The Open Group certification-questions online Og0-093 Questions Video by Lilly-rose q109 vce pdf

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Exam Name:	TOGAF 9.2 Combined Part 1 and Part 2
Exam Code:	OG0-093 Dumps
Vendor:	The Open Group	Certification:	TOGAF 9 Certified
Questions:	420 Q&A's	Shared By:	lilly-rose

Question 68

What does the TOGAF standard describe as a structure which can be used for developing a broad range of architectures?

Options:

Architecture Viewpoint

Work Package

Metamodel

Architecture Framework

Deliverable

Discussion

Question 69

Please read this scenario prior to answering the question

Your role is consultant to the Lead Architect within a multinational company. The

company is organized into independent operational divisions on a national basis. The

company adapts its marketing messaging to fit each culture group, with the adaptation

of product offerings and manufacturing processes in each market.

The company has a mature Enterprise Architecture (EA) practice and uses the

TOGAF standard as the basis of its architecture framework. In addition to the EA

program, the company has several management frameworks in use, including

business planning, portfolio/project management, and operations management. The

EA program is sponsored by the CIO.

A strategic architecture has been approved that includes consolidation of multiple

applications that have been operating in the production facilities across the divisions.

The goal is to replace the functionality of the existing applications with a new

application running as a single instance in the company's primary data center.

Each division has completed the Architecture Definition documentation required to

integrate the new application to meet its own specific manufacturing requirements.

The key corporate change attributes and implementation constraints have been

confirmed. A consolidated gap analysis has been completed which has identified the

gaps across the Business, Data, Application, and Technology domains. Using the gap

analysis results, a review of the consolidated requirements, dependencies, and

interoperability requirements needed to integrate the new application has been

completed. The Business Transformation Readiness Assessment started in Phase A

has been completed. A risk assessment has been completed.

The implementation process is estimated to take four years. Because of the risks

posed by the complexity of the current environment, a phased approach is needed to

implement the target architectures. The Implementation and Migration Plan v0.1, the

draft Architecture Roadmap, and the Capability Assessment deliverables are now

complete.

Refer to the Scenario

You have been asked to recommend the next steps to prepare the final

Implementation and Migration Plan.

Based on the TOGAF Standard, Version 9.2, which of the following is the best

answer?

Options:

You would assess how the plan impacts the other frameworks in use in the

organization. If the plan impacts them, then coordination will be required. You

would then assign a business value to each work package, and identify

projects for the plan, considering available resources and priorities for the

projects. You would then gather the details for the plan, and generate the final

Implementation and Migration Pla

You would review the migration planning outputs, and produce

recommendations for the solution development. You would identify the

priorities, high-level migration strategy, and resources needed for the

development team. You would document the requirements for monitoring

tools, and the performance targets for the implementation. All this information

should be gathered, and the final Implementation and Migration

You would use business value to prioritize the implementation projects and

project increments. This should focus on the return-on-investment criteria set

by the stakeholders, and the performance evaluation criteria used to monitor

the progress of the architecture transformation. You would confirm the

Transition Architecture phases using an Architecture Definition Increments

Table to list the projects. You would

You would place the finalized strategic Architecture Definition Documents and

Transition Architectures under configuration control as part of the ongoing

architecture development cycle. This will ensure that the architecture remains

relevant and responsive to the needs of the enterprise. You would then

produce an Implementation Governance Model to manage the lessons learned

prior to finalizing the plan. You rec

Discussion

Answer:

Explanation:

Analysis of Scenario and TOGAF Guidance

In this scenario, the company has completed significant groundwork for its Implementation and Migration Planning. A consolidated gap analysis, risk assessment, and Business Transformation Readiness Assessment have all been completed, and initial deliverables, such as the draft Implementation and Migration Plan v0.1, the Architecture Roadmap, and the Capability Assessment, are in place. The project will follow a phased implementation over four years due to the complexity and risks involved.

TOGAF’s Phase F (Migration Planning) requires prioritizing projects, aligning resources, and ensuring coordination with existing management frameworks. Key next steps include finalizing the Implementation and Migration Plan by refining work packages, assigning business values, aligning with organizational frameworks, and coordinating resources.

Explanation of Option A and Why It is the Best Answer

Option A is the best approach for the following reasons:

Assessing Impact on Other Frameworks:

TOGAF recommends evaluating how the Implementation and Migration Plan interacts with other organizational frameworks such as portfolio/project management, operations, and business planning frameworks. This ensures alignment and avoids conflicts, a critical step in a large organization with established management frameworks (TOGAF Phase F, Section 14.4).

Coordinating with these frameworks allows for smoother integration across departments, which is essential in this multinational and multi-divisional context.

Assigning Business Value to Work Packages:

Assigning business value to each work package enables prioritization based on return on investment (ROI), stakeholder priorities, and alignment with corporate goals. This aligns with TOGAF’s recommendation to use business value as a prioritization metric for work packages, helping to guide resource allocation (TOGAF Section 14.4.1).

Business value-driven prioritization is especially relevant given the four-year implementation timeline and complex, phased approach.

Resource and Project Prioritization:

Identifying and prioritizing projects within the plan while considering available resources and dependencies helps ensure that the phased implementation aligns with both strategic priorities and resource constraints. TOGAF emphasizes that careful project sequencing and resource planning are vital to ensure the feasible and effective execution of the target architecture (TOGAF Section 14.4.2).

Finalizing the Implementation and Migration Plan:

Gathering the remaining details for the final Implementation and Migration Plan ensures all necessary data, including prioritizations, resources, and dependencies, are documented, as recommended in TOGAF’s ADM Phase F. This results in a fully refined, actionable plan aligned with organizational goals and capabilities.

Why Options B, C, and D Are Less Suitable

Option B: While reviewing migration outputs and identifying priorities and resources is important, this option’s focus on solution development requirements and monitoring tools is premature and more relevant to implementation phases, rather than finalizing a migration plan. TOGAF Phase F emphasizes creating a comprehensive plan rather than focusing immediately on development and performance monitoring.

Option C: This option suggests using business value to prioritize projects and confirm transition phases with an Architecture Definition Increments Table, which is useful. However, it focuses on performance evaluation criteria and lessons learned, which are more pertinent to monitoring implementation progress rather than finalizing the plan. TOGAF’s guidance at this stage focuses on finalizing details and aligning the plan with organizational frameworks.

Option D: While configuration control of architecture documents is valuable, it is generally an ongoing activity within architecture governance rather than a step in finalizing the Implementation and Migration Plan. The recommendation to use an Implementation Governance Model and capture lessons learned is useful for long-term governance but is not directly relevant to finalizing the Implementation and Migration Plan itself.

TOGAF References Supporting Option A

TOGAF Section 14.4 (Phase F: Migration Planning): Highlights the importance of assessing the Implementation and Migration Plan’s impact on other frameworks, such as portfolio and project management, to ensure coordinated execution.

TOGAF Section 14.4.1 (Prioritization of Work Packages): Recommends prioritizing work packages based on business value to support stakeholder needs and organizational objectives.

TOGAF Section 14.4.2 (Resource Planning and Coordination): Stresses that careful resource planning and project sequencing are essential for phased implementations in complex environments.

In conclusion, Option A is the best answer, as it aligns with TOGAF’s guidance to assess the plan’s impact on other frameworks, prioritize work packages by business value, and gather remaining details to generate a comprehensive final Implementation and Migration Plan. This approach ensures a coordinated and strategically aligned rollout across the organization.

Question 70

In Phase D of the ADM cycle, if you are following the order of the steps defined and the current step is to perform gap analysis, what is the next step?

Options:

Develop Baseline Architecture

Define candidate roadmap components

Create Architecture Definition Document

Resolve impacts across the Architecture Landscape

Conduct formal Stakeholder review

Discussion

Question 71

Please read this scenario prior to answering the question

Your role is that of an Enterprise Architect in a multinational automotive and clean

energy company. The company designs and manufactures electric vehicles, battery

storage, and solar panels. The company has multiple manufacturing facilities, in North

America, Europe, and in Asia. Most of the facilities are wholly owned by the company,

but two in Asia are jointly owned with local partners.

The company has a mature Enterprise Architecture practice that is supported by a

cross-functional Architecture Board. The TOGAF standard is used for developing the

automated manufacturing process and systems used to design, manufacture and test

the new design. The Chief Information Officer and the Chief Operating Officer co-

sponsor the Enterprise Architecture program.

A challenge that the company is facing is to scale up the number of vehicles coming

off the production lines to meet customer demand. At the moment there are supply

chain shortages for key custom-designed electronic components used in the vehicles.

In response to this, the research arm of the company has pioneered the development

of a revised design using common off-the-shelf components that will allow for a

significant increase in overall vehicle production. This new design is ready to go into

production.

As part of putting the new design into production, adjustments to the automated

assembly processes need to be made. A pilot architecture project at a single location

has defined an updated approach for controlling the automated systems used to

perform final assembly and 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 system controller for each location. The Chief

Engineer has expressed concern that a uniform process be employed at each location

to ensure consistency and quality.

Refer to the Scenario

You have been asked to recommend the best approach to address the Chief

Engineer's concern.

Based on the TOGAF Standard, Version 9.2, which of the following is the best

answer?

Options:

You would use the Architecture Contracts to manage the architecture

governance processes for the project across the locations. You would ensure

that the quality of each completed vehicle at each location is assessed, and

any local change requirements identified, if necessary. You recommend that if

a deviation from the contract is detected, the Architecture Board should modify

the Architecture Contract to allow

You would review the Architecture Contract for each location, ensuring that it

addresses the project objectives, effectiveness metrics, acceptance criteria,

and risk management. Where applicable, you ensure that the contract is legally

enforceable. You would schedule compliance reviews at key points in the

assembly and quality assurance process to ensure that the work is proceeding

in accordance with the Archit

You would create an Architecture Contract to manage and govern the

implementation and migration process at each location. For wholly owned

facilities, you issue a memorandum of understanding between the Architecture

Board and the implementation organization. For facilities jointly owned by local

partners, you would ensure that the contract is legally enforceable. You would

then ensure that the Architecture Boar

You would create an Architecture Contract to govern the update to the

automated system controller at each location. For facilities managed by

partners, you ensure that it is a fully enforceable legal contract, and you would

schedule additional compliance reviews at key points in the assembly and

quality assurance process. These additional reviews would be for an initial

period until no deviations from the contr

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