The Open Group OG0-092 - TOGAF 9 Part 2 Exam
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Total 75 questions
Question #6 (Topic: Topic 1)
Scenario: Florian Flowers BV
Florian Flowers BV is an international agricultural company exporting flowers and seeds worldwide. Florian is headquartered in Rotterdam in the Netherlands, and
has sales and distribution centers in over 60 countries worldwide. Several of these centers include administrative, manufacturing, and research facilities.
To achieve full integration of their research capabilities with their development centers located in various climate zones, Florian wants to develop strong self-
directed teams in each location. Florian also wants to define new business models that are profitable while reducing their impact on the environment. Florian
management is deeply committed to ensuring that the company is a world leader in socially responsible seed development with a business strategy that focuses
on profitability through environmentally friendly operating processes.
Florians international operations are subject to various legal and regulatory requirements. In areas such as genetically modified seeds, governmental controls are
strictly enforced and compliance is critical. Recently a competitor was heavily fined for violating the regulations in a country where it was developing pest-resistant
seeds.
The Governing Board is concerned, and as a result has approved the expenditure of resources to establish an Enterprise Architecture program. They have
requested to be informed about the status of projects that could impact regulatory compliance. They also want to enable the corporate legal staff and auditors to
analyze proposed architectures to ensure that they are within the legal guidelines for a given location. In addition, the research organization should be able to see
that the architecture is appropriate for its needs.
TOGAF 9 has been mandated as the guiding framework for the development and evolution of the Enterprise Architecture practice.
Florian management has engaged you as the Lead Consultant to assess the current situation.
You have been asked to recommend an approach that would enable the development of an architecture that addresses the needs of all these parties.
Based on TOGAF 9, which of the following is the best answer?
Florian Flowers BV is an international agricultural company exporting flowers and seeds worldwide. Florian is headquartered in Rotterdam in the Netherlands, and
has sales and distribution centers in over 60 countries worldwide. Several of these centers include administrative, manufacturing, and research facilities.
To achieve full integration of their research capabilities with their development centers located in various climate zones, Florian wants to develop strong self-
directed teams in each location. Florian also wants to define new business models that are profitable while reducing their impact on the environment. Florian
management is deeply committed to ensuring that the company is a world leader in socially responsible seed development with a business strategy that focuses
on profitability through environmentally friendly operating processes.
Florians international operations are subject to various legal and regulatory requirements. In areas such as genetically modified seeds, governmental controls are
strictly enforced and compliance is critical. Recently a competitor was heavily fined for violating the regulations in a country where it was developing pest-resistant
seeds.
The Governing Board is concerned, and as a result has approved the expenditure of resources to establish an Enterprise Architecture program. They have
requested to be informed about the status of projects that could impact regulatory compliance. They also want to enable the corporate legal staff and auditors to
analyze proposed architectures to ensure that they are within the legal guidelines for a given location. In addition, the research organization should be able to see
that the architecture is appropriate for its needs.
TOGAF 9 has been mandated as the guiding framework for the development and evolution of the Enterprise Architecture practice.
Florian management has engaged you as the Lead Consultant to assess the current situation.
You have been asked to recommend an approach that would enable the development of an architecture that addresses the needs of all these parties.
Based on TOGAF 9, which of the following is the best answer?
A. Depending on the nature of the architecture, a set of models should be created that can be used to ensure that the system will be compliant with the local regulations. Stakeholders should be able to view the models to see that their concerns have been properly addressed.
B. Each architecture activity should be developed using a consistent modeling approach that is uniform across all architecture projects. Each architecture should be defined based on this fixed set of models so that all concerned parties can examine the models to ensure that their issues and concerns have been accessed.
C. For those groups that have sufficient power and level of interest, a special report should be created that summarizes the key features of the architecture with respect to the particular location. Each of these reports should reflect the stakeholders' requirements.
D. It would be beneficial to develop a stakeholder map that allows the architects to define groups of stakeholders that share common concerns. A set of views should be defined that addresses the concerns each group. Architecture models can then be created for each view to address the stakeholders' concerns.
Answer: A
Question #7 (Topic: Topic 1)
Scenario: Armstrong Defense Industries
Armstrong Defense Industries is the prime contractor for the Dreadnought Unmanned Aircraft System program.
Over the course of this contract, the company has grown rapidly by acquisition and has inherited numerous different procurement processes and related IT
systems. Armstrong Defense is moving aggressively to consolidate and reduce redundant procurement processes and systems. The CEO has announced that the
company will seek to leverage higher volume discounts and lower related IT support costs by instituting a preferred supplier program.
To achieve this goal, Armstrong Defense needs to define Baseline and Target Architectures. These architectures must address key stakeholders concerns such
as:
1. What groups of people should be involved in procurement-related business processes?
2. What current applications do those groups use?
3. Which procurement-related business processes are supported by zero, one, or many existing applications?
4. What are the overall lifetimes of the Request for Proposal and Purchase Order business objects?
5. What non-procurement applications will need to be integrated with any new procurement applications?
6. What data will need to be shared?
At present, there are no particularly useful architectural assets related to this initiative. All assets need to be acquired and customized or created from scratch. The
company prefers to implement existing package applications from systems vendors with little customization.
The architecture development project has just completed its Architecture Context iteration cycle and is about to begin the Architecture Definition iteration cycle.
Armstrong Defense is using TOGAF for its internal Enterprise Architecture activities. It uses an iterative approach for executing Architecture Development Method
(ADM) projects.
You are serving as the Lead Architect.
You have been asked to identify the most appropriate architecture viewpoints for this situation.
Based on TOGAF 9, which of the following is the best answer?
Armstrong Defense Industries is the prime contractor for the Dreadnought Unmanned Aircraft System program.
Over the course of this contract, the company has grown rapidly by acquisition and has inherited numerous different procurement processes and related IT
systems. Armstrong Defense is moving aggressively to consolidate and reduce redundant procurement processes and systems. The CEO has announced that the
company will seek to leverage higher volume discounts and lower related IT support costs by instituting a preferred supplier program.
To achieve this goal, Armstrong Defense needs to define Baseline and Target Architectures. These architectures must address key stakeholders concerns such
as:
1. What groups of people should be involved in procurement-related business processes?
2. What current applications do those groups use?
3. Which procurement-related business processes are supported by zero, one, or many existing applications?
4. What are the overall lifetimes of the Request for Proposal and Purchase Order business objects?
5. What non-procurement applications will need to be integrated with any new procurement applications?
6. What data will need to be shared?
At present, there are no particularly useful architectural assets related to this initiative. All assets need to be acquired and customized or created from scratch. The
company prefers to implement existing package applications from systems vendors with little customization.
The architecture development project has just completed its Architecture Context iteration cycle and is about to begin the Architecture Definition iteration cycle.
Armstrong Defense is using TOGAF for its internal Enterprise Architecture activities. It uses an iterative approach for executing Architecture Development Method
(ADM) projects.
You are serving as the Lead Architect.
You have been asked to identify the most appropriate architecture viewpoints for this situation.
Based on TOGAF 9, which of the following is the best answer?
A. In the early iterations of the Architecture Definition: • Describe the Baseline Business Architecture with a Baseline Business Process catalog • Describe the Baseline Application Architecture with a Technology Portfolio catalog • Describe the Baseline Data Architecture with a Data diagram In the later iterations of the Architecture Definition: • Describe the Target Business Architecture with an Actor/Process/Data catalog • Describe the Target Application Architecture with a System/Tech
B. In the early iterations of the Architecture Definition: • Describe the Target Business Architecture with a Business Service/Function catalog and a Business Interaction matrix • Describe the key business objects with Product Lifecycle diagrams • Describe the Target Application Architecture with Application Communication diagrams and an Application Interaction matrix • Describe the Target Data Architecture with a Data Entity/Business Function matrix and a System/Data matrix In the later it
C. In the early iterations of the Architecture Definition: • Describe the Target Business Architecture with a Business Service/Function catalog and an Organization/Actor catalog • Describe the key business objects with Data Lifecycle diagrams • Describe the Target Application Architecture with Application Communication diagrams and an Application Interaction matrix • Describe the Target Data Architecture with a System/Data matrix In the later iterations of the Architecture Definition: • D
D. In the early iterations of the Architecture Definition: • Describe the Baseline Business Architecture with an Organization/Actor catalog • Describe the Baseline Application Architecture with a System/Function matrix • Describe the Baseline Data Architecture using a Data Entity/Data Component catalog In the later iterations of the Architecture Definition: • Describe the Target Business Architecture with en Organization/Actor catalog • Describe the Target Application Architecture using A
Answer: B
Question #8 (Topic: Topic 1)
Scenario: St. Croix Consulting
St. Croix Consulting started as an accounting and financial services company. It has expanded over the years and is now a leading North American IT and
Business Services provider.
With numerous practice areas and a multitude of diverse engagements underway at any given time, overall engagement management has become challenging.
The company does not want to risk its outstanding reputation or its international certifications and CMM ratings. Senior partners must become team players,
working to support the broader needs of the company and its shareholders.
The Enterprise Architecture team has been working to create St. Croixs Enterprise Architecture framework to address these issues. The team has defined a
preliminary framework and held workshops with key stakeholders to define a set of 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.
An Architecture Review Board has been formed comprised of IT staff executives and executives from the major practice areas.
The Enterprise Architecture framework is based on TOGAF 9.
The Chief Executive Officer and Chief Information Officer have co-sponsored the creation of the Enterprise Architecture program.
You have been assigned to the role of Chief Enterprise Architect.
As the EA team prepares to formulate an Implementation plan, they have been asked by the CIO to assess the risks associated with the proposed architecture.
He has received concerns from senior management that the proposed architecture may be too ambitious and they are not sure it can produce sufficient value to
warrant the attendant risks.
You have been asked to recommend an approach to satisfy these concerns.
Based on TOGAF 9, which of the following is the best answer?
St. Croix Consulting started as an accounting and financial services company. It has expanded over the years and is now a leading North American IT and
Business Services provider.
With numerous practice areas and a multitude of diverse engagements underway at any given time, overall engagement management has become challenging.
The company does not want to risk its outstanding reputation or its international certifications and CMM ratings. Senior partners must become team players,
working to support the broader needs of the company and its shareholders.
The Enterprise Architecture team has been working to create St. Croixs Enterprise Architecture framework to address these issues. The team has defined a
preliminary framework and held workshops with key stakeholders to define a set of 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.
An Architecture Review Board has been formed comprised of IT staff executives and executives from the major practice areas.
The Enterprise Architecture framework is based on TOGAF 9.
The Chief Executive Officer and Chief Information Officer have co-sponsored the creation of the Enterprise Architecture program.
You have been assigned to the role of Chief Enterprise Architect.
As the EA team prepares to formulate an Implementation plan, they have been asked by the CIO to assess the risks associated with the proposed architecture.
He has received concerns from senior management that the proposed architecture may be too ambitious and they are not sure it can produce sufficient value to
warrant the attendant risks.
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. An interoperability analysis should be applied to evaluate any potential issues across the Solution Architecture. Once all of the concerns have been resolved, the EA team should finalize the Architecture Implementation Roadmap and the Migration Plan.
B. 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.
C. Prior to preparing the Implementation plan, the EA team should create a consolidated gap analysis to understand the transformations that are required to achieve the proposed Target Architecture. 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. An interoperability analysis should be applied to evaluate any po
D. Prior to preparing the Implementation plan, there are several techniques that should be applied to assess the risks and value of the proposed transformation. In particular, the EA team should pay attention to the Business Transformation Readiness Assessment and the Business Value Assessment.
Answer: C
Question #9 (Topic: Topic 1)
Scenario: Zephyr Enterprises
Zephyr Enterprises specializes in the development of wind turbine blades for use in large-scale commercial wind energy production systems. Zephyr has
manufacturing facilities located in Palm Springs, California, Omaha, Nebraska, and Winnipeg, Ontario. Each of these plants supplies a different manufacturer that
builds and sells complete systems. The turbine blades are custom engineered to meet each manufacturers design specifications.
Until recently, most turbine blades were fabricated manually using molded fiber-reinforced plastics. However, recent improvements in composite materials,
coupled with enhanced automated methods for precision application of materials during the molding process, have led to significant reduction in weight, increase
in strength, and greatly improved blade longevity. Zephyr has pioneered the development of a proprietary automated process for continuous extrusion of the
turbine blades. Patents have been filed to protect the process, but certain trade secrets must be closely guarded.
Zephyr has a mature Enterprise Architecture organization that is supported by a cross-functional Architecture Review Board. The Chief Information Officer and the
Chief Operating Officer co-sponsor the Enterprise Architecture program.
Zephyr has used TOGAF and its Architecture Development Method (ADM) to develop its automated manufacturing processes and systems that are used to
design, manufacture, and test the blade assemblies. They have recently updated to TOGAF 9 and have adapted the Zephyr Enterprise Architecture to closely
follow the TOGAF 9 framework. All of Zephyrs IT architects have been trained and certified on TOGAF 9.Recently, an architecture project was completed that
defined a standard approach for controlling the Automated Test System that is used at each plant to perform final quality assurance tests on each completed
blade assembly. The Manufacturing Architecture Board approved the plan for immediate implementation at each plant.
An Architecture Contract was developed that detailed the work needed to implement and deploy the new Automated Test System controller. The Chief Engineer,
sponsor of the activity, has expressed concern that a uniform process be employed at each site to ensure consistency.
You have been assigned by the Lead Architect for the Automated Test System controller project to conduct Compliance Assessments at each manufacturing
plant.
During the course of the assessment at the Omaha plant, you discover that the Distributed Data Acquisition System they have purchased uses a proprietary
Remote Procedure Call (RPC) that utilizes kernel mode threads instead of the user mode threads that are specified in the Architecture Definition Document. In all
other respects, the system meets the requirements stated in the Architecture Definition Document and seems to perform correctly.
You have been asked to describe the compliance of this system for the final report.
Based on TOGAF 9, which of the following is the best answer?
Zephyr Enterprises specializes in the development of wind turbine blades for use in large-scale commercial wind energy production systems. Zephyr has
manufacturing facilities located in Palm Springs, California, Omaha, Nebraska, and Winnipeg, Ontario. Each of these plants supplies a different manufacturer that
builds and sells complete systems. The turbine blades are custom engineered to meet each manufacturers design specifications.
Until recently, most turbine blades were fabricated manually using molded fiber-reinforced plastics. However, recent improvements in composite materials,
coupled with enhanced automated methods for precision application of materials during the molding process, have led to significant reduction in weight, increase
in strength, and greatly improved blade longevity. Zephyr has pioneered the development of a proprietary automated process for continuous extrusion of the
turbine blades. Patents have been filed to protect the process, but certain trade secrets must be closely guarded.
Zephyr has a mature Enterprise Architecture organization that is supported by a cross-functional Architecture Review Board. The Chief Information Officer and the
Chief Operating Officer co-sponsor the Enterprise Architecture program.
Zephyr has used TOGAF and its Architecture Development Method (ADM) to develop its automated manufacturing processes and systems that are used to
design, manufacture, and test the blade assemblies. They have recently updated to TOGAF 9 and have adapted the Zephyr Enterprise Architecture to closely
follow the TOGAF 9 framework. All of Zephyrs IT architects have been trained and certified on TOGAF 9.Recently, an architecture project was completed that
defined a standard approach for controlling the Automated Test System that is used at each plant to perform final quality assurance tests on each completed
blade assembly. The Manufacturing Architecture Board approved the plan for immediate implementation at each plant.
An Architecture Contract was developed that detailed the work needed to implement and deploy the new Automated Test System controller. The Chief Engineer,
sponsor of the activity, has expressed concern that a uniform process be employed at each site to ensure consistency.
You have been assigned by the Lead Architect for the Automated Test System controller project to conduct Compliance Assessments at each manufacturing
plant.
During the course of the assessment at the Omaha plant, you discover that the Distributed Data Acquisition System they have purchased uses a proprietary
Remote Procedure Call (RPC) that utilizes kernel mode threads instead of the user mode threads that are specified in the Architecture Definition Document. In all
other respects, the system meets the requirements stated in the Architecture Definition Document and seems to perform correctly.
You have been asked to describe the compliance of this system for the final report.
Based on TOGAF 9, which of the following is the best answer?
A. You observe that all of the features in the Architecture Definition Document have been implemented in accordance with the specification, except for the RPC mechanism. Your recommendation is that the system be described as conformant.
B. You observe that the system has many features in common with the Architecture Definition Document, and those features have been implemented in accordance with the specification. However, you note that the RPC mechanism has been implemented using features that are not covered by the specification. Your recommendation is that the system be described as consistent.
C. You observe that the implementation of the RPC mechanism has no features in common with the Architecture Definition Document, therefore the question of its conformance should not be considered. Your recommendation is that the system be described as consistent.
D. You observe that the system meets most of the requirements stated in the Architecture Definition Document and appears to work correctly. However, you note that the RPC mechanism has not been implemented according to the specification. Your recommendation is that the system be described as non-conformant.
Answer: D
Question #10 (Topic: Topic 1)
Scenario: Rollins Manufacturing
Rollins Manufacturing is a major supplier in the automotive industry, headquartered in Cleveland, Ohio with manufacturing plants in Chicago, Sao Paulo, Stuttgart,
Yokohama, and Seoul. Each of these plants has been operating its own Manufacturing Requirements Planning (MRPII) system, production scheduling, and
custom developed applications that drive the automated production equipment at each plant.
Rollins is implementing lean manufacturing principles to minimize waste and improve the efficiency of all of its production operations. During a recent exercise
held for internal quality improvement, it was determined that a significant reduction in process waste could be achieved by replacing the current MRPII and
scheduling systems with a common Enterprise Resource Planning (ERP) system located in the Cleveland data center. This central system would provide support
to each of the plants replacing the functionality in the existing systems. It would also eliminate the need for full data centers at each of the plant facilities. A
reduced number of IT staff could support the remaining applications. In some cases, a third-party contractor could provide those staff.
The Rollins Enterprise Architecture department has been operating for several years and has mature, well-developed architecture governance and development
processes that are strongly based on TOGAF 9.At a recent meeting, the Architecture Review Board approved a Request for Architecture Work from the Chief
Engineer of Global Manufacturing Operations who is the project sponsor. The request covered the initial architectural investigations and the development of a
comprehensive architecture to plan the transformation.
The Common ERP Deployment architecture project team has now been formed, and the project team has been asked to develop an Architecture Vision that will
achieve the desired outcomes and benefits. Some of the plant managers have expressed concern about the security and reliability of driving their MRPII and
production scheduling from a central system located in Cleveland. The Chief Engineer wants to know how these concerns can be addressed.
You are serving as the Lead Enterprise Architect of the newly-formed Common ERP Deployment architecture project team.
As the Common ERP Deployment architecture project team assembles for its initial meeting, many of the participants have voiced concerns about the sweeping
scope of the initiative. Others are confident that they know a solution that will work. During the meeting, a number of alternative recommendations for how to
proceed are put forward by members of the team.
You have been asked to select the most appropriate recommendation to ensure that the team evaluates different approaches to the problem and clarifies the
requirements for the architecture.
Based on TOGAF 9, which of the following is the best answer?
Rollins Manufacturing is a major supplier in the automotive industry, headquartered in Cleveland, Ohio with manufacturing plants in Chicago, Sao Paulo, Stuttgart,
Yokohama, and Seoul. Each of these plants has been operating its own Manufacturing Requirements Planning (MRPII) system, production scheduling, and
custom developed applications that drive the automated production equipment at each plant.
Rollins is implementing lean manufacturing principles to minimize waste and improve the efficiency of all of its production operations. During a recent exercise
held for internal quality improvement, it was determined that a significant reduction in process waste could be achieved by replacing the current MRPII and
scheduling systems with a common Enterprise Resource Planning (ERP) system located in the Cleveland data center. This central system would provide support
to each of the plants replacing the functionality in the existing systems. It would also eliminate the need for full data centers at each of the plant facilities. A
reduced number of IT staff could support the remaining applications. In some cases, a third-party contractor could provide those staff.
The Rollins Enterprise Architecture department has been operating for several years and has mature, well-developed architecture governance and development
processes that are strongly based on TOGAF 9.At a recent meeting, the Architecture Review Board approved a Request for Architecture Work from the Chief
Engineer of Global Manufacturing Operations who is the project sponsor. The request covered the initial architectural investigations and the development of a
comprehensive architecture to plan the transformation.
The Common ERP Deployment architecture project team has now been formed, and the project team has been asked to develop an Architecture Vision that will
achieve the desired outcomes and benefits. Some of the plant managers have expressed concern about the security and reliability of driving their MRPII and
production scheduling from a central system located in Cleveland. The Chief Engineer wants to know how these concerns can be addressed.
You are serving as the Lead Enterprise Architect of the newly-formed Common ERP Deployment architecture project team.
As the Common ERP Deployment architecture project team assembles for its initial meeting, many of the participants have voiced concerns about the sweeping
scope of the initiative. Others are confident that they know a solution that will work. During the meeting, a number of alternative recommendations for how to
proceed are put forward by members of the team.
You have been asked to select the most appropriate recommendation to ensure that the team evaluates different approaches to the problem and clarifies the
requirements for the architecture.
Based on TOGAF 9, which of the following is the best answer?
A. The team should hold a series of interviews at each of the manufacturing plants using the business scenario technique. This will then enable them to identify and document the characteristics of the architecture from the business requirements.
B. The team should exercise due diligence and carefully research vendor literature and conduct a series of briefings with vendors that are on the current approved supplier list. Based on the findings from the research, the team should define a preliminary target Architecture Vision. The team should then use that model to build consensus among the key stakeholders.
C. The team should create Baseline and Target Architectures for each of the manufacturing plants. A gap analysis between the architectures will then validate the approach, and determine the Transition Architecture needed to achieve the target state.
D. The team should conduct a pilot project that will enable vendors on the short list to demonstrate potential solutions that will access the concerns of the stakeholders. Based on the findings of that pilot project, a complete set of requirements can be developed that will arrive the evolution of the architecture.
Answer: A
