The Open Group OGEA-10B Online Practice Questions and Exam Preparation

The Open Group OGEA-10B Online Questions & Answers

• Question 1:

  What is an objective of the ADM Preliminary Phase?

  A. To develop a vision of the business value to be delivered by the proposed enterprise architecture
  B. To select and implement tools to support the Architecture Capability
  C. To obtain approval for the Statement of Architecture Work
  D. To create the initial version of the Architecture Roadmap
  B. To select and implement tools to support the Architecture Capability

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  Explanation

  The Preliminary Phase is the preparatory phase of the Architecture Development Method (ADM) cycle, which sets the context and direction for the architecture work. One of the objectives of this phase is to select and implement tools to support the Architecture Capability, which is the ability of an organization to perform enterprise architecture effectively and efficiently. Tools can include software applications, methods, techniques, standards, and frameworks that assist the architecture development and governance processes. The selection and implementation of tools should be based on the requirements and constraints of the organization, and the alignment with the Architecture Principles and the Architecture Vision3

  References: 3: The TOGAF Standard, Version 9.2, Part II: Architecture Development Method (ADM), Chapter 6: Preliminary Phase : The TOGAF Standard, Version 9.2, Part VI: Architecture Capability Framework, Chapter 45: Establishing and Maintaining an Enterprise Architecture Capability : The TOGAF Standard, Version 9.2, Part VI: Architecture Capability Framework, Chapter 46: Tools for Architecture Development

• Question 2:

  Please read this scenario prior to answering the question

  Your role is consultant to the Lead Architect within a multinational company that manufactures electronic components. The company has several manufacturing divisions located worldwide and a complex supply chain. After a recent study, senior management have stated a concern about business efficiency considering the company's multiple data centers and duplication of applications.

  The company has a mature Enterprise Architecture (EA) practice and uses the TOGAF architecture development method in its EA practice. In addition to the EA program, the company has several management frameworks in use, including business planning, project/portfolio management, and operations management. The EA program is sponsored by the CIO.

  A strategic architecture has been defined to improve the ability to meet customer demand and improve management of the supply chain. The strategic architecture includes the consolidation of multiple Enterprise Resource Planning (ERP) applications that have been operating independently in the divisions' production facilities.

  Each division has completed the Architecture Definition documentation to meet its own specific manufacturing requirements. The enterprise architects have defined a set of work packages that address the gaps identified. They have identified the value produced, effort required, and dependencies between work packages to reach a farget architecture that would integrate a new ERP environment into the company.

  Because of the risks posed by change from the current environment, the architects have recommended that a phased approach occurs to implement the target architecture with several transition states. The overall implementation process is estimated to take several years.

  Refer to the scenario

  You have been asked what the next steps are for the migration planning.

  Based on the TOGAF standard which of the following is the best answer?

  A. You 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 you would identify changes to performance requirements and update those in the Implementation and Migration Plan.
  B. You place the Architecture Definition Document under configuration control. This will ensure that the architecture remains relevant and responsive to the needs of the enterprise. You would identify the development resources to undertake the projects. You would 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 estimate the business value for each project by applying 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. You would confirm and plan a series of Transition Architecture phases using an Architecture Definition Increments Table that lists the projects.
  D. You assess how the Implementation and Migration plan impacts the other frameworks in use in the organization. Minimally, you ensure that the plan is coordinated with the business planning, project/portfolio management and operations management frameworks. You would then assign a business value to each work package, considering available resources and strategic fit. You then use the work packages to identify projects that will be in the Implementation and Migration Plan
  C. You estimate the business value for each project by applying 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. You would confirm and plan a series of Transition Architecture phases using an Architecture Definition Increments Table that lists the projects.

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  Explanation

  The Business Value Assessment Technique is a technique that can be used to estimate and compare the business value of the projects and project increments 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. The business value is the measure of the benefits or advantages that the project or project increment delivers to the business, such as increased revenue, reduced costs,

  improved quality, or enhanced customer satisfaction1

  The steps for applying the Business Value Assessment Technique are:

  Identify the criteria and factors that are relevant to the business value assessment, such as costs, benefits, risks, and opportunities. The criteria and factors should be aligned with the business goals and drivers that motivate the architecture

  work, and the stakeholder requirements and concerns that influence the architecture work.

  Assign weights and scores to the criteria and factors, using various methods, such as expert judgment, historical data, or analytical models. The weights and scores should reflect the importance and performance of the criteria and factors,

  and the trade-offs and preferences of the stakeholders.

  Calculate the business value for each project or project increment, using various techniques, such as net present value, return on investment, or balanced scorecard. The business value should indicate the expected or actual outcomes and

  impacts of the project or project increment on the business. Prioritize the implementation projects and project increments, based on the business value and other considerations, such as dependencies, resources, or risks. The prioritization

  should determine the order or sequence of the projects and project increments, and the allocation and utilization of the resources. Therefore, the best answer is C, because it describes the next steps for the migration planning, which are the

  activities that support the transition from the Baseline Architecture to the Target Architecture. The answer covers the Business Value Assessment Technique, which is relevant to the scenario.

  References: 1: The TOGAF Standard, Version 9.2, Part III: ADM Guidelines and Techniques, Chapter 28: Business Value Assessment Technique : The TOGAF Standard, Version 9.2, Part II: Architecture Development Method (ADM),

  Chapter 18: Phase A:

  Architecture Vision : The TOGAF Standard, Version 9.2, Part II: Architecture Development Method (ADM), Chapter 21: Phase F: Migration Planning : The TOGAF Standard, Version 9.2, Part IV: Architecture Content Framework, Chapter 36:

  Building Blocks

• Question 3:

  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.

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  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.

  References: The TOGAF Standard, Version 9.2 - Architecture Development Method : The TOGAF Standard, Version 9.2 - Architecture Vision : The TOGAF Standard, Version 9.2 - Requirements Management : [The TOGAF Standard, Version

  9.2 - Architecture Governance]

• Question 4:

  Consider the following statements

  1 A whole corporation or a division of a corporation 2 A government agency or a single government department 3 Partnerships and alliances of businesses working together such as a consortium or supply chain

  What are those examples of according to the TOGAF Standard?

  A. Enterprises
  B. Business Units
  C. Organizations
  D. Architectures Scopes
  A. Enterprises

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  Explanation

  Enterprises are examples of the scope of an architecture according to the TOGAF Standard. An enterprise is defined as any collection of organizations that has a common set of goals and/or a single bottom line. Enterprises can be whole corporations or divisions of a corporation, government agencies or single government departments, partnerships and alliances of businesses working together, etc.

  The TOGAF?Standard | The Open Group Website, Section 2.1 Core Concepts.

• Question 5:

  Refer to the table below:

  

  Which ADM Phase does this describe?

  A. Phase A
  B. Phase B
  C. Preliminary Phase
  D. Phase C
  B. Phase B

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  Explanation

  Phase B of the ADM cycle is the Business Architecture phase. It describes the development of a Business Architecture to support an agreed Architecture Vision. The objectives of this phase are to describe the baseline and target Business Architecture, identify candidate Architecture Roadmap components based on gaps between the baseline and target, and determine whether an incremental approach is required.

  The TOGAF?Standard | The Open Group Website, Section 3.2.2 Phase B: Business Architecture.

• Question 6:

  According to the TOGAF standard, what term describes an individual with an interest in a system?

  A. stakeholder
  B. consumer
  C. lead architect
  D. sponsor
  A. stakeholder

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  Explanation

  According to the TOGAF Standard, 10th Edition, a stakeholder is "an individual with an interest in a system" 1. A stakeholder can be anyone who is affected by the system, or who can influence or be influenced by the system. Stakeholders can have different roles, perspectives, and concerns regarding the system, and they can be internal or external to the organization. Stakeholder management is a technique that helps to identify, analyze, and engage the stakeholders of an architecture project, and to address their needs and expectations 2. The other options are not correct, as they are not the term used by the TOGAF Standard to describe an individual with an interest in a system. A consumer is "an individual or group that uses a product or service" 1. A lead architect is "an individual who is responsible for leading the development of an architecture" 1. A sponsor is "an individual who provides funding and support for an architecture project" 1.

  References: 1: TOGAF Standard, 10th Edition, Part I: Introduction, Chapter 3: Definitions.

  2: TOGAF Standard, 10th Edition, Part III: ADM Guidelines and Techniques, Chapter 24: Stakeholder Management.

• Question 7:

  Consider the following ADM phases objectives.

  

  Which phase does each objective match?

  A. 1F-2G-3F-4F
  B. 1E-2F-3E-4G
  C. 1G-2E-3F-4E
  D. 1F-2F-3E-4G
  B. 1E-2F-3E-4G

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  Explanation

  1E: To identify delivery vehicles (projects programs portfolios) that will deliver the Target Architecture 2F: To confirm readiness and ability to undergo change 3E: To determine whether an incremental approach is required and if so identify Transition Architectures that will deliver continuous business value 4G: To perform appropriate governance functions while the solution is being implemented

  The TOGAF?Standard | The Open Group Website, Section 3.2 ADM Phases.

• Question 8:

  In which phase of the ADM cycle do building blocks become implementation-specific?

  A. Phase B
  B. Phase C
  C. Phase D
  D. Phase E
  D. Phase E

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  Explanation

  Building blocks are reusable components of business, IT, or architectural capability that can be combined to deliver architectures and solutions. Building blocks can be defined at various levels of detail, depending on the stage of architecture development. In the earlier phases of the ADM cycle (A to D), building blocks are defined in generic terms, such as logical or physical, to provide a high-level view of the architecture. In Phase

  E: Opportunities and Solutions, building blocks become implementation-specific, meaning that they are linked to specific products, standards, technologies, and vendors that are available in the market. This phase also identifies the delivery

  vehicles, such as projects, programs, or portfolios, that will realize the building blocks12

  References: 1: The TOGAF Standard, Version 9.2, Part II: Architecture Development Method (ADM), Chapter 23:

  Phase E: Opportunities and Solutions 2: The TOGAF Standard, Version 9.2, Part IV:

  Architecture Content Framework, Chapter 36: Building Blocks

• Question 9:

  What are the following activities part of?

  . Risk classification . Risk identification . Initial risk assessment

  A. Security Architecture
  B. Phase A
  C. Phase G
  D. Risk Management
  D. Risk Management

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  Explanation

  Risk management is a generic technique that can be applied across all phases of the Architecture Development Method (ADM), as well as in the Preliminary Phase and the Requirements Management Phase2. Risk management involves the following steps1:

  - Risk identification: This step involves identifying the potential risks that may affect the architecture project, such as technical, business, organizational, environmental, or legal risks. The risks can be identified through various sources, such as stakeholder interviews, workshops, surveys, checklists, historical data, or expert judgment. - Risk classification: This step involves categorizing the risks based on their nature, source, impact, and priority. The risks can be classified according to different criteria, such as time, cost, scope, quality, security, or compliance. The classification helps in prioritizing the risks and allocating resources and efforts to address them effectively. - Initial risk assessment: This step involves assessing the likelihood and impact of each risk, and determining the initial level of risk. The likelihood is the probability of the risk occurring, and the impact is the severity of the consequences if the risk occurs. The initial level of risk is the product of the likelihood and impact, and it indicates the urgency and importance of the risk. The initial risk assessment helps in identifying the most critical risks that need immediate attention and mitigation.

  References: 1: The TOGAF Standard, Version 9.2 - Risk Management 2: TOGAF ADM: Top 10 techniques ?Part 9: Risk Management

• Question 10:

  Which of the following is a responsibility of an Architecture Board?

  A. Conducting assessments of the maturity level of architecture discipline within the organization
  B. Allocating resources for architecture projects
  C. Creating the Statement of Architecture Work
  D. Establishing targets for re-use of components
  D. Establishing targets for re-use of components

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  Explanation

  An Architecture Board is an executive-level group responsible for the review and maintenance of the strategic architecture and all of its sub-architectures1. It is a key element in a successful Architecture Governance strategy2. An Architecture

  Board is typically made responsible, and accountable, for achieving some or all of the following goals2:

  Therefore, the correct answer is option D, which captures one of the goals of an Architecture Board as stated in the TOGAF Standard, Version 9.22. Option A is incorrect, because conducting assessments of the maturity level of architecture

  discipline within the organization is not a direct responsibility of an Architecture Board, but rather a part of the Architecture Capability Framework3. Option B is incorrect, because allocating resources for architecture projects is not a direct

  responsibility of an Architecture Board, but rather a part of the Architecture Governance Framework4. Option C is incorrect, because creating the Statement of Architecture Work is not a direct responsibility of an Architecture Board, but rather a part of the Architecture Development Method5.

  References:

  1: Architecture Board - The Open Group3

  2: TOGAF Standard, Version 9.2 - Part VI: Architecture Governance Framework - Architecture Board

  3: TOGAF Standard, Version 9.2 - Part VI: Architecture Governance Framework - Architecture Capability Framework

  4: TOGAF Standard, Version 9.2 - Part VI: Architecture Governance Framework - Architecture Governance Framework

  5: TOGAF Standard, Version 9.2 - Part II: Architecture Development Method - Phase A: Architecture Vision