QuestionQ73
The TOGAF Standard, Version 9.2Scenario –
You have been appointed Chief Enterprise Architect at a leading outsourcing services company. The company employs more than 15,000 outsourcing professionals and works on some of the world’s largest outsourcing projects. Its outsourcing services cover business processes, infrastructure, and service management. The company also delivers business consulting services. Approximately half of its turnover is from the private sector, with the other half from the public sector.
Because it has many service areas and numerous varied engagements underway at any time, enterprise-wide engagement management has become difficult. The company has recently experienced several high-profile projects that exceeded their budgets and under-delivered, harming its reputation.
The company has an established Enterprise Architecture program based on TOGAF 9, jointly sponsored by the Chief Executive Officer and Chief Information Officer. An Architecture Board has been established, comprising IT staff executives and executives from the major service areas and consulting practice.
The Enterprise Architecture (EA) team has been collaborating with the Strategic Planning team to develop a strategic enterprise architecture that addresses these issues.
The EA team has defined a framework and conducted workshops with key stakeholders to establish a set of architecture principles governing the architecture work. They have completed an Architecture Vision at a strategic level and produced Architecture Definitions for the four domains. They have established an ambitious five-year vision for the company’s future. This will involve three distinct transformations.
The CIO has stated clearly that, before approval of the detailed implementation and Migration plan, the EA team must assess the risks associated with the proposed architecture. He has received concerns from several vice presidents across the company that the proposed architecture could be too ambitious, and that it may not generate enough value to justify the associated risks.
You have been asked to recommend an approach that addresses these concerns.
Based on TOGAF, which of the following is the best answer?
- A The EA team should apply an interoperability analysis to evaluate any potential 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.
- B 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.
- 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 Implementation and Migration Plan. The Business Value Assessment technique should then be used to determine the business value and associated risks for the transformation.
- D 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.
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