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Once you've earned the TOGAF 9 Certified certification, you are free to opt for other Open Group certificates like the TOGAF Business Architecture Level 1 or the TOGAF Integrating Risk and Security certifications.

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The Open Group OG0-092 (TOGAF 9 Part 2) certification exam is the second step in achieving a full TOGAF 9 certification. OG0-092 exam focuses on the practical application of the TOGAF framework and provides candidates with the skills and knowledge required to become a successful enterprise architect. With the TOGAF 9 certification program being widely recognized and respected in the industry, this certification can help professionals advance their careers and stay ahead of the competition.

The Open Group TOGAF 9 Part 2 Sample Questions (Q69-Q74):

NEW QUESTION # 69
Scenario: AutoComp Corporation
AutoComp Corporation produces components for the Car industry. Driven by the global financial downturn they
are looking to reduce IT costs. They believe there is a cost saving opportunity within IT but this is not quantified
in terms of potential savings nor is there agreed target architecture.
Final decisions on the solutions are not yet fully agreed. They have completed their Vision Phase and first pass
of the three architecture definition phases and now they want to finalize and plan their solutions. You are the
Chief Architect from a consulting organization brought into review the work to date by AutoComp Corporation
and to make recommendations to the CIO and the board on this.
Which of the following answers best describes how TOGAF recommends in this context?

A. I would do a Consolidated Gap Analysis by considering then dependencies, then group and allocate the
transitions. I would then look to produce artifacts that describe the recommended projects, the risk, issues
and dependencies. This would also include transition architects to move us from current architecture to the
recommended target architectures. I would present my recommendations to the board for agreement. Once
this is done, I would update the architectures reflecting any changes resulting from the board discussion.
B. I would after confirming Enterprise Change Attributes and constraints, do a Consolidated Gap Analysis then
dependencies, then group and allocate the transitions. I would also assess Enterprise readiness and risks.
Then I would also assess the business value of the solutions, do risk analysis with mitigation and then
schedule the work products.
C. I would determine the business value of each solution, prioritize accordingly each set of solutions, conduct
detailed Risk Assessment and Mitigation, do Compliance reviews and then implement the solutions. I would
present my recommendations to the board for agreement. Once this is done, I would update the
architectures reflecting any changes resulting from the board discussion.
D. I would look at the corporate culture and attitude to change, understand the constraints such as cost and
the required time horizons. I would then look at the architecture work to ensure it is complete and seek to
address any gaps. I would review the functional requirements and ensure there are complete
interoperability requirements. I would then validate any dependencies and risks. Then formulate an
implementation and migration strategy identifies major work packages and the transition architecture
required. Finally, once agreement is reached with the board I will create project charters and re-factor any
changes needed from the board discussion into the architecture.

Answer: D

NEW QUESTION # 70
Dante Manufacturing is a big supplier in the automotive industry, head quarter in London with main plants in New York, Milan, Toronto and Tokio. Each one of these plants has been operating its own Manufacturing Requirements Planning (MRP II) system, production scheduling and custom applications for production automation. Dante's objective is to minimize waste production improving production operations. During an analysis of the process improvements was determined that a significant improvement on waste production could be achieved replacing the outdated MRPII system with a common Enterprise Resource Planning (ERP) located in London. Dante has well-developed governance and processes based on TOGAF 9. The Chief Engineer of Global Manufacturing operations is the business sponsor and issued a Request for Architectural Work. The architectural activity for the implementation of the new ERP platform is kicked off and the architectural vision is produced. Some concerns on the security, reliability, responsibility and time to manage change of driving the MRP II and production scheduling by a central system located in London are raised by the team of architects working on the project and by senior management of the various organizations. These last in particular, stressed the need to align the information management with the business.
Refer to the scenario above
As Lead Architect you have been asked to update the IT architectural principles to address the concerns raised by the project stakeholders and the senior management. According to TOGAF 9 (assuming the enterprise is using the example set of principles in TOGAF 9 Section 23.6), which of the following is the best answer?
Choose one of the following answers

A. Requirements-Based Change, Ease-of-Use, Data is Normalized.
B. Information Management is Everybody's business, IT Responsibility, Data Trustee, Technology Independence, Responsive Change Management.
C. Business Continuity, Service-Orientation, Data is Shared , Data is Accessible, Data is Secure, Responsive Change Management.
D. Common Use Applications, Data is Shared, Data is Accessible, Data is Secure, Interoperability, Control, Technology Independence.

Answer: C

NEW QUESTION # 71
Scenario:
Please read this scenario prior to answering the Question
You have been assigned the role of Chief Enterprise Architect within a leading North American information technology services company. The company has a number of service portfolios including infrastructure, applications, business process outsourcing, accounting, and financial services.
With numerous practice areas and a multitude of diverse engagements underway at any given time, overall engagement management within the company has become challenging. The company does not want to risk its outstanding reputation or its international certifications and CMM ratings.
The Chief Executive Officer and Chief Information Officer have co-sponsored the creation of an Enterprise Architecture prog-am based on TOGAF 9. An Architecture Board has been formed comprised of IT staff executives and executives from the major practice areas.
The Enterprise Architecture team has been working with the Strategic Planning team to create a strategic enterprise architecture to address these issues. The team has defined a framework and held workshops with key stakeholders to define a set of architecture principles to govern the architecture work. They have completed an Architecture Vision at a strategic level and laid out Architecture Definitions for the four domains. They have set out an ambitious vision of the future of the company over a five-year period. This includes a solution architecture including three distinct transformations.
The CIO has made it clear that prior to the approval of the detailed Implementation and Migration plan, the EA team will need to assess the risks associated with the proposed architecture. He has received concerns from some of the senior partners that the proposed architecture may be too ambitious and they are not sure it can produce sufficient value to warrant the attendant risks.
Refer to the Scenario
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. You recommend that the EA team apply an interoperability analysis to evaluate any potential issues across the Solution Architecture. This should include the development of a matrix showing the interoperability retirements. Once all of the concerns have been resolved, the EA team should finalize the Architecture Roadmap and the Implementation and Migration Plan.
B. You recommend that the EA team should gather information about potential solutions from the appropriate sources. Once the Solution Architecture has been assembled, 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. You recommend that before preparing the detailed Implementation and Migration plan, the EA team should review and consolidate the gap analysis results from Phases B to D to understand the transformations that are required to achieve the proposed Target Architecture. The EA team should assess the readiness of the organization to undergo change. Once the Solution Architecture has been assembled, it should be analyzed using a state evolution table to determine the Transition Architectures.
D. You recommend that the EA team apply the Business Transformation Readiness Assessment technique which will allow the risks associated with the transformations to be identified and mitigated for, it will also identify improvement actions to be worked into the Implementation and Migration Plan. A Business Value Assessment should be used to determine the business value and associated risks for the transformation.

Answer: D

NEW QUESTION # 72

A. You recommend that the enterprise architects assess how the plan impacts the other frameworks in use in the organization. Minimally, the plan should be coordinated with the business planning, portfolio/project management and operations management frameworks. They should then assign a business value to each project, taking into account available resources and priorities for the projects. Finally, they should generate the Implementation and Migration Plan.
B. You recommend that the enterprise architects place the Architecture Definition Document under configuration control. This will ensure that the architecture remains relevant and responsive to the needs of the enterprise. They should then produce an Implementation Governance Model to manage the lessons learned prior to finalizing the plan. You recommend that lessons learned be applied as changes to the architecture without review.
C. You recommend that the enterprise architects apply the Business Value Assessment Technique to prioritize the implementation projects and project increments. The assessment should focus on return on investment and performance evaluation criteria that can be used to monitor the progress of the architecture transformation. They should confirm the Transition Architecture phases using an Architecture Definition Increments Table to list tine projects. They should then document the lessons learned and generate the final Implementation and Migration Plan.
D. You recommend that the enterprise architects conduct a series of Compliance Assessments to ensure that the architecture is being implemented according to the contract. The Compliance Assessment should verify that the implementation team is using the proper development methodology. It should include deployment of monitoring tools and ensure that performance targets are being met. If they are not met, then changes to performance requirements should be identified and updated in the Implementation and Migration Plan.
E. Based on all of these factors they have produced a risk assessment. They have also completed the Implementation and Migration Plan v0.1, the draft Architecture Roadmap, and the Capability Assessment deliverables.
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
You have been asked to recommend the next steps to prepare the final Implementation and Migration Plan.
Based on TOGAF, which of the following is the best answer?

Answer: B

NEW QUESTION # 73
Dante Manufacturing is a big supplier in the automotive industry, head quarter in London with main plants in
New York, Milan, Toronto and Tokio. Each one of these plants has been operating its own Manufacturing
Requirements Planning (MRP II) system, production scheduling and custom applications for production
automation. Dante's objective is to minimize waste production improving production operations. During an
analysis of the process improvements was determined that a significant improvement on waste production
could be achieved replacing the outdated MRPII system with a common Enterprise Resource Planning (ERP)
located in London. Dante has well-developed governance and processes based on TOGAF 9. The Chief
Engineer of Global Manufacturing operations is the business sponsor and issued a Request for Architectural
Work. The architectural activity for the implementation of the new ERP platform is kicked off and the
architectural vision is produced. Some concerns on the security, reliability, responsibility and time to manage
change of driving the MRP II and production scheduling by a central system located in London are raised by
the team of architects working on the project and by senior management of the various organizations. These
last in particular, stressed the need to align the information management with the business.
Refer to the scenario above
As Lead Architect you have been asked to update the IT architectural principles to address the concerns raised
by the project stakeholders and the senior management. According to TOGAF 9 (assuming the enterprise is
using the example set of principles in TOGAF 9 Section 23.6), which of the following is the best answer?
Choose one of the following answers

A. Requirements-Based Change, Ease-of-Use, Data is Normalized.
B. Common Use Applications, Data is Shared, Data is Accessible, Data is Secure, Interoperability, Control,
Technology Independence.
C. Information Management is Everybody's business, IT Responsibility, Data Trustee, Technology
Independence, Responsive Change Management.
D. Business Continuity, Service-Orientation, Data is Shared , Data is Accessible, Data is Secure, Responsive
Change Management.

Answer: C

NEW QUESTION # 74
......

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