The Open Group OG0-093 Exam Questions Free Practice Test

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Questions # 21:

Which of the following is an objective of Phase G, Implementation Governance?

Options:

Establish the resources for architecture governance

Develop the Target Technology Architecture

Ensure conformance for the target architecture

Operate the governance framework

Finalize the Implementation and Migration Plan

Expert Solution

Questions # 22:

Please read this scenario prior to answering the question

Your role is consultant to the Lead Architect within a multinational company. The

company is organized into independent operational divisions on a national basis. The

company adapts its marketing messaging to fit each culture group, with the adaptation

of product offerings and manufacturing processes in each market.

The company has a mature Enterprise Architecture (EA) practice and uses the

TOGAF standard as the basis of its architecture framework. In addition to the EA

program, the company has several management frameworks in use, including

business planning, portfolio/project management, and operations management. The

EA program is sponsored by the CIO.

A strategic architecture has been approved that includes consolidation of multiple

applications that have been operating in the production facilities across the divisions.

The goal is to replace the functionality of the existing applications with a new

application running as a single instance in the company's primary data center.

Each division has completed the Architecture Definition documentation required to

integrate the new application to meet its own specific manufacturing requirements.

The key corporate change attributes and implementation constraints have been

confirmed. A consolidated gap analysis has been completed which has identified the

gaps across the Business, Data, Application, and Technology domains. Using the gap

analysis results, a review of the consolidated requirements, dependencies, and

interoperability requirements needed to integrate the new application has been

completed. The Business Transformation Readiness Assessment started in Phase A

has been completed. A risk assessment has been completed.

The implementation process is estimated to take four years. Because of the risks

posed by the complexity of the current environment, a phased approach is needed to

implement the target architectures. The Implementation and Migration Plan v0.1, the

draft Architecture Roadmap, and the Capability Assessment deliverables are now

complete.

Refer to the Scenario

You have been asked to recommend the next steps to prepare the final

Implementation and Migration Plan.

Based on the TOGAF Standard, Version 9.2, which of the following is the best

answer?

Options:

You would assess how the plan impacts the other frameworks in use in the

organization. If the plan impacts them, then coordination will be required. You

would then assign a business value to each work package, and identify

projects for the plan, considering available resources and priorities for the

projects. You would then gather the details for the plan, and generate the final

Implementation and Migration Pla

You would review the migration planning outputs, and produce

recommendations for the solution development. You would identify the

priorities, high-level migration strategy, and resources needed for the

development team. You would document the requirements for monitoring

tools, and the performance targets for the implementation. All this information

should be gathered, and the final Implementation and Migration

You would use business value to prioritize the implementation projects and

project increments. This should focus on the return-on-investment criteria set

by the stakeholders, and the performance evaluation criteria used to monitor

the progress of the architecture transformation. You would confirm the

Transition Architecture phases using an Architecture Definition Increments

Table to list the projects. You would

You would place the finalized strategic Architecture Definition Documents and

Transition Architectures under configuration control as part of the ongoing

architecture development cycle. This will ensure that the architecture remains

relevant and responsive to the needs of the enterprise. You would then

produce an Implementation Governance Model to manage the lessons learned

prior to finalizing the plan. You rec

Expert Solution

Answer

Explanation

Analysis of Scenario and TOGAF Guidance

In this scenario, the company has completed significant groundwork for its Implementation and Migration Planning. A consolidated gap analysis, risk assessment, and Business Transformation Readiness Assessment have all been completed, and initial deliverables, such as the draft Implementation and Migration Plan v0.1, the Architecture Roadmap, and the Capability Assessment, are in place. The project will follow a phased implementation over four years due to the complexity and risks involved.

TOGAF’s Phase F (Migration Planning) requires prioritizing projects, aligning resources, and ensuring coordination with existing management frameworks. Key next steps include finalizing the Implementation and Migration Plan by refining work packages, assigning business values, aligning with organizational frameworks, and coordinating resources.

Explanation of Option A and Why It is the Best Answer

Option A is the best approach for the following reasons:

Assessing Impact on Other Frameworks:

TOGAF recommends evaluating how the Implementation and Migration Plan interacts with other organizational frameworks such as portfolio/project management, operations, and business planning frameworks. This ensures alignment and avoids conflicts, a critical step in a large organization with established management frameworks (TOGAF Phase F, Section 14.4).

Coordinating with these frameworks allows for smoother integration across departments, which is essential in this multinational and multi-divisional context.

Assigning Business Value to Work Packages:

Assigning business value to each work package enables prioritization based on return on investment (ROI), stakeholder priorities, and alignment with corporate goals. This aligns with TOGAF’s recommendation to use business value as a prioritization metric for work packages, helping to guide resource allocation (TOGAF Section 14.4.1).

Business value-driven prioritization is especially relevant given the four-year implementation timeline and complex, phased approach.

Resource and Project Prioritization:

Identifying and prioritizing projects within the plan while considering available resources and dependencies helps ensure that the phased implementation aligns with both strategic priorities and resource constraints. TOGAF emphasizes that careful project sequencing and resource planning are vital to ensure the feasible and effective execution of the target architecture (TOGAF Section 14.4.2).

Finalizing the Implementation and Migration Plan:

Gathering the remaining details for the final Implementation and Migration Plan ensures all necessary data, including prioritizations, resources, and dependencies, are documented, as recommended in TOGAF’s ADM Phase F. This results in a fully refined, actionable plan aligned with organizational goals and capabilities.

Why Options B, C, and D Are Less Suitable

Option B: While reviewing migration outputs and identifying priorities and resources is important, this option’s focus on solution development requirements and monitoring tools is premature and more relevant to implementation phases, rather than finalizing a migration plan. TOGAF Phase F emphasizes creating a comprehensive plan rather than focusing immediately on development and performance monitoring.

Option C: This option suggests using business value to prioritize projects and confirm transition phases with an Architecture Definition Increments Table, which is useful. However, it focuses on performance evaluation criteria and lessons learned, which are more pertinent to monitoring implementation progress rather than finalizing the plan. TOGAF’s guidance at this stage focuses on finalizing details and aligning the plan with organizational frameworks.

Option D: While configuration control of architecture documents is valuable, it is generally an ongoing activity within architecture governance rather than a step in finalizing the Implementation and Migration Plan. The recommendation to use an Implementation Governance Model and capture lessons learned is useful for long-term governance but is not directly relevant to finalizing the Implementation and Migration Plan itself.

TOGAF References Supporting Option A

TOGAF Section 14.4 (Phase F: Migration Planning): Highlights the importance of assessing the Implementation and Migration Plan’s impact on other frameworks, such as portfolio and project management, to ensure coordinated execution.

TOGAF Section 14.4.1 (Prioritization of Work Packages): Recommends prioritizing work packages based on business value to support stakeholder needs and organizational objectives.

TOGAF Section 14.4.2 (Resource Planning and Coordination): Stresses that careful resource planning and project sequencing are essential for phased implementations in complex environments.

In conclusion, Option A is the best answer, as it aligns with TOGAF’s guidance to assess the plan’s impact on other frameworks, prioritize work packages by business value, and gather remaining details to generate a comprehensive final Implementation and Migration Plan. This approach ensures a coordinated and strategically aligned rollout across the organization.

Questions # 23:

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?

Options:

You gather information from credible industry sources in the commodities business. Based on that, you assess current trends and apply that to defining a set of principles that embody best practices. You select architecture principles that do not conflict with each other and that should be stable. You ensure that all the principles are realistic and avoid including principles that are obvious.

You examine the mission statements for the company and each of its businesses, together with the corporate value statements. Based on that, you define a set of principles and review with the CIO. When developing the principles, you ensure that they actively promote the alignment of IT with the business strategies and initiatives of the company. You then seek the endorsement of the CIO and senior management.

You define a set of principles that support the preferred best practices embodied in the Enterprise Architecture department charter. You publish the principles on the corporate intranet to ensure widespread acceptance and compliance. 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 principle

You examine the mission statements for the company and each of its businesses, together with the corporate value statements. 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 strategies. You then hold a series of review meetings with all the relevant stakeholders, including senior management, ensu

Expert Solution

Questions # 24:

NO: 346

Scenario:

Please read this scenario prior to answering the question

Your role is that of a consultant to the Lead Enterprise Architect in a company that speicializes in luxury electric cars and their powertrain components, and also produces battery-charging equipment. It has its own distribution network, its own showrooms, and sells directly to customers via the internet. The company has four manufacturing facilities, two in the North America, one in Europe, and one in Asia.

A challenge that the company is facing to scale up the number of vehicles coming off the production line to meed customer demand, while maintaining quality. At the moment there are supply chain storages for key electronic components related to the autonomous drive system. In response the this, the research arm of the company has pioneered the development of a new self-driving platform. This new design uses common off-the-shelf components that will allow for a significant increase in overall vehicle production. This new design is ready to go into production.

The company has a mature Enterprise Architecture practice that is supported by a cross-functional Architecture Board. The TOGAF standard is used for developing the automated manufacturing process and systems used to design, manufacture and test the new design. The Chief Information Officer and the Chief Operating Officer co-sponsor the Enterprise Architecture program.

As part of putting the new self-driving platform into production, adjustments to the automated assembly processes need to be made. A pilot architecture project at a single location has defined an updated approach for controlling the automated test systems used to perform final quality assurance. The Chief Engineer, sponsor of the activity, and the Architecture Board have approved the plan for immediate implementation at each plant.

Architecture Contracts have been developed that detail the work needed to implement and deploy the new automated test system controller for each location. The Chief Engineer has expressed concern that a uniform process be employed at each location to ensure consistency and quality.

Refer to the Scenario

The Lead Enterprise Architect has asked you to recommend the best approach to address the Chief Engineer’s concern.

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

Options:

You create an Architecture Contract to manage and govern the implementation and migration process. If the contract is issued to an external party, you ensure that it is a fully enforceable legal contract. For internal development projects, you decide it is adequate to utilize a memorandum of understanding between the Architecture Board and the implementation organization.You recommend that if a deviation from the Architecture Contract is de

You use the Architecture Contracts to manage the architecture governance processes for the project across the locations. You deploy monitoring tools to assess the performance of each completed drive assembly at each location and develop change requirements if necessary.You recommend that if a deviation from the contract is detected, the Architecture Board should modify the Architecture Contract to allow the implementation organization the a

You create an Architecture Contract to manage and govern the implementation and migration process at each location. For internal development projects, you issue a memorandum of understanding between the Architecture Board and the implementation organization. For contracts issued to an external party, you ensure that it is a fully enforceable legal contract.You ensure that the Architecture Board reviews all deviations from the Architecture C

You review the applicable Architecture Contract for each location, ensuring that it addresses the project objectives, effectiveness metrics, acceptance criteria, and risk management. In cases where the contract is issued to an external party, you ensure that it is a legally enforceable contract.You schedule compliance reviews at key points in the implementation process to ensure that the work is proceeding in accordance with the Architectur

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Questions # 25:

Complete the sentence. The Architecture Landscape is divided into levels, Strategic Architectures, _____________

Options:

Segment Architectures, and Capability Architectures

Solution Architectures, and Corporate Architectures

Gap Architectures, and Target Architectures

Transitional Architectures, and Incremental Architectures

Baseline Architectures, and To Be Architectures

Expert Solution

Questions # 26:

You are working as an Enterprise Architect at a technology company. The company has multiple subsidiary companies, engaged in mobile, online shopping, cloud computing services, and a social media platform. The company has grown rapidly and claims to be adding 20 million new users a month.

The company has an established Enterprise Architecture (EA) program based on the TOGAF standard, sponsored jointly by the Chief Executive Officer (CEO) and Chief Information Officer (CIO). In your role as an Enterprise Architect within the EA team, you work closely with the business stakeholders in the company as well as the sponsors.

The senior leadership within the company is worried about the ability of the company to address the challenges of climate change and the opportunities around artificial intelligence. They are concerned that the business will not be sustainable without making significant changes. Most senior leaders feel that the operations must become more efficient, and the organization needs to change in order to achieve its future goals.

The CEO has decided that reorganizing its subsidiaries around artificial intelligence and machine learning will improve the way the company creates and delivers value. The sponsors have approved an EA project for the reorganization. The EA team has created a strategic architecture with the CEO and CIO. It includes an Architecture Vision and high-level definitions of the domain architectures. This sets out an ambitious plan over a three-year period and covers three distinct transformations to implement the reorganization.

The sponsors have read reports that up to 70% of companies are failing at digital and artificial intelligence transformation. They have made it clear that prior to the approval of the detailed Implementation and Migration Plan, the EA team needs to assess and mitigate the risks associated with the reorganization. They want assurance that the reorganization will succeed and deliver the promised increases in value for the business.

You have been asked by the EA team leader to recommend the approach to address the request from the sponsors.

Options:

You would assess the organization’s preparedness to undergo change. This will allow the risks associated with the transformations to be identified, classified, and mitigated. This would include identifying dependencies between the set of changes, including gaps and work packages. It will also identify improvement actions to be worked into the Implementation and Migration Plan. The business value, effort, and risk associated with each transf

Before preparing the detailed Implementation and Migration Plan, you would review and consolidate the gap analysis results from Phases B to D. This will identify the transformations required to achieve the proposed Target Architecture. You would then assess the readiness of the organization to undergo change and determine an overall direction to address and mitigate risks identified. The Transition Architecture should then be planned to use

You would bring together information about potential approaches and produce several alternative target transition architectures. You would then investigate the different architecture alternatives and discuss these with stakeholders using the Architecture Alternatives and Trade-offs technique. Once the target architecture has been selected, it should be analyzed using a state evolution table to determine the Transition Architectures. A value

You would apply an interoperability analysis to evaluate the potential issues across the proposed new architecture. This should include the development of a matrix showing the interoperability requirements. The degree of interoperability should then be aligned with the corporate operating model to ensure risks are mitigated and minimized. The risk mitigations can then be included within each of the target Transition Architectures. You would

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Questions # 27:

During a TOGAF ADM cycle, an architecture is denoted as Version 10. What does this indicate?

Options:

A draft, detailed architecture

A formally reviewed, detailed architecture

A formally reviewed, preliminary architecture

A preliminary outline architecture

A high-level outline architecture

Expert Solution

Questions # 28:

Which of the following best describes the Reference Library within the Architecture Repository?

Options:

Guidelines and templates used to create new architectures

Processes to support governance of the Architecture Repository

A description of the organization specific architecture framework and method

Specifications to which architectures must conform

A record of the governance activity across the enterprise

Expert Solution

Questions # 29:

Which of the following does the TOGAF ADM recommend for use in developing an Architecture Vision document?

Options:

Architecture Principles

Requirement Management

Interoperability Analysis

Business Scenarios

Gap Analysis

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Questions # 30:

Please read this scenario prior to answering the question

Your role is that of an Enterprise Architect In a company that develops wind turbines for use in wind farms. The company has multiple manufactunng facilities, in North America, Asia, and Europe. Each of these facilities supplies the power industry In Its region. Most of the facilities are wholly owned by the company, but those In Asia are jointly owned with local partners.

The company has a mature Enterprise Architecture practice supported by a cross-functional Architecture Board and uses the TOGAF standard.

The company recognizes that the long-term technical potential of wind energy can address the current global dependency on carbon fuels. In order to do so this will require wind turbines to be installed over large areas and in areas of higher wind resources. In particular offshore wind farms can contribute substantially more energy than land stationed turbines.

The research arm of the company has pioneered the development of an offshore wind turbine design, with an improved turbine blade and power system, that will produce up to 20% more energy. This new design is ready to go Into production.

As part of putting the new design into production, adjustments to the automated assembly processes need to be made. A pilot architecture project at a single location has defined an updated approach for controlling the automated systems used to perform final assembly and quality assurance. The Chief Engineer, sponsor of the activity, and the Architecture Board have approved the plan for immediate implementation at each plant.

Architecture Contracts have been developed that detail the wortc needed to implement and deploy the new automated system controller for each location. The Chief Engineer has expressed concern that a uniform process be employed at each location to ensure consistency and a low blade failure rate.

Refer to the Scenario

You have been asked to recommend the best approach to address the Chief Engineer's concern.

Based on the TOGAF Standard, Version 9.2. which of the following is the best answer?

Options:

You would review the Architecture Contract for each location, ensuring that it addresses the project objectives, effectiveness metrics, acceptance criteria, and risk management. Where applicable, you ensure that the contract is legally enforceable. You would schedule compliance reviews at key points in the assembly and quality assurance process to ensure that the work is proceeding in accordance with the Architecture Definition. All deviati

You would create an Architecture Contract to manage and govern the implementation and migration process at each location. For wholly owned facilities, you issue a memorandum of understanding between the Architecture Board and the implementation organization. For facilities jointly owned by local partners, you would ensure that the contract is legally enforceable. You would then ensure that the Architecture Board reviews all deviations from

You would create an Architecture Contract to govern the update to the automated system controller at each location. For facilities managed by partners, you ensure that it is a fully enforceable legal contract, and you would schedule additional compliance reviews at key points in the assembly and quality assurance process. These additional reviews would be for an initial period until no deviations from the contract occur. You recommend that

You would use the Architecture Contracts to manage the architecture governance processes for the project across the locations. You would ensure that the quality of each completed turbine blade at each location is assessed, and any local change requirements identified, if necessary. You recommend that if a deviation from the contract is detected, the Architecture Board should modify the Architecture Contract to allow the implementation organ

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