OGEA-103: TOGAF Enterprise Architecture Combined Part 1 and Part 2 Exam

By The Open Group · Question Mode

QuestionQ141

VerifiedIntroduction to Applying the ADM

You are the Lead Enterprise Architect at a major agribusiness company. The company’s main annual harvest is lentils, a highly valued food crop grown worldwide. The lentil parasite, broomrape, has been a growing concern for many years and is now becoming resistant to chemical controls. In addition, climate changes favor the spread and growth of the parasite. As a result, the parasite cannot realistically be eradicated and has become pandemic, with lentil yields declining globally.

The CEO understands the seriousness of the situation and has defined a change in direction that is effectively a new business for the company. There are opportunities for new products and new markets. The company will use the fields for another harvest and will stop processing third-party lentils. Thus, the target market will change, and the end products will be different and more varied. This is a major decision, and the CEO has stated a desire to repurpose rather than replace in order to manage the risks and limit the costs.

The company has a mature Enterprise Architecture practice based at its headquarters and uses the TOGAF standard as the method and guiding framework. The practice has an established Architecture Capability and uses iteration for architecture development. The CIO is the sponsor of the activity.

The CIO has assigned the Enterprise Architecture team to this activity. At this stage there is no shared vision or requirements.

You have been asked to recommend the best approach to architecture development for realizing the CEO’s change in direction for the company.

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

Explanation

A baseline-first iteration develops an understanding of the existing architecture and identifies the changes needed to move from that baseline toward the target. That structure is well suited to a major strategic change with no shared vision or defined requirements, particularly when existing capabilities are to be repurposed. The resulting transition planning helps elaborate the shared vision and define the required change.

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