OG0-092

THE-OPEN-GROUP OG0-092 DUMPS WITH REAL EXAM QUESTIONS

TOGAF 9 Part 2 · TOGAF 9

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About the The-Open-Group OG0-092 Exam

Preparing for the The-Open-Group OG0-092 (TOGAF 9 Part 2) exam takes more than reading through documentation — it takes practicing with material that reflects what you'll actually see on test day. Our OG0-092 dumps are built from real exam-pattern questions and answers, reviewed regularly and updated to stay current with The-Open-Group's own changes to the TOGAF 9 certification.

What Is the The-Open-Group OG0-092 Exam?

OG0-092 is the credential exam that validates your knowledge and hands-on ability against The-Open-Group's official TOGAF 9 blueprint. Rather than testing rote memorization, it's designed to confirm that you can apply the concepts, tools, and best practices covered under the TOGAF 9 certification in realistic, scenario-based situations. Employers and clients treat an active OG0-092 certification as independent, vendor-verified proof of skill — not just a line on a resume — which is exactly why candidates invest real study time into passing it on the first attempt rather than treating it as a formality.

Who Should Take the OG0-092 Exam?

The OG0-092 exam is aimed at professionals who already work with, or are moving into, roles built around The-Open-Group's technology — including engineers, administrators, consultants, and specialists who need to prove their capability to employers, clients, or their own team. If your day-to-day work involves recommending, implementing, supporting, or troubleshooting solutions that fall under the TOGAF 9 certification, OG0-092 is the exam that turns that practical experience into a recognized, portable credential. Many candidates also pursue it specifically to unlock new job opportunities, qualify for a promotion, or meet a certification requirement set by their employer or a client contract.

Why the TOGAF 9 Certification Matters

Certifications tied to major technology vendors like The-Open-Group carry weight precisely because they're standardized and independently administered — a hiring manager or client can trust that everyone holding the TOGAF 9 credential has been tested against the same bar. Passing OG0-092 signals that you can be handed real responsibility without needing to be walked through the basics, which is a meaningful differentiator in a competitive job market. It's common for certified professionals to report that the credential strengthened their position in salary negotiations, job interviews, or bids for new client work, simply because it replaces a self-reported claim of skill with a verified one.

How to Prepare Effectively for OG0-092

Because OG0-092 is scenario-driven rather than purely fact-based, the most effective preparation combines structured study of the official TOGAF 9 exam objectives with realistic, repeated practice under exam-like conditions. A few habits consistently separate candidates who pass on their first attempt from those who don't:

  • Work through the full set of official TOGAF 9 exam objectives methodically, rather than skipping straight to practice questions.
  • Practice with material that mirrors the real OG0-092 question style and difficulty, not generic trivia unrelated to how the exam is actually written.
  • Review the reasoning behind every answer — right or wrong — so you understand the underlying principle being tested, not just which letter to pick.
  • Take full timed practice runs close to your test date to build stamina and get comfortable with the pacing you'll need on exam day.
  • Revisit your weaker topic areas repeatedly instead of only reviewing the material you already feel confident about.

Why Choose Tips2Pass OG0-092 Dumps

Our OG0-092 preparation material is built specifically around the TOGAF 9 exam blueprint, so your study time goes toward content that actually reflects what you'll face on test day rather than generic study notes. Every purchase gives you the choice of a downloadable PDF for offline review, our interactive practice test engine for exam-day simulation, or both formats bundled together. Questions are reviewed and refreshed on an ongoing basis to stay aligned with The-Open-Group's own changes to the TOGAF 9 certification, and every purchase includes free updates for your full access period — so the material you're studying from doesn't go stale between now and your test date. If you don't pass after preparing with our materials, our money-back guarantee means your investment is protected.

Common Mistakes Candidates Make on OG0-092

Even well-prepared candidates lose points on exams like OG0-092 for a handful of predictable, avoidable reasons. The most common is memorizing isolated facts without understanding when and why to apply them — being able to recite a definition isn't the same as recognizing which concept fits a specific scenario described in a question. Another frequent mistake is rushing: candidates who skim a question's wording miss qualifying details ("choose two," "most cost-effective," "with the least operational overhead") that completely change which answer is correct, even when every option looks technically valid on the surface. Poor time management is another common trap — spending too long on early questions can leave you rushing through the final stretch of the exam. Practicing under realistic timed conditions before your actual test date is one of the simplest ways to avoid all three of these mistakes.

What Happens After You Pass OG0-092

Earning your TOGAF 9 certification through the OG0-092 exam typically opens doors well beyond a single job title — it's evidence you can point to in interviews, performance reviews, and client conversations alike. Many professionals use an associate or foundational-level certification like this one as a stepping stone toward more advanced credentials in the same certification track, building on the same core knowledge to take on more senior or specialized roles over time. For others, it's simply the fastest, most credible way to prove to an employer or client that their skills are current and independently verified, rather than self-described.

Final Thoughts

The The-Open-Group OG0-092 exam remains one of the most practical ways to turn real, hands-on experience into a recognized, resume-ready credential. Passing it on your first attempt comes down to studying the right material, in the right way, and practicing under conditions that resemble the real test. Combine focused review of the official TOGAF 9 exam objectives with our OG0-092 dumps and practice questions, and you'll walk into your test appointment fully prepared to earn your certification.

Sample OG0-092 Questions

Question # 1
Scenario
Please read this scenario prior to answering the question
You are serving as the Lead Architect for the Enterprise Architecture team at a
multinational company. The company has grown rapidly by acquisition and has inherited
numerous supply chain processes and related IT systems. Several supply chain processes
have had problems related to the timing of purchases, which has led to excess inventory.
The Vice President in charge of Supply Chain Management has made the decision to
consolidate and reduce redundant processes and systems. The company will move to a
"Just-in-time" supply chain management so as to keep inventory costs low.
The TOGAF standard is followed for internal Enterprise Architecture activities. This project
is using an iterative approach for executing the Architecture Development Method (ADM).
At present, there are no architectural assets in the Architecture Repository related to this
initiative. All assets will need to be acquired, customized, or created. The company prefers
to implement commercial off the shelf package applications with little customization. The
CIO, who is the project sponsor, has stated that she is not concerned about preserving the
existing supply chain management processes or systems.
The architecture development project has completed Phase A and has started a number of
iteration cycles to develop the Architecture. As a packaged application is being considered,
the next iteration will include both the Business and Application Architectures. Key
stakeholder concerns that should be addressed by these architectures include:
1. What groups of people should be involved in the supply chain management-related
business processes?
2. What non-supply chain management applications will need to be integrated with any new
supply chain management applications?
3. What data will need to be shared?
Refer to the Scenario
[Note: You may need to refer to the Architectural Artifacts chapter, section 31.6 (located in
Part IV) of the reference text in order to answer this question.]
You have been asked to identify the most appropriate catalogs matrices and diagrams to
support the next iteration of Architecture development.
Based on the TOGAF standard, which of the following is the best answer?
  • A. You would describe the Baseline Business Architecture with a Business Service/function catalog, an Organization/Actor catalog, and a Data Entity/Business Function matrix. You would describe the Baseline Data Architecture using a Data Entity/Data Component catalog. You would describe the Baseline Application Architecture with an Application/Function matrix. 
  • B. In the next iteration of Architecture development, you would describe the Target Business Architecture with an Organization/Actor catalog, a Business Service/Function catalog, and Data Lifecycle diagrams. You would describe the Target Application Architecture with a Data Entity/Data Component catalog. You would describe the Target Application Architecture with an Application Interaction matrix and Application Communication diagrams.
  • C. You would describe the Target Business Architecture with a Business Service/Function catalog, and a Business Interaction matrix. You would describe the Target Data Architecture with a Data Entity/Business Function matrix and an Application/Data matrix. You would describe the Target Application Architecture with Application Communication diagrams and an Application Interaction matrix. 
  • D. In the next iteration of Architecture development, you would describe the Baseline Business Architecture with a Value Chain diagram, and a Baseline Business Process catalog. You would describe the Baseline Data Architecture with a Data diagram. You would describe the Baseline Application Architecture with an Environments and Locations diagram. 
Question # 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
Question # 3
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
develops photovoltaic technologies for use in large-scale solar power farms. The company
has three manufacturing facilities, two in the United States, and one in Southern France.
Each of these facilities supplies a different manufacturer that assembles and sells complete
systems. The solar panels and photovoltaic arrays are custom engineered to meet each
manufacturer's design specifications.
A challenge that the solar power industry has faced is the efficiency of energy conversion.
When a conventional solar panel overheats, it becomes inefficient and generates less
energy. In response to this, the research arm of the company has pioneered the
development of a new solar panel design that will produce up to 50% more energy than
standard solar panels when operating at elevated temperatures. This will allow the
production of significantly more useable energy per square meter than from standard solar
technology. This new design is ready to go into production.
The company has a mature Enterprise Architecture practice that is supported by a crossfunctional Architecture Board. TOGAF 9 is used for developing the automated
manufacturing process and systems used to design, manufacture and test the solar power
technologies they produce. The Chief Information Officer and the Chief Operating Officer
co-sponsor the Enterprise Architecture program.
As part of putting the new solar panel design into production, a pilot architecture project at
a single location has defined an updated standard 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 high yields.
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 TOGAF, which of the following is the best answer?
  • A. 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 Architecture Definition. You ensure that the 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. 
  • B. 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 Contract, and considers whether or not to grant a dispensation to allow the implementation organization 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 a memorandum of understanding between the Architecture Board and the implementation organization.You recommend that if a deviation from the Architecture Contract is detected, the Architecture Board grant a dispensation to allow the implementation organization the ability to customize the process to meet their local needs. 
  • D. 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 solar panel 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 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. 
Question # 4
Please read this scenario prior to answering the question You are serving as the Lead Architect for a chain of convenience stores, which has over 2000 retail outlets throughout the Asia-Pacific region. The stores operate 24 hours a day and 7 days a week and use the latest cloud-based point-of-sale (POS) technology to manage their sales and inventory. Cloud-based POS systems store all user data, including sales and inventory in a remote server.
The cloud-based systems collect real-time data to support ordering and product selection
decisions including the tailoring of product assortment based on sales history, customer
demographics as well as the next day’s weather forecast. In many cases, several stores
are located in neighboring areas. This strategy makes distribution to each store cheaper,
as well as making multiple deliveries per day possible. The stores also act as self-service
delivery locations for a large online retailer which further increases the number of potential
customers entering the stores.
An Enterprise Architecture practice exists within the company, with the CEO and CIO as
joint sponsors. They have decided to adopt TOGAF 9 within the practice and the first
project is to restructure the Enterprise Architecture so that it can better support the existing
environment and accommodate future changes of strategy within the company.
The CIO has stated that the following issues also need to be addressed in the
restructuring:
- They need to address problems with data quality and inconsistent data in order to support
better decision making and analysis.
- The architecture should focus on the needs of the business, not technology.
- To remain competitive, new products and promotions must undergo market trials before
deployment across the retail chain. Information systems must be able to manage changes
and updates without undue delays.
Refer to the Scenario
[Note: You should assume that the company has adopted the example set of principles that
are listed and defined in TOGAF, Section 23.6. You may need to refer to Chapter 23 of the
reference text in order to answer this question.]
You have been asked to identify the most relevant architecture principles for the current
situation.
Based on TOGAF, which of the following is the best answer? [Note: The ordering of the
principles listed in each answer is not significant.] 
  • A. Maximize Benefit to the Enterprise, Data Trustee, Data is an Asset, Responsive Change Management, Interoperability. 
  • B. Requirements Based Change, Responsive Change Management, Data Trustee, Common Vocabulary and Data Definitions, Business Continuity.
  • C. IT Responsibility, Data security, Ease of Use, Service Orientation, Common Use Applications.
  • D. Data is Accessible, Data is shared, Interoperability, Requirements Based Change, Control Technical Diversity. 
Question # 5
Scenario
Please read this scenario prior to answering the question
You have been assigned the role of Lead Enterprise Architect for a firm that is a major
OEM parts supplier to the auto industry. Europe has been the primary market for its
products, with just 20% of its output being exported to North America. The firm is planning
to expand its exports to North America and also to establish sales in South America and
the Asia Pacific region. This will enable them to better ride out recessions in key markets
such as Europe. It will also enable the firm to exploit the auto industry move to global
platforms.
The firm is organized into business units with each addressing different auto industry
sectors. Each business unit has acquired other procedures to expand its manufacturing
capacity. This has resulted and manufacturing systems.
The Enterprise Architecture (EA) program within the firm has been functioning for several
years. It has made significant progress in consolidating the technology portfolio and
establishing key standards. The CIO and the COO are joint sponsors of the EA program.
The EA program is mature, with an Active Architecture Board and a well-defined
architecture process and standard content templates based on the TOGAF Architecture
Content Framework. The EA program is well coordinated with Project Management Office,
Systems Development, and Operations functions.
The firm has completed a strategic plan to reorganize its Sales & Marketing organization
according to the target geographic markets. One of the goals of this reorganization is to
improve the ability of Marketing to collect more meaningful market analytics that will enable
each sector to better address market needs with effective marketing campaigns and global
product presence.
A Request for Architecture Work to address the goals of the reorganization has been
approved. As the architecture team commences its work, the CIO has expressed concerns
about whether the firm will be able to adapt to the proposed change and how to manage
the associated risks.
Refer to the Scenario
You have been asked how to address the concerns of the CIO.
Based on the TOGAF standard, which of the following is the best answer?
  • A. In Phase A, the team should analyze their risk by completing an Implementation Factor Assessment and Deduction Matrix to identify the particular risks associated with the implementation and deployment. The matrix should include a list of factors to be considered, their descriptions, and constraints that should be taken into account. These factors can then be used to assess the initial risks associated with the proposed project. 
  • B. In Phase B, the team should create a set of views that will enable them to identify the factors that will influence the successful reorganization. There should then be an assessment of each factor on a maturity scale that will allow the team to gauge the urgency, readiness, and degree of difficulty to fix. These factors can then be used to assess the initial risks associated with the proposed project. 
  • C. In Phase A, the team should conduct a Business Scenario to describe the business problem, identify the stakeholders' and the resulting retirements. Once the requirements have been identified, they can be assessed in terms of their risks. The risks should be evaluated in terms of how they could be avoided, transferred, or mitigated. Any risks that cannot be resolved should be identified as residual risks and their disposition should be decided by the Architecture Board. 
  • D. In Phase A, the team should evaluate the organization’s readiness to undergo change. This will identify the factors that will influence the reorganization. This should include a maturity scale that will allow the team to gauge the urgency, readiness, and degree of difficulty to fix. These factors can then be used to assess the initial risks associated with the proposed project. 
Question # 6
Your role is that of Lead Enterprise Architect for a chain of convenience stores. The chain
includes over 15,000 retail outlets throughout the Asia-Pacific region.
Each store in the chain is an independently owned and operated franchise. The stores
operate 24 hours a day and 7 days a week. Many of the stores have been wirh the
franchise for more than 10 years and still use the original IT systems deployed at that time.
The CEO of the chain has stated his concerns about the inefficiencies of the current
systems and identified the need to change. He has defined a new strategic vision that will
enhance the business by providing its franchisees new services to help them complete with
other retail outlets and online retailers. This strategy is part of the long-term commitment to
enhance the brand image and increase revenue for the chain. He has also stated that he
expects improved financial results by the end of the current fiscal year.
The changes will help provide the chain with improved products, and more efficient
operations. The stores will also act as delivery and return locations for a large online
retailer which will further increase the number of potential customers. The addition of a
corporate-wide data warehouse will provide analytics that will enable the marketing group
to improve its ability to target advertising and new products to specific regions.
The chain has a mature Enterprise Architecture practice based in its headquarters and
uses the TOGAF standard as the method and guiding framework. The CIO is the sponsor
of the activity.
The Chief Architect engaged the services of a leading consulting firm that specializes in
business strategy. An initial study has been conducted to identify the strategic changes
needed to implement the CEO's vision. This recently completed with approval of a strategic
architecture encompassing the entire chin, including detailed requirements and
recommendations.
Based on the recommendations from the initial study, the decision for the chain to adopt a
packegd suite of integrated applications that is tailored to the needs of the franchise has
been taken.
You have been asked by the Chief Architect to propose the best approach for architecture
development to realize the CEO's vision.
Based on the TOGAF Standard, Version 9.2 which of the following is the best answer?
  • A. You proposed that the target architecture is defined first, followed by transition planning. This is because the vision is well understood and the strategic architecture agreed. The target first approach will ensure that the current problems and inefficiencies of the baseline architecture are not carried forward, and the baseline architecture are not carried forward, and that the proposed solution addresses the requirements identified in the initial study.  
  • B. You propose that his engagement define the baseline architecture first in order to assess the current infrastructure capcity and capability. The initial priority is to understand the problem. Then the focus should be on transition planning and architecture deployment. This will identify requirements to ensure that the prjects are sequenced in an optimal fashion so as to realize the vision. 
  • C. You propose that the team focus on defining the target architecture by going through the architecture definition phases (B-D). This is because the initial study identified the need to change. This will ensure that the change can be defined in a structured manner and address the requirements needed to realize the vision. 
  • D. You propose that the team focus on architecture definition with a specific emphasis on understanding the strategic change parameters of the business strategy. Once understood, the team will be in the best position to identify the requirements, drivers, issues, and constraints for this engagement. You would ensure that the target architecture addresses non-functional requirements so as to ensure the target architecture is robust and secure.  
Question # 7
TP Banking is a strong financial institute with a well-known acquisition history with an internal IT department managing over 100 projects related to infrastructure and services.
The CIO has decided to create an Enterprise Architecture based on TOGAF 9 as reaction to the difficult market conditions. An Architecture Vision and a set of domain architectures were approved. The CIO is asking you (the Lead Architect) to define an Implementation and Migration Plan that realizes the vision already agreed with the stakeholders involved.
Refer to the scenario above 
You are leading a group of domain architects and you are working with the corporate PMO, the business strategy team and service operations. You are meeting the stakeholders to clarify how you want to proceed with the Implementation and Migration Plan. Choose one of the following answers
  • A. You propose to start collecting the existing deliverables describing the different domains in order to enable the Enterprise Architecture tram to integrate them with the support of the operation management. Every domain architect will then evaluate the impact on the projects already planned for the domain. The single revised plans will be integrated together and consolidated into a strategic implementation and migration strategy defining an IT roadmap. 
  • B. You communicate the need for urgency. The projects already planned will be cancelled and the implementation of the new architecture vision will be set as first priority. A set of new projects will be defined to implement the new strategy. You will use the requirements from Phases B through D and define new projects for each one of the requirements. The use of defined interoperability architecture guidelines will then enable the project teams to work together and define a set of new point-to-point interfaces. 
  • C. You describe the concept of Transition Architectures and clarify that the business value can be achieved by all the projects delivering their increments in a coordinated approach. Capability gaps and project dependencies are analyzed for each domain this will then enable the projects to be organized in work packages. You will then agree on the roadmap for the implementation and migration strategy meeting with all the key stakeholders. 
  • D. You communicate the CIO's will to transform the corporation and then that he's seeking help from the domain architects to do that. The requirements are managed in order to enable every Architect to participate to the planning that will result in a detailed list of work activities with impact on the IT portfolio of projects. A five year Target Architecture will then be defined and a report will keep track of dependencies and factors assessment. 
Question # 8
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. 
Question # 9
You have been assigned the role of Chief Enterprise Architect within a leading professional services company that specializes in providing outsourcing services.
The company has over 20,000 professionals and works on some of the world's largest outsourcing projects. Outsourcing services include business processes, infrastructure, and service management. The company also provides business consulting services. Roughly half of its turnover comes from the private sector and hal from the public sector.
With numerous service areas and a large number of diverse engagements in progress at any given time, overall engagement management within the company has become challenging. The company has recently had a number of high profile projects that have overrun on budget and under delivered, thereby damaging its reputation and adversely impacting its share price.
The company has established an Enterprise Architecture program based on the TOGAF
standard, sponsored jointly by the Chief Executive Officer and Chief
Information Officer. An Architecture Board has been formed comprised of IT staff
executives and executives from the major service areas and consulting practice.
The Enterprise Architecture (EA) team has been working with the Strategic Planning team
to create a strategic Enterprise Architecture to address these issues.
The EA team has defined a framework and held workshops with key stakeholders to define
a set of architecture principles to govern the architecture work. They have completed an
Architecture Version at a strategic level and laid our Architecture Definitions for the four
domains. They have set out an ambitious vision of the future of the company over a fiveyear period. This will include three distinct transformations.
The CIO has made it clear that prior to the approval of the detailed implementation and
Migration plan, the EA team will need to assess the risks associated with the proposed
architecture. He has received concerns from some of the vice presidents across the
company that the proposed architecture may be too ambitious and they are not sure it can
produce sufficient value to warrant the risks.
You have been asked to recommend an approach to satisfy these concerns.
Based on the TOGAF Standard, Version 9.2, which of the following is the best answer? 
  • A. Before preparing the detailed Implementation and Migration plan, the EA team should review and consolidate the gap analysis results from Phases B to D. This can be used to understand the transformations that are required to achieve the proposed Target Architecture. The EA team should then assess the readiness of the organization to undergo change. Once the architecture has been assembled, it should be analyzed using a state evolution table to determine the Transition Architectures. 
  • B. The EA team should apply an interoperability analysis to evaluate any potentital issues across the architecture. This should include the development of a matrix showing the interoperability requirements. Once all of the concerns have been resolved, the EA team should finalize the Architecture Roadmap and the Implementation and Migration Plan. 
  • C. The EA team should evaluate the organization's readiness to undergo change. This will allow the risks associated with the transformations to be identified and mitigated for. It will also identify improvement actions to be worked into the Implementaion and Migration Plan. The Business Value Assessment technique should then be used to detetmine the business value and associated risks for the transformation. 
  • D. The EA team should bring together information about potential solutions from the appropriate sources. Once the target architecture has been assembled, it should be analyzed using a state evolution table to determine the Transition Architectures. A value realization process should then be established to ensure that the concerns raised are addressed. 
Question # 10
Scenario:
Please read this scenario prior to answering the Question
You are serving as the Lead Enterprise Architect at a major supplier in the automotive
industry. The company is headquartered in Cleveland, Ohio with manufacturing plants
across the United States, Brazil, Germany, Japan and South Korea. Each of these plants
has been operating its own planning and production scheduling systems, as well as custom
developed applications that drive the automated production equipment at each plant.
The company 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 planning 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 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 Board approved a Request for Architecture Work
sponsored by the Chief Engineer of Global Manufacturing Operations. 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 diving their planning and production scheduling from a remote
centralized system. The Chief Engineer wants to know how these concerns can be
addressed.
Refer to the Scenario
During the initial meeting of the Common ERP Deployment architecture project team, 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 develop Baseline and Target Architectures for each of the manufacturing plants, ensuring that the views corresponding to selected viewpoints address key concerns of the stakeholders. A consolidated gap analysis between the architectures will then be used to validate the approach, and determine the capability increments needed to achieve the target state. 
  • 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 Architecture Vision. The team should then use that model to build consensus among the key stakeholders. 
  • C. The team should use stakeholder analysis to understand who has concerns about the initiative. The team should then 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 key high-level stakeholder requirements for the architecture. 
  • D. The team should conduct a pilot project that will enable vendors on the short list to demonstrate potential solutions that will address the concerns of the stakeholders. Based on the findings of that pilot project, a complete set of retirements will be developed that will drive the evolution of the architecture. 

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