and Operations functions.
The firm has completed a strategic plan to reorganize its Sales & Marketing organization according to the four target geographic markets. One of the goals of this reorganization is to improve the ability of Marketing to collect more meaningful market analytics that will enable each sector to better address market needs with effective marketing campaigns and global product presence.
A Request for Architecture Work to address the goals of the reorganization has been approved. As the architecture team commences its work, the CIO has expressed concerns about whether the firm will be able to adapt to the proposed architecture and how to manage the associated risks.
Refer to the Scenario
You have been asked how to address the concerns of the CIO. Based on TOGAF 9, which of the following is the best answer?

• A. In Phase B, the team should create a set of views that will enable them to identify the factors that will influence the successful introduction of the architecture into the organizatio
• B. There should then be an assessment of each factor on a maturity scale that will allow the team to gauge the urgency, readiness, and degree of difficulty to fi
• C. Thesefactors can then be used to assess the initial risks associated with the proposed architecture.
• D. In Phase A the team should analyze their risk by completing an Implementation Factor Assessment and Deduction Matrix to identify the particular risks associated with the implementation and deploymen
• E. The matrix should include a list of factors to be considered, their descriptions, and constraints that should be taken into accoun
• F. These factors can then used to assess the initial risks associated with the proposed architecture.
• G. In Phase A, the team should use the Business Transformation Readiness Assessment technique to identify the factors that will influence the successful introduction of the architecture into the organizatio
• H. The assessment should include determining the readiness rating for each factor based on a maturity scale that will allow the team to gauge the urgency, readiness, and degree of difficulty to fi
• I. These factors can then used to assess the initial risks associated with the proposed architecture.
• J. In Phase A, the team should conduct a Business Scenario to identify the stakeholders' concerns and the resulting retirement
• K. Once the retirements have been identified, they can be assessed in terms of their risk
• L. The risks should be evaluated in terms of how they could be avoided, transferred, or mitigate
• M. Any risks that cannot be resolved should be identified as residual risks and their disposition should be decided by the Architecture Board.

Answer: C

NEW QUESTION 9
Scenario: Vittronics Ltd.
Please read this scenario prior to answering the question
Vittronics Ltd. is a leading medical device manufacturer in the highly competitive market for Migraine Headache Pain Management (MHPM) devices. These tiny wireless devices are implanted in the brain and can deliver a precise electric shock when the wearable Pain Control Unit (PCU) detects an increase in stress induced by the onset of a migraine headache.
This technology will be a breakthrough in the treatment of this condition, and several competitors are striving to be the first to introduce a product into the market. However, all of them must demonstrate the effectiveness and safety of their products in a set of clinical trials that will satisfy the regulatory requirements of the countries in the target markets.
The Enterprise Architecture group at Vittronics has been engaged in an architecture development project to create a Secure Private Immersive Collaborative Environment (SPICE) that will allow researchers at its product development laboratories worldwide to share information about their independent clinical trials.
The Vittronics Enterprise Architecture group is a mature organization that has been utilizing TOGAF for several years. They have recently upgraded to TOGAF 9. The Vittronics Architecture Development Method (VADM) is strictly based on the TOGAF 9 Architecture Development Method (ADM) with extensions required to support current good manufacturing practices and good laboratory practices in their target markets.
The SPICE project team has now completed the Business, Information Systems, and Technology Architecture phases and has produced a complete set of deliverables for each phase. Due to the highly sensitive nature of the information that is managed in SPICE, special care was taken to ensure that each architecture domain included an examination of the security and privacy issues that are relevant for each domain. A corresponding SPICE Security Architecture has been defined.
The Executive Vice President for Clinical Research is the sponsor of the Enterprise Architecture activity.
Refer to the Vittronics Ltd Scenario:
You are serving as the Lead Architect for the SPICE project team.
As required by TOGAF, the SPICE project team res completed a Business Transformation Readiness Assessment in Phase A (Architecture Vision). In that assessment, it was determined that there are risks associated with the adoption of the Immersive Collaborative Environment. Despite a clear expression of the vision and the business need for utilizing SPICE to accelerate the clinical trials, the researchers have been resisting the change because of concerns about safeguarding individually identifiable information about the subjects who were participating in the trials.
You have been asked to recommend how this situation be managed in the implementation planning phases.
Based on TOGAF 9, which of the following is the best answer?

• A. You decide that in Phase E, the team creates an overall solutions strategy that can guide the Target Architecture implementation and structure the Transition Architecture
• B. You check that there is consensus before proceeding.
• C. You decide to return to Phase A, where the team should brainstorm a technical solution that mitigates the residual risks presented by the privacy issu
• D. Then, during Phase D, you will direct the team to develop an Architecture Building Block to manage the security risk
• E. After that, the team should select Solution Building Blocks that mitigate all of the identified risks and revise the Requirements Impact Statement to reflect the changes to the high-level solutions strategy and migration plan.
• F. You decide that in Phase E, the team review the Business Transformation Readiness Assessment and identify, classify, and mitigate the risks associated with the identified readiness factor
• G. If the risks can be satisfactorily mitigated, then you would continue to define a high-level solutions strategy that includes the Transition Architectures needed to make the change culturally and technically feasible.
• H. You decide that in Phase E, the team determines an approach to implementing an overall strategic direction that will address and mitigate the risks identified.

Answer: B

NEW QUESTION 10
Scenario: Sollace Manufacturing
Please read this scenario prior to answering the question Sollace Manufacturing is a major supplier in the automotive industry, headquartered In Cleveland, Ohio with manufacturing plants in Chicago, Sao Paulo, Stuttgart, Yokohama, and Seoul. Each of these plants has been operating its own planning and production scheduling systems, as well as custom developed applications that drive the automated production equipment at each plant.
Sollace Manufacturing is implementing lean manufacturing principles to minimize waste and improve the efficiency of all of its production operations. During a recent exercise held for internal quality improvement, it was determined that a significant reduction in process waste could be achieved by replacing the current planning and scheduling systems with a common Enterprise Resource Planning (ERP) system located in the Cleveland data center. This central system would provide support to each of the plants replacing the functionality in the existing systems. It would also eliminate the need for full data centers at each of the plant facilities. A reduced number of IT staff could support the remaining applications. In some cases, a third-party contractor could provide those staff. The Sollace Manufacturing Enterprise Architecture department has been operating for several years and has mature, well-developed architecture governance and development processes that are strongly based on TOGAF 9. At a recent meeting, the Architecture Review Board approved a Request for Architecture Work from the Chief Engineer of Global Manufacturing Operations who is the project sponsor. The request covered the initial architectural investigations and the development of a comprehensive architecture to plan the transformation. The Common ERP Deployment architecture project team has now been formed, and the project team has been asked to develop an Architecture Vision that will achieve the desired outcomes and benefits. Some of the plant managers have expressed concern about the security and reliability of driving their planning and production scheduling from a central system located in Cleveland. The Chief Engineer wants to know how these concerns can be addressed.
Refer to the Sollace Manufacturing Scenario You are serving as the Lead Enterprise Architect for the Common ERP Deployment architecture project. One of the earliest initiatives in the Enterprise Architecture program at Sollace Manufacturing was the definition of a set of IT principles and architecture principles that are well aligned with the overall enterprise principles. These now need to be updated to address the concerns raised.
You have been asked to select a set of principles most appropriate for guiding the team to define a robust solution. [Note: You should assume that Sollace Manufacturing has adopted the example set of principles that are listed and defined in TOGAF 9, Section 23.6.] Based on TOGAF 9, which of the following is the best answer?

• A. Common-use Applications, Data is Shared, Data is Accessible, Data Security, Interoperability, Control Technical Diversity
• B. Business Continuity, Service-orientation, Data is Accessible, Data Security, Responsive Change Management
• C. Maximize Benefit to the Enterprise, Business Continuity, Common-use Applications, Data is Shared, Data is Accessible, Data Security
• D. Information Management is Everybody's Business, IT Responsibility, Data Trustee, Technology Independence, Responsive Change Management

Answer: C

NEW QUESTION 11
Scenario:
Please read this scenario prior to answering the Question You are serving as the Chief Architect for a large, global commodities trading company which has been growing rapidly through a series of acquisitions. Each business is performing well in its markets. However, the lack of integration between headquarters and the business units has increasingly caused problems in the handling of customer and financial information. The inability to share information across businesses has resulted in lost opportunities to "leverage the synergies" that had been intended when the businesses were acquired. At present, each business unit maintains its own applications. Despite an earlier initiative to install a common application to manage customer, products, supplier, and inventory information, each business unit has different ways of defining each of these core elements and has customized the common application to the point where the ability to exchange information is difficult, costly, and error-prone. As a result, the company has made the decision to introduce a single enterprise-wide application to consolidate information from several applications that exist across the lines of business. The application will be used by all business units and accessed by suppliers through well defined interfaces.
Refer to the Scenario As part of the process for establishing the Enterprise Architecture department, you are developing a set of architecture principles to guide the activities. You need to specify the best approach for this work. Based on TOGAF 9, which of the following is the best answer?

• A. You gather information from credible industry sources in the commodities busines
• B. Based on that, you assess current trends and apply that to defining a set of principles that embody best practice
• C. You select architecture principles that do not conflict with each other and that should be stabl
• D. You ensure that all the principles are realistic and avoid including principles that are obvious.
• E. You examine the mission statements for the company and each of its businesses, together with the corporate value statement
• F. Based on that, you define a set of principles and review with the CI
• G. When developing the principles you ensure that they actively promote the alignment of IT with the business strategies and initiatives of the compan
• H. You then seek the endorsement of the CIO and senior management.
• I. You define a set of principles that support the preferred best practices embodied in the Enterprise Architecture department charte
• J. You publish the principles on the corporate intranet to ensure widespread acceptance and complianc
• K. You then schedule regular periodic Compliance Assessments with individual business units to check that they have made satisfactory progress toward meeting the objectives and conditions embodied in the principles.
• L. You examine the mission statements for the company and each of its businesses, together with the corporate value statement
• M. Based on that, you work with the Architecture Board to define the principles.When developing the principles you ensure that they actively promote the alignment of IT with the corporate business strategie
• N. You then hold a series of review meetings with all the relevant stakeholders, including senior management, ensuring their support.

Answer: D

NEW QUESTION 12
ARTI Dimensioning is a multinational that operates production facilities in 29 countries and sells its products in over 120 countries.
A consultancy firm has recommended a realignment that will enhance sharing of product information across business units. The implementation of this strategic realignment will require the development of integrated customer information systems and product information systems.
ARTI has a mature enterprise architecture practice and uses TOGAF 9 for the basis of the ARTI Architecture Framework (method and deliverables). The CIO is sponsoring an architecture development program that is going to start. The CIO is concerned about a potential disruptive result to the business of this activity and before proceeding with the architecture development he asked to evaluate the impacts on the company business.
Refer to the scenario above You are the Lead Architect and you have been asked to recommend an approach to address the concerns raised. Based on TOGAF 9 recommend which of the following is the best answer.
Choose one of the following answers.

• A. Risk Aversion Assessment should be conducted during the Implementation Governance phase to determine the degree of risk aversion of the proposed business transformatio
• B. After sharing the residual level of risk with the company chairman and the residual risk is not accepted, a set of parallel systems will be implemented to mitigate the risks.
• C. Your recommendation is to use risk management techniques to assess the risks associated with the proposed business transformation and ensure the existence of business continuity plan
• D. During the Implementation Governance phase you conduct a residual risk assessment to manage risks that cannot be mitigated.
• E. During the Architecture Vision phase a risk assessment is conducted to mitigate initial risks and address those in the Architecture Contract signed in the Implementation Governance phase.
• F. Your proposal is to utilize a risk management framework during the Implementation Governance phase to verify the risks associated with the proposed transformation of the busines
• G. You then share with the concerned stakeholders the residual level on risk beforethe Architecture Contracts are released.

Answer: B

NEW QUESTION 13
Scenario:
Please read this scenario prior to answering the question
Your role is consultant to the Lead Architect within a company that manufactures a variety of small electromechanical devices. As part of a corporate-wide Lean Manufacturing initiative, the company has defined a strategic architecture to improve its ability to meet consumer demand and improve its ability to manage its supply chain. The strategic architecture called for the consolidation of multiple Enterprise Resource Planning (ERP) applications that have been operating independently in several of the divisions' production facilities. The goal is to replace the functionality of the existing applications with a new ERP product running as a single instance in the company's primary data center.
The company has a mature enterprise architecture practice and uses TOGAF 9 for the basis of its architecture framework. In addition to the EA program, the company has a number of management frameworks in use, including business planning, portfolio/project management, and operations management. The EA program is sponsored by the CIO.
Each division has completed the Architecture Definition documentation required to tailor and configure the environment to meet its own specific manufacturing requirements.
The enterprise architects have analyzed the key corporate change attributes and implementation constraints. A consolidated gap analysis has been completed which has identified the gaps across the Business, Data, Application, and Technology domains. Based on the results of the gap analysis, the architects have reviewed the requirements, dependencies and interoperability requirements needed to integrate the new ERP environment into the existing environment. The architects have completed the Business Transformation Readiness Assessment started in Phase A. Based on all of these factors they have produced a risk assessment.
Because of the risks posed by the complexity of the current environment, it has been determined that a phased approach is needed to implement the target architectures. The overall implementation process is estimated to take several years.
Refer to the Scenario
The Implementation and Migration Plan v0.l, the draft Architecture Roadmap, and the Capability Assessment deliverables are now complete. You have been asked to recommend the next steps to prepare the final Implementation and Migration Plan.
Based on TOGAF 9, which of the following is the best answer?

• A. You would apply the Business Value Assessment Technique to prioritize the implementation projects and project increment
• B. The assessment should focus on return oninvestment and performance evaluation criteria that can be used to monitor the progress of the architecture transformatio
• C. You would confirm the Transition Architecture phases using an Architecture Definition Increments Table to list the project
• D. You would then document the lessons learned and generate the final plan.
• E. You would assess how the plan impacts the other frameworks in use in the organizatio
• F. Minimally, the plan should be coordinated with the business planning, portfolio/project management and operations management framework
• G. You would then assign a business value to each project, taking into account available resources and priorities for the project
• H. Finally, you would generate the Implementation and Migration Plan.
• I. You would conduct a series of Compliance Assessments to ensure that the implementation team is implementing the architecture according to the contrac
• J. The Compliance Assessment should verify that the implementation team is using the proper development methodolog
• K. It should include deployment of monitoring tools and ensure that performance targets are being me
• L. If they are not met, then changes to performance requirements should be identified and updated in the Implementation and Migration Plan.
• M. You would place the strategic Architecture Definition and Transition Architectures under configuration control as part of the ongoing architecture development cycl
• N. This will ensure that the architecture remains relevant and responsive to the needs of the enterpris
• O. You would then produce an Implementation Governance Model to manage the lessons learned prior to finalizing the pla
• P. You recommend that lessons learned be accepted by the Architecture Board as changes to the architecture without review.

Answer: B

NEW QUESTION 14
Magic Wand Corporation manufactures a range of equipment used by magician worldwide. The global popularity of a series of children’s books describing the formative years of a budding wizard and his various escapades at wizard school has driven unprecedented sales growth in the magical equipment market.
The current IT systems at Magic Wand are struggling to cope with the high volumes in this growth market. The CIO wants to persuade the board of Magic Wand Corporation to make a greater investment in the IT systems to cope with the new higher transaction volumes. On of the key components the CIOs wants to include when he approaches the board is a description of the current problems and how they may be addressed from an architectural point of view.
As the High Architect of Magic Wand Corporation, the CIO has delegated the task of
creating a vision for the future Architecture to you.
Which of the following answers best describes how TOGAF recommends delivering an Architecture Vision for the CIO?

• A. Firstly, I ensure there is a Request for Architecture Work from the CI
• B. Then I ensure that there is recognition for the architecture vision project by following any project management and programmed management frameworks used within the organizatio
• C. I would identify the key stakeholders and engage with them to understand and document their concerns and high-level requirement
• D. This would result in a stakeholder map used to support other deliverables such as the Architecture Vision, a Communications plan and a Statement of Architecture Wor
• E. I would then identify the business goals and strategic drivers of the organization and define any enterprise or project specific constraints such as time and resource
• F. I would then define the business capabilities of the organization needed to fulfill those business goals and drivers and their readiness for chang
• G. Once complete, I would define the scope, confirm the architecture and business principles and develop the Architecture Visio
• H. Following this, I would define the business case for the architecture project, assess the business risks and produce a risk mitigation pla
• I. I would then define a plan of enterprise architecture work to meet the scope in the desired time line and the resources required and secure the support of stakeholders.
• J. I would start by ensuring there is a Request for Architecture Work from the sponsor (the CIO). I would then create a project to define and deliver the architecture vision and the necessary output
• K. The outputs include an approved Statement of Architecture Work, refined statements of Businesses Principles, Business Goals and Business Drivers, Architecture Principles, a Capability Assessment, a Tailored Architecture Framework, an Architecture vision, a Communications pla
• L. The Statement of Architecture Work needs to be clear on the scope of architectural work, the resources needed to complete the work and amount of time it would take to complete the work assuming the scope of architectural work is agreed and that all the resources required are availabl
• M. The final step would be to agree the Statement of Architectural Work with stakeholders confirming the scope, schedule and confirming the availability of the necessary resources.
• N. I would start by establishing the architecture project and follow the appropriate project management metho
• O. I would identify stakeholders their concerns and business requirements then confirm and elaborate the business goals, business drivers and constraint
• P. I would then evaluate the business capabilities and readiness for business transformation and define the scop
• Q. I would then develop the architecture vision, define the target architecture value proposition, KPIs and identify and mitigate all risks associated with the transformation effor
• R. Finally, I would develop an Enterprise Architecture Plan and Statement of Work and secure approval from the relevant stakeholders.
• S. I would approach this by defining and establishing the architecture team and governanc
• T. This would be followed by agreeing and establishing the architecture principle
• . I would select and customize an architecture framework changing any terminology and selecting the right phases and customizing the structure of content and outputs from the chosen metho
• . Finally I would select and implement and architecture tool
• . The outputs from this work would include an Organization Model for EnterpriseArchitecture, a Tailored Architecture Framework including method and content, the Architecture Principles, an initial architecture repository, restatement or references to business principles, business goals and business driver, a request for architecture work and the governance framework.

Answer: A

NEW QUESTION 15
Scenario: Glacier Ridge LLC
Please read this scenario prior to answering the question Glacier Ridge LLC is a vacation property management firm that is growing through acquisition. It manages over 200 resort properties across North America. Many of the resort properties use the same internal IT systems that they used before they were acquired. Until recently, the only requirement that has been placed en each property is that they use a standard financial reporting system to report their financials ID the headquarters on a weekly basis. The CEO has stated his concerns about the inefficiencies of the current approach and identified the need to change. He has defined a new strategic vision that will enhance the Glacier Ridge property business by standardizing its operations across the network to provide consolidated financial, human resources, logistics, sales and marketing, and yield management. He has also stated that he expects results by the end of the current fiscal year. These changes will provide the company with improved utilization of its capacity and more efficient operations. The addition of a corporate-wide data warehouse will provide analytics that will enable the
marketing group to improve its ability to target advertising into key markets to improve yields. Glacier Ridge has mature enterprise architecture (EA) practice and uses TOGAF 9 as the method and guiding framework.
The CIO is the sponsor of the activity. In planning this change, the Chief Architect engaged the services of a well-known consulting firm that specializes in business strategy. An initial study has been conducted to identify the strategic changes needed to implement the CEO's vision. This recently completed with approval of a strategic architecture encompassing the entire firm, including detailed requirements and recommendations.
Based on the recommendations from the initial engagement, Glacier Ridge has embraced an Architecture Vision to adopt an enterprise application that is tailored to the needs of the hospitality industry.
Refer to the Glacier Ridge scenario Your role is that of Chief Architect. You have been asked to recommend the best approach to take in this architecture engagement to realize the CEO's vision. Based on TOGAF 9, which of the following is the best answer?

• A. Since the initial engagement has identified the need to change, you recommend that the team focus on defining the target architecture by going through the architecture definition phases (B-D). This will ensure that the change can be defined in a structured manner and address the requirements needed to realize the vision.
• B. Since the vision is well understood and the strategic architecture agreed, you recommend that the target architecture is defined first, followed by transition plannin
• C. This will ensure that the current inefficiencies of the baseline architecture are not carried forward, and that the proposed solution addresses the requirements identified in the initial architecture engagement.
• D. You recommend that this engagement define the Technology Architecture first in order to assess the current infrastructure capacity and capabilit
• E. Then the focus should be on transition planning and architecture deploymen
• F. This will identify requirements to ensure that the projects are sequenced in an optimal fashion so as to realize the vision.
• G. You recommend that the team focus on architecture definition, with a specific emphasis on understanding the strategic change parameters of the business strateg
• H. Once understood, the team will be in the best position to identify the requirements, drivers, issues, and constraints for this engagemen
• I. You would ensure that the target architecture addresses non-functional requirements so as to help forecast future impacts.

Answer: D

NEW QUESTION 16
Patterns & Co. is introducing a Commercial Off-the-Shelf (COTS) Market Analytics solution in order to improve its new delivery service.
Patterns & Co. has a mature enterprise architecture capability and the CIO is the sponsor of the enterprise architecture team. The business vision and requirements for the new system are defined. It includes a detailed business process analysis. The supplier has proposed a solution but the Architecture Board identified some of the project requirements not consistent with the adopted infrastructure standards. The CIO considered the risks and approved the implementation.
The CIO has asked the EA team to execute the Phase G ensuring that the system performance KPIs are respected, the project remains within budget and security guidelines are met.
Refer to the scenario above As Lead Enterprise Architect you have to recommend a plan to implement the CIO decision. Choose the best answer according to TOGAF 9.
Choose one of the following answers

• A. You ask the supplier to modify the web server hardware and software components so they can meet the current infrastructure standard
• B. You advise to execute a proof of concept to anticipate any coding issu
• C. Then, after the agreement with the development leads for supporting the development, you will provide the project plan to the project manager and develop an Architecture Contrac
• D. A set of frequent operational reviews to monitor the solution's performance is then scheduled after the implementation is completed.
• E. You recommend the co-existence of a second web server standard and modify the company Standards Information Base adding this new technology.You ask the project architects to create an Architecture Contract with the development team
• F. You identify the need of a performance testing and a compliance review You agree with the business on SLA and delivery date
• G. You identify re-usable procedures and objects.
• H. You eliminate the non-standard web server from the solution as recommended by the Architecture Boar
• I. You create a revised plan and Architecture Contract for the development stressing the re-use of standard technologie
• J. You share the budget implication of this solution with a finance committee and inform the CIO of the long term cost benefits of this choic
• K. You define periodical project management meetings to monitor compliance.
• L. You execute a risk analysis and set deliverables and timing requirements with the development tea
• M. You implement a detailed impact analysis of the chosen solutio
• N. You create an Architecture Contract and ask for the CIO's approval before implementing i
• O. You test the solution just prior to implementation and deliver the project artifacts and store after the completion of the implementation.

Answer: B

NEW QUESTION 17
Scenario: Global Mobile 1
Please read this scenario prior to answering the question
Global Mobile is a mobile telecommunications company formed through a series of mergers and acquisitions. They are yet to fully integrate the customer service systems for the most recent acquisitions, and as result, customer service has been a major concern for the Chief Technology Officer.
Results for the last two quarters have shown that Average Revenue Per User (ARPU) and the customer retention (Churn) rate have fallen below the industry average. The Corporate Marketing group has published some new findings about customer satisfaction. The customers appear to be switching to Air Light, a competitor, because of superior customer service. Global Mobile actually has better coverage in nearly all markets than Air Light, and good roaming agreements that keep rates low for business travelers. But, customer satisfaction has remained low.
The Business Strategy group and the Enterprise Architecture group have conducted a high-level project to develop the enterprise-wide strategic plan. They have developed a business scenario which contains a good conceptual model of what needs to be done, and also identifies the key requirements. This was used in preparing the proposal presented to the Executive Council and the Corporate Board.
The planning for the program has been underway for several months. Global Mobile has selected TOGAF 9 as the basis for its Enterprise Architecture.
The Corporate Board has approved funding for a multi-million Euro conversion to transition to a packaged Customer Service System. It is anticipated that the overall program will take five years to complete, but there are some tactical projects that can commence immediately to address the situation. The Corporate Board has placed one additional major
constraint on the program. In addition to achieving the business outcomes directly related to improving overall customer service within each business unit, the Corporate Board expects the Target Architecture to produce an additional saving of at least 30% over current operating costs through energy efficiency initiatives, virtualization of servers and workstations, and expanded telecommuting and desk-sharing. This Green initiative is intended to become a model for future investments at all company facilities worldwide.
Refer to Global Mobile scenario
You have been engaged as a consultant to advise the Chief Architect on the best ways to approach to the implementation planning activities for this significant business transformation.
Based on TOGAF 9, which of the following is the best answer? (Is this the right answers to choose?)

• A. You recommend using conventional implementation planning technique
• B. The horizontal scope of the Green initiative would make the Capability-Based Planning approach used in the organization's TOGAF-based Enterprise Architecture framework difficult to manage and gover
• C. This approach to planning was better applied within the vertical scope of a business unit.
• D. You recommend that the implementation planning activities be conducted using Capability-Based Plannin
• E. This is appropriate because the Green initiative is an enterprise-wide plan with a horizontal scop
• F. Its metrics are aggregated at the enterprise leve
• G. It is crucial to gain business unit support and cooperation to achieve the broader business outcomes which will benefit all.
• H. The Capability-Based Planning approach used in the organization's TOGAF-based Enterprise Architecture framework is focused on business outcome
• I. The Green initiative is an infrastructure program that is technical in nature; therefore, it would not be appropriate to use the Capability-Based Planning approac
• J. Instead, the Global Mobile systems development lifecycle approach should be utilized to develop the Solution Architecture.
• K. You recommend using conventional implementation planning technique
• L. The Capability-Based Planning approach is normally only used in public sector, defense-related program
• M. This approach is not appropriate for a private sector company.

Answer: B

NEW QUESTION 18
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