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| Section | Objectives |
|---|---|
| Requirements Management | - Requirement lifecycle in ADM
|
| Architecture Governance & Implementation | - Governance and compliance
|
| TOGAF Content Framework | - Architecture deliverables and artifacts
|
| Architecture Development Method (ADM) | - Preliminary Phase & Architecture Vision
|
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NEW QUESTION # 292
Scenario: Global Traders Inc.
Please read this scenario prior to answering the question
Global Traders is a large, global commodities trading company which has been growing rapidly through a series of acquisitions. Each new 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, Global Traders has begun implementing a single Enterprise Resource Planning (ERP) system to consolidate information from several applications that exist across the lines of business. The Corporate Board is concerned that the new ERP system must be able to manage and safeguard customer information in a manner that meets or exceeds the legal requirements of the countries in which the company operates. This will be an increasingly important capability as the company expands its online services offered to clients and trading partners.
The CIO has formed an Enterprise Architecture department, and one of the primary goals in its charter is to coordinate efforts between the ERP implementation team and the business unit personnel who will be involved in the migration process. The CIO has also formed a cross-functional Architecture Review Board to oversee and govern the architecture.
After reviewing the available alternatives, and based on recommendations from the ERP vendor, Global Traders has selected TOGAF 9 as the basis for its Enterprise Architecture program. The CIO has endorsed this choice with the full support of top management.
Refer to the Global Traders Inc. Scenario
You are serving as the Chief Architect.
As part of the process for establishing the Enterprise Architecture department, you have decided to create a set of principles to guide the activities.
You have been asked to recommend the best approach for this work.
Based on TOGAF 9, which of the following is the best answer?
Answer: B
NEW QUESTION # 293
In which Phase of the TOGAF ADM is the focus the creation of an Implementation and Migration Plan in co-operation with the portfolio and project managers?
Answer: E
Explanation:
Explanation/Reference:
Reference: http://pubs.opengroup.org/architecture/togaf91-doc/arch/chap14.html
NEW QUESTION # 294
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?
Answer: D
NEW QUESTION # 295
Please read this scenario prior to answering the question
You are serving as the Lead Architect for an Enterprise Architecture project team within a multinational energy company. The company is organized into two major business operations:
Upstream operations which include exploration for crude oil and natural gas and operating the infrastructure necessary to deliver oil and gas to the market
Downstream operations which include the manufacturing, distribution and marketing activities for oil products and chemicals The downstream business includes oil refining, a retail filling station network, lubricants manufacture and marketing, industrial fuel and lubricants sales. The practice for the downstream business has been to operate locally, managed by local
"operating companies".
There is an established Enterprise Architecture program within the company, and the TOGAF standard has been adopted as the framework.
Safety is a priority for the company, with the aim to ensure it causes zero harm to people and the environment. The company has to satisfy the regulatory requirements of each of the countries it operates in.
The Governing Board is concerned about the risk posed by operating in this complex global environment with a large part of the downstream business represented by local operating companies.
The Chief Executive Officer (CEO) has requested to be informed about the status of downstream operations that could impact regulatory compliance. He also wants the corporate legal staff and auditors to analyze all proposed new downstream operations to ensure that they are within the legal guidelines for each country. In addition, the local operating companies should be able to see that the architecture is appropriate for their needs.
The architecture project team has completed a detailed Request for Architecture Work providing the high level project description. As the project commences the next phase, the necessary approvals from management have been received.
Refer to the Scenario
You have been asked to recommend an approach that would enable the development of an architecture that addresses the needs of the Chief Compliance Officer, legal staff, auditors and the local operating companies.
Based on the TOGAF Standard, Version 9.2, which of the following is the best answer?
Answer: A
Explanation:
Analysis of Scenario and TOGAF Guidance
In this scenario, you are leading an architecture project for a multinational energy company with both upstream and downstream operations. The downstream operations, in particular, are complex due to local regulations in each country where the company operates. The CEO is especially concerned with ensuring regulatory compliance, with the legal and auditing teams tasked with analyzing new downstream operations to ensure adherence to each country's legal requirements. Additionally, local operating companies should find the architecture appropriate for their needs.
The TOGAF framework recommends identifying and addressing stakeholder concerns early in the ADM process, especially during the Architecture Vision phase (Phase A). Stakeholder analysis is a foundational activity in TOGAF to ensure that diverse concerns are addressed systematically and that all necessary perspectives are considered. This approach helps in aligning the architecture work with organizational needs and in facilitating communication with various stakeholder groups.
Explanation of Option C and Why It is the Best Answer
* Stakeholder Analysis:
* Stakeholder analysis is essential to identify which stakeholders are involved, their levels of influence and involvement, and their primary concerns. This process allows the architecture team to group stakeholders with common concerns and develop targeted viewpoints for each group.
* TOGAF emphasizes stakeholder analysis in Phase A (Architecture Vision) to ensure that the architecture addresses the specific needs of various stakeholder groups, especially in complex, multi-stakeholder environments like the one described in the scenario.
* Definition of Concerns and Viewpoints:
* After identifying the stakeholders and their concerns, TOGAF recommends defining specific viewpoints that reflect these concerns. This involves documenting these concerns and aligning them with architectural objectives, ensuring each group's needs are clearly addressed.
* Recording these concerns and viewpoints in the Architecture Vision document provides a consolidated, high-level reference that informs future phases and guides architecture work to address stakeholder expectations and regulatory requirements effectively.
* Alignment with TOGAF ADM and Stakeholder Management Guidelines:
* TOGAF's Chapter 24 (Stakeholder Management) and Section 24.2 outline the importance of identifying, grouping, and managing stakeholders to ensure the architecture work meets their needs. This is particularly crucial when stakeholders have distinct, potentially conflicting concerns, such as compliance, legal standards, and local operational requirements.
* Additionally, by recording this information in the Architecture Vision document (an outcome of Phase A), the team provides a baseline for engaging stakeholders throughout the project, which is critical in high-stakes, regulated environments.
Why Options A, B, and D Are Less Suitable
* Option A: While creating a Communications Plan and using a stakeholder power grid matrix are useful actions, they are insufficient for addressing specific stakeholder concerns and viewpoints. This option lacks a structured approach to defining specific viewpoints based on stakeholder concerns, which is a key TOGAF recommendation in managing complex requirements.
* Option B: Developing an Organization Map and uniform models could help visualize relationships, but this option misses the critical step of grouping stakeholders by their concerns and defining viewpoints.
TOGAF does not recommend a one-size-fits-all model in situations where different groups have distinct needs.
* Option D: Identifying stakeholders by category and developing models for each group can help, but identifying 22 specific types of stakeholders and applying a rigid classification misses the nuance required for a more tailored approach. TOGAF instead encourages developing viewpoints based on stakeholder concerns and does not prescribe an exact count or rigid categories of stakeholders, as it may not be suitable for all cases.
TOGAF References Supporting Option C
* TOGAF Chapter 24 (Stakeholder Management): Emphasizes the need for identifying and managing stakeholders and their concerns, particularly through defining viewpoints and concerns relevant to each group.
* TOGAF Section 7.5.1: Recommends conducting a stakeholder analysis as part of the Architecture Vision phase (Phase A), which includes defining the architecture's scope, purpose, and high-level requirements aligned with stakeholder needs.
* TOGAF Section 7.5.2: Advises on capturing concerns and viewpoints in the Architecture Vision document, which serves as a high-level guide to ensure all stakeholders' requirements are understood and tracked throughout the project.
In conclusion, Option C is the best answer as it aligns with TOGAF's approach to stakeholder analysis, defining viewpoints based on stakeholder concerns, and documenting these in the Architecture Vision document to address the needs of the Chief Compliance Officer, legal staff, auditors, and local operating companies.
NEW QUESTION # 296
Which of the following are two of the four purposes that help frame the planning horizon, depth, and breadth of an Architecture Project?
* Architecture to Support Strategy
* Architecture to Support Capability
* Architecture to Support Portfolio
* Architecture to Support Agility
Answer: B
Explanation:
The correct answer is A .
TOGAF 9.2 guidance on applying iteration to the ADM describes different purposes for architecture work.
These purposes help frame the planning horizon, level of detail, and breadth of an Architecture Project. The four recognized purposes are:
Architecture to Support Strategy
Architecture to Support Portfolio
Architecture to Support Project
Architecture to Support Solution Delivery
From the options given in the question, the two valid TOGAF purposes are:
1. Architecture to Support Strategy
3. Architecture to Support Portfolio
Option A is therefore correct.
Statement 2 , "Architecture to Support Capability," is incorrect because this is not one of the four TOGAF 9.2 purposes in this context. Capability is an important TOGAF concept, especially in capability-based planning, but it is not one of these four architecture project purposes.
Statement 4 , "Architecture to Support Agility," is also incorrect. Agility may be a desirable outcome or quality of architecture practice, but it is not one of the four named TOGAF purposes used to frame the planning horizon, depth, and breadth of an Architecture Project.
References: TOGAF Standard, Version 9.2, Part III: ADM Guidelines and Techniques, Chapter 19:
Applying Iteration to the ADM. TOGAF Standard, Version 9.2, Chapter 19, guidance on architecture development cycles and architecture purposes.
NEW QUESTION # 297
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