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Code d'Examen: OG0-091
Nom d'Examen: The Open Group (TOGAF 9 Part 1)
Questions et réponses: 234 Q&As
Code d'Examen: OG0-092
Nom d'Examen: The Open Group (TOGAF 9 Part 2)
Questions et réponses: 48 Q&As
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NO.1 Scenario: AGEX Inc.
Please read this scenario prior to answering the question
AGEX is a large, global commodities trading company which has been growing rapidly through a series of
acquisitions.
Each new business is performing well in its markets. However, the lack of integration between
headquarters and the business units has increasingly caused problems in the handling of customer and
financial information. The inability to share information across businesses has resulted in lost
opportunities to "leverage the synergies" that had been intended when the businesses were acquired. At
present, each business unit maintains its own applications. Despite an earlier initiative to install a common
application to manage customer, products, supplier, and inventory information, each business unit has
different ways of defining each of these core elements and has customized the common application to the
point where the ability to exchange information is difficult, costly, and error-prone.
As a result, AGEX has begun implementing a single Enterprise Resource Planning (ERP) system to
consolidate information from several applications that exist across the lines of business. The Corporate
Board is concerned that the new ERP system must be able to manage and safeguard customer
information in a manner that meets or exceeds the legal requirements of the countries in which the
company operates. This will be an increasingly important capability as the company expands its online
services offered to clients and trading partners.
The CIO has formed an Enterprise Architecture department, and one of the primary goals in its charter is
to coordinate efforts between the ERP implementation team and the business unit personnel who will be
involved in the migration process. The CIO has also formed a cross-functional Architecture Review Board
to oversee and govern the architecture.
After reviewing the available alternatives, and based on recommendations from the ERP vendor, AGEX
has selected TOGAF 9 as the basis for its Enterprise Architecture program.
The CIO has endorsed this choice with the full support of top management.
Refer to the AGEX Inc. Scenario
You are serving as the Chief Architect.
You have been asked to recommend the approach to take in the Preliminary Phase to ensure that the
Corporate Board's concern is addressed.
Based en TOGAF 9, which of the following is the best answer?
A. You evaluate the implications of the Board's concern in terms of regulatory and security policy
requirements. You then update the AGEX security policy to reflect the concern, ensuring that this policy is
communicated across the organization. You allocate a security architecture team to ensure that security
considerations are included in ongoing architecture planning. You then assess the security implications
and agreements within the AGEX businesses and their suppliers.
B. You evaluate the implications of the Board's concern in terms of regulatory requirements and their
impact on business goals and objectives. Based on this understanding, you then issue a Request for
Architecture Work to commence an architecture development project to develop a solution that will
address the Board's concern. You allocate a security architect to oversee the implementation of the
solution in the ERP system that is being developed.
C. You start by clarifying the intent that the Board has for raising this concern. This enables you to
understand the implications of the concern in terms of regulatory requirements and the potential impact on
current business goals and objectives. You propose that a security architect or security architecture team
be allocated to develop comprehensive security architecture.
D. You evaluate the implications of the Board's concern by examining the potential impacts on business
goals and objectives. Based on your understanding, you then update the current AGEX security policy to
include an emphasis on the Board's concern. In addition, you allocate a security architect to ensure that
security considerations are included in the architecture planning for all domains.
Answer: A
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NO.2 Scenario: Global Mobile 1
Please read this scenario prior to answering the question
Global Mobile is a mobile telecommunications company formed through a series of mergers and
acquisitions. They are yet to fully integrate the customer service systems for the most recent acquisitions,
and as result, customer service has been a major concern for the Chief Technology Officer.
Results for the last two quarters have shown that Average Revenue Per User (ARPU) and the customer
retention (Churn) rate have fallen below the industry average. The Corporate Marketing group has
published some new findings about customer satisfaction. The customers appear to be switching to Air
Light, a competitor, because of superior customer service. Global Mobile actually has better coverage in
nearly all markets than Air Light, and good roaming agreements that keep rates low for business travelers.
But, customer satisfaction has remained low.
The Business Strategy group and the Enterprise Architecture group have conducted a high-level project
to develop the enterprise-wide strategic plan. They have developed a business scenario which contains a
good conceptual model of what needs to be done, and also identifies the key requirements. This was
used in preparing the proposal presented to the Executive Council and the Corporate Board.
The planning for the program has been underway for several months. Global Mobile has selected TOGAF
9 as the basis for its Enterprise Architecture.
The Corporate Board has approved funding for a multi-million Euro conversion to transition to a packaged
Customer Service System. It is anticipated that the overall program will take five years to complete, but
there are some tactical projects that can commence immediately to address the situation. The Corporate
Board has placed one additional major constraint on the program. In addition to achieving the business
outcomes directly related to improving overall customer service within each business unit, the Corporate
Board expects the Target Architecture to produce an additional saving of at least 30% over current
operating costs through energy efficiency initiatives, virtualization of servers and workstations, and
expanded telecommuting and desk-sharing. This Green initiative is intended to become a model for future
investments at all company facilities worldwide.
Refer to Global Mobile scenario
You have been engaged as a consultant to advise the Chief Architect on the best ways to approach to the
implementation planning activities for this significant business transformation.
Based on TOGAF 9, which of the following is the best answer? (Is this the right answers to choose?)
A. You recommend using conventional implementation planning techniques. The horizontal scope of the
Green initiative would make the Capability-Based Planning approach used in the organization's
TOGAF-based Enterprise Architecture framework difficult to manage and govern. This approach to
planning was better applied within the vertical scope of a business unit.
B. You recommend that the implementation planning activities be conducted using Capability-Based
Planning. This is appropriate because the Green initiative is an enterprise-wide plan with a horizontal
scope. Its metrics are aggregated at the enterprise level. It is crucial to gain business unit support and
cooperation to achieve the broader business outcomes which will benefit all.
C. The Capability-Based Planning approach used in the organization's TOGAF-based Enterprise
Architecture framework is focused on business outcomes. The Green initiative is an infrastructure
program that is technical in nature; therefore, it would not be appropriate to use the Capability-Based
Planning approach. Instead, the Global Mobile systems development lifecycle approach should be
utilized to develop the Solution Architecture.
D. You recommend using conventional implementation planning techniques. The Capability-Based
Planning approach is normally only used in public sector, defense-related programs. This approach is not
appropriate for a private sector company.
Answer: B
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NO.3 Scenario: Vittronics Ltd.
Please read this scenario prior to answering the question
Vittronics Ltd. is a leading medical device manufacturer in the highly competitive market for Migraine
Headache Pain Management (MHPM) devices. These tiny wireless devices are implanted in the brain
and can deliver a precise electric shock when the wearable Pain Control Unit (PCU) detects an increase
in stress induced by the onset of a migraine headache.
This technology will be a breakthrough in the treatment of this condition, and several competitors are
striving to be the first to introduce a product into the market. However, all of them must demonstrate the
effectiveness and safety of their products in a set of clinical trials that will satisfy the regulatory
requirements of the countries in the target markets.
The Enterprise Architecture group at Vittronics has been engaged in an architecture development project
to create a Secure Private Immersive Collaborative Environment (SPICE) that will allow researchers at its
product development laboratories worldwide to share information about their independent clinical trials.
The Vittronics Enterprise Architecture group is a mature organization that has been utilizing TOGAF for
several years. They have recently upgraded to TOGAF 9. The Vittronics Architecture Development
Method (VADM) is strictly based on the TOGAF 9 Architecture Development Method (ADM) with
extensions required to support current good manufacturing practices and good laboratory practices in
their target markets.
The SPICE project team has now completed the Business, Information Systems, and Technology
Architecture phases and has produced a complete set of deliverables for each phase. Due to the highly
sensitive nature of the information that is managed in SPICE, special care was taken to ensure that each
architecture domain included an examination of the security and privacy issues that are relevant for each
domain. A corresponding SPICE Security Architecture has been defined.
The Executive Vice President for Clinical Research is the sponsor of the Enterprise Architecture activity.
Refer to the Vittronics Ltd Scenario:
You are serving as the Lead Architect for the SPICE project team.
As required by TOGAF, the SPICE project team res completed a Business Transformation Readiness
Assessment in Phase A (Architecture Vision). In that assessment, it was determined that there are risks
associated with the adoption of the Immersive Collaborative Environment. Despite a clear expression of
the vision and the business need for utilizing SPICE to accelerate the clinical trials, the researchers have
been resisting the change because of concerns about safeguarding individually identifiable information
about the subjects who were participating in the trials.
You have been asked to recommend how this situation be managed in the implementation planning
phases.
Based on TOGAF 9, which of the following is the best answer?
A. You decide that in Phase E, the team creates an overall solutions strategy that can guide the Target
Architecture implementation and structure the Transition Architectures. You check that there is consensus
before proceeding.
B. You decide to return to Phase A, where the team should brainstorm a technical solution that mitigates
the residual risks presented by the privacy issue. Then, during Phase D, you will directthe team to
develop an Architecture Building Block to manage the security risks. After that, the team should select
Solution Building Blocks that mitigate all of the identified risks and revise the Requirements Impact
Statement to reflect the changes to the high-level solutions strategy and migration plan.
C. You decide that in Phase E, the team review the Business Transformation Readiness Assessment and
identify, classify, and mitigate the risks associated with the identified readiness factors. If the risks can be
satisfactorily mitigated, then you would continue to define a high-level solutions strategy that includes the
Transition Architectures needed to make the change culturally and technically feasible.
D. You decide that in Phase E, the team determines an approach to implementing an overall strategic
direction that will address and mitigate the risks identified.
Answer: B
certification The Open Group OG0-092 certification OG0-092
NO.4 Scenario: Zephyr Enterprises
Please read this scenario prior to answering the question
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 cosponsor 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.
Refer to the Zephyr Enterprises Scenario
You are the Lead Architect for this activity.
You have been asked to recommend the best approach to adopt to address the Chief Engineer's concern.
Based on TOGAF 9, which of the following is the best answer?
A. 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 Manufacturing Architecture Board and the implementation organization. You recommend
that if a deviation from the contract is detected, the Manufacturing Architecture Board should modify the
Architecture Contract to allow the implementation organization the ability to customize the process to
meet their local needs. As a result, you then issue a new Request for Architecture Work to implement the
modified Architecture Definition.
B. 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 envelopment projects, you decide it is adequate to utilize a memorandum of understanding
between the Manufacturing Architecture Board and the implementation organization. You recommend
that if a deviation from the Architecture Contract is detected, the Manufacturing Architecture Board grant a
dispensation to allow the implementation organization the ability to customize the process to meet their
local needs.
C. 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 amemorandum of understanding
between the Manufacturing Architecture Board and the implementation organization. You ensure that the
Manufacturing Architecture Board reviews all deviations from the Architecture Contract, and considers
whether or not to grant a dispensation to allow the implementation organization to customize the process
to meet their local needs.
D. You create an Architecture Contract to govern the implementation and migration process at each site. If
the contract is issued to an external party, you ensure that it is a fully enforceable legal contract. You
ensure that the contract addresses the project objectives, effectiveness metrics, acceptance criteria, and
risk management. You then schedule compliance reviews at key points in the implementation process to
ensure that the work is proceeding in accordance with the Architecture Definition. Based on the results,
you ensure that the Manufacturing Architecture Board reviews all deviations from the Architecture
Contract, and considers whether or not to grant a dispensation to allow the implementation organization
to customize the process to meet their local needs.
Answer: C
The Open Group OG0-092 examen OG0-092 certification OG0-092
NO.5 Scenario: Rollins Manufacturing
Please read this scenario prior to answering the question
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.
Refer to the Rollins Manufacturing Scenario:
You are serving as the Lead Enterprise Architect for the Common ERP Deployment architecture project.
One of the earliest initiatives in the Enterprise Architecture program at Rollins was the definition of a set of
IT principles and architecture principles that are well aligned with the overall enterprise principles. These
now need to be updated to address the concerns raised.
You have been asked to select a set of principles most appropriate for guiding the team to define a robust
solution.
[Note: You should assume that Rollins has adopted the example set of principles that are listed and
defined in TOGAF 9, Section 23.6.]
Based on TOGAF 9, which of the following is the best answer?
A. Common-use Applications, Data is Shared, Data is Accessible, Data is Secure, Interoperability, Control
Technical Diversity.
B. Business Continuity, Service-orientation, Data is Accessible, Data is Secure, Responsive Change
Management.
C. Maximize Benefit to the Enterprise, Business Continuity, Common-use Applications, Data is Shared,
Data is Accessible, Data is Secure.
D. Information Management is Everybody's Business, IT Responsibility, Data Trustee, Technology
Independence, Responsive Change Management.
Answer: C
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