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From the current Enterprise Architecture practice structure presented for Wanderlust GmbH, it appears that there are dedicated roles for a Chief Enterprise Architect and a Technology Architect. However, the roles of Application Architect and Business Architect are not explicitly mentioned. An Application Architect is crucial for designing and maintaining the application landscape, ensuring that it aligns with business requirements, while a Business Architect is essential for aligning IT strategy with business strategy and understanding the impact of business changes on the architecture. Their absence indicates a gap in ensuring the alignment between business processes and IT systems, as well as in defining and maintaining the application strategy.References= The roles and responsibilities within an Enterprise Architecture framework typically include both Application and Business Architects to ensure a comprehensive approach to aligning IT and business strategies.

The Statement of Architecture Work should encompass a Fit Gap Assessment to understand what requirements are currently not met by existing capabilities, the definition of the Solution Context to set the boundaries and scope of the architecture project, and the outline of the aspirational Solution Concept thatencapsulates the stakeholders' needs and business requirements. These steps are vital in the preparatory phase to ensure that the architecture work is well-defined and targeted to deliver the anticipated outcomes.References= These activities are part of standard enterprise architecture practices and are necessary to develop a comprehensive and actionable Statement of Architecture Work that guides the SAP IBP implementation initiative.

The decision for the extension model in S/4HANA should be based on the nature of the extension required. Developer Extensibility (in-app extensibility) is suitable for data-intensive extensions that need to operate within the context of S/4HANA. This is because it allows for direct access to S/4HANA's digital core and leverages the power of the HANA database. It is the recommended approach when the extension requires tight integration with core data and processes, ensuring high performance and data consistency.

On the other hand, Side-by-Side Extensibility on SAP BTP ABAP Environment is recommended when the extensions need to utilize additional SAP BTP services such as advanced analytics, machine learning, IoT services, or when creating new user experiences with SAPUI5. This decouples the extensions from the S/4HANA core, which can be beneficial in terms of flexibility, agility, and reducing the impact on the core system during upgrades.

References= These practices are supported by SAP's extensibility guide for S/4HANA, which explains the two extensibility models and their appropriate use cases. SAP documentation on ABAP Platform extensibility options provides further insights into when to choose each extensibility approach. SAP Best Practices for Extensibility in SAP S/4HANA guide provides a comprehensive view on how to extend the digital core effectively while maintaining system integrity and upgradeability.

Given the context of the Wanderlust case study and the need to align business capabilities with the strategic priorities of easing usage, maintenance, total cost of ownership optimization, and accelerating time to value, the sequence of business capabilities should follow the logic of building upon the foundational capabilities that can drive sales and customer engagement, followed by enhancing customer loyalty and retention, and finally streamlining marketing efforts.

Here’s the most appropriate sequence:

Recommendation Management, Social Media Management (for recommendation)- This capability is fundamental to driving immediate sales and improving cross-selling opportunities by leveraging data for personalized recommendations and managing social media engagements.

Account Based Marketing, Lead Management, Interface Capability with SAP CRM- After establishing a strong recommendation and social media presence, the next step is to utilize account-based marketing and lead management to further personalize marketing efforts and align them with sales strategies, facilitated by strong integration with SAP CRM for cohesive customer relationship management.

Loyalty Management- With sales strategies in place and an effective CRM system, focusing on loyalty management helps to retain customers by rewarding repeat business, which is essential for the long-term success of Wanderlust’s electric vehicle offerings.

Marketing Campaign Management, Social Media Management- Once there is a strategy to manage customer recommendations and loyalty, a broader focus on overall marketing campaign management, which includes a comprehensive approach to all marketing channels, should be implemented to solidify Wanderlust’s market position.

Goal - Increase supply reliability of Lithium batteries

Value Driver - Halve dependence on external battery suppliers from 50% to 25%

Business Capability – Plan Battery plant supply based on demand from car plants

Initiative- Demand and Supply Planning (SAP IBP) implementation for both battery and car plants

Verified References: 1: https://www.indeed.com/career-advice/career-development/how-to-create-strategy- map | 2: https://creately.com/guides/what-is-a-strategy-map/ |  3:https://www.lucidchart.com/blog/strategy-mapping-example

For creating a Business Strategy Map, especially in the context of increasing the supply reliability of lithium batteries, you need to establish a logical flow from overarching goals to specific initiatives. Here’s the correct sequence, beginning with the broad goal and narrowing down to the specific actions:

Goal- Streamline internal supplies of batteries: This is the broad outcome that Wanderlust GmbH aims to achieve. It sets the direction for the subsequent elements.

Value Driver- Halve dependence on external battery suppliers from 50% to 25%: This is the measurable target that will drive value for the company by reducing reliance on external sources.

Business Capability- Plan Battery plant supply based on demand from car plants: To achieve the value driver, the company must develop the capability to plan and adjust the battery supply in alignment with the demand from its car manufacturing plants.

Initiative- Demand and Supply Planning (SAP IBP) implementation for both battery and car plants: This is the specific action or project that will build the required business capability. Implementing SAP Integrated Business Planning (IBP) will help in better demand forecasting and supply planning to support the goal.

This sequence shows how each element supports the achievement of the strategic objective, ensuring that initiatives are directly contributing to the company's goals and value drivers.

Identifying the online marketing business capabilities and processes will help to understand the current state of the ecosystem and identify the areas where improvement is needed. For example, if the ecosystem does not have the ability to track leads or manage customer relationships, then these will be areas that need to be addressed.

Identifying the key organizational units, partners, and stakeholder groups that make up the online marketing ecosystem will help to understand the relationships between the different entities in the ecosystem and identify the dependencies between them. For example, if the marketing team relies on the sales team to provide leads, then this dependency will need to be considered when designing the new ecosystem.

The other two options, Identifying a suitable online marketing application that is better integrated with SAP CRM and ECC and can replace the existing one and Drawing an organization map highlighting the inter relationships and hierarchies amongst the above organizational units, partners, and stakeholder groups, are not as critical at this stage. The application can be identified and the organization map can be drawn once the business capabilities and processes have been identified and the key organizational units, partners, and stakeholder groups have been identified.

Therefore, the best course of action is to identify the online marketing business capabilities and processes and identify the key organizational units, partners, and stakeholder groups that make up the online marketing ecosystem. This will help to understand the current state of the ecosystem and identify the areas where improvement is needed.

Considering Wanderlust's product range and business model, which targets individual customers and offers a wide range of electric car combinations, the Lead to Cash-B2C with Make to Stock variant would be suitable for orders that can be met from existing stock. Similarly, the Lead to Cash-B2C with Make to Order variant would fit the business model when an individual customer orders a combination not available in stock, necessitating production scheduling. Both variants cater to the business-to-consumer (B2C) model and account for the direct sales approach to individual customers.References= These variants would be documented in SAP's Business Process Architecture content, which includes various Lead to Cash process scenarios, adjusted for different business contexts.

For ABAP developers looking to build SAP extensions that adhere to the clean-core strategy, the recommended programming model is the RESTful Application Programming (RAP) model. RAP is designed specifically for developing SAP Fiori applications and services with a focus on maintaining a clean and stable core while allowing for extensions.

RESTful Application Programming (RAP)offers a modern ABAP programming model that supports development both in the cloud and on-premise. It is centered around services that are exposed through RESTful APIs, making it ideal for creating clean, decoupled extensions that do not interfere with the core S/4HANA system. This approach supports the clean-core strategy by enabling developers to create extensions that communicate with the core system via stable, well-defined APIs without modifying the core system itself.

Option A, SAP Cloud Application Programming (CAP), although a robust model for cloud-native application development, is not specific to ABAP and does not inherently align with the ABAP developer environment. Option B, the SAP Classic Extensibility model, often involves direct modifications to the core system, which contradicts the principles of the clean-core strategy.

References:

SAP documentation on RESTful Application Programming Model.

SAP community articles and guides on developing with RAP.

When creating an application architecture roadmap, the ‘WHOM’ dimension refers to the stakeholders or entities that will be impacted by or interact with the application. This dimension canvary greatly depending on the context and the specific focus areas of the roadmap. The correct answers that define the ‘WHOM’ dimension in various contexts are:

B. Material Groups/Products: This refers to the categorization of items such as raw materials, spare parts, direct materials, and indirect materials. These groups are relevant stakeholders in the context of procurement and supply chain management applications.

C. Groups of Persons/Business Expense: This includes different categories of personnel such as permanent staff, contracted staff, and students. It also encompasses different types of expenses like operational expenditure and capital expenditure, which are crucial considerations for financial management and human resource management applications.

D. Working model: This pertains to the various operational models such as home office, headquarters, and affiliates. These models are significant for applications that manage organizational structures, remote work capabilities, and location-based access to resources.

A. Asset Classes/Vehicles is not a correct answer as it describes types of assets rather than stakeholders or entities interacting with the application.

References:

SAP. (n.d.). SAP Enterprise Architecture Framework. SAP Community.

The Open Group. (2018). TOGAF® Version 9.2: Enterprise Architecture Framework.

International Organization for Standardization. (2015). ISO/IEC/IEEE 42010:2011 - Systems and software engineering — Architecture description.

In the context of incorporating agile principles into the TOGAF's Architecture Development Method (ADM), Option D is accurate. The TOGAF® ADM is inherently iterative and dynamic, which means that it doesn't strictly have to be a linear process. It allows for feedback at any stage of the development cycle and can be adapted to include agile practices. The SAP Enterprise Architecture (EA) Framework is built to be flexible and can incorporate agile principles, supporting rapid iterations and adaptive planning. The agile approach is integrated into the SAP EA Framework to enhance responsiveness and to enable a continuous delivery model that aligns with the iterative nature of the ADM. Agile principles can be applied within and across the different phases of the ADM, promoting a more flexible and responsive architecture development process that is suited for organizations following agile methodologies.

References:

TOGAF documentation outlining the iterative nature of ADM.

SAP EA Framework documentation discussing integration with agile methodologies.