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Free OGBA-101 Exam Braindumps (page: 4)

Page 3 of 24
PDF with 90 Questions

What is defined as the effect of uncertainty on objectives?

  1. Threat
  2. Continuity
  3. Risk
  4. Vulnerability

Answer(s): C

Explanation:

Risk is defined as the effect of uncertainty on objectives. It can be positive or negative depending on whether it enhances or hinders the achievement of objectives. Threat is a potential cause of risk that could have a negative impact on objectives. Continuity is the ability to maintain or resume normal operations after a disruption or disaster. Vulnerability is a weakness or exposure that could be exploited by a threat to cause harm or damage.



Consider the following graphic illustrating a method supporting the TOGAF ADM.



What does the method help identify?

  1. Solution Building Blocks
  2. Business Scenarios
  3. Alternative Target Architectures
  4. Architecture Solutions

Answer(s): C

Explanation:

The graphic illustrates a method for developing alternative target architectures in Phase E of the

TOGAF ADM1. The method involves identifying and evaluating candidate architectures based on criteria such as business value, cost, risk, and feasibility. The method helps to identify the most suitable architecture solution for the enterprise.
https://pubs.opengroup.org/togaf-standard/adm-techniques/chap10.html The graphic illustrates a method that supports the TOGAF ADM by identifying and evaluating alternative target architectures. The process begins with a vision, influenced by principles and requirements, leading to the consideration of alternatives. Each alternative is assessed based on different criteria, leading to the selection of the most suitable target architecture. This is consistent with the TOGAF approach of developing a set of potential architectures and then selecting the one that best meets the enterprise's needs.



Consider the following modeling example, relating business capabilities to organization units so as to highlight duplication and redundancy:



(Note in this example the cells colored green, yellow, and red, are also marked G. Y, and R, respectively) Which of the following best describes this technique?

  1. Relationship Mapping
  2. Capability Mapping
  3. Perspective Analysis
  4. Gap Analysis

Answer(s): A

Explanation:

The technique shown in the example is called relationship mapping. It is a technique that can be used to show how a business architecture addresses stakeholder concerns across different parts of an organization. It can highlight gaps or overlaps in the coverage of stakeholder concerns by a business architecture. In this case, the technique is used to relate business capabilities to organization units so as to highlight duplication and redundancy. This modeling technique is referred to as Relationship Mapping. It's used to relate business capabilities to organizational units to highlight areas of duplication and redundancy, as well as to indicate where capabilities are being performed well (green), where there are potential issues (yellow), and where there are significant problems or gaps (red). This visualization helps in understanding the alignment between organizational units and capabilities, and where improvements or changes may be needed.
5.2.1 Capability/Organization Mapping https://pubs.opengroup.org/togaf-standard/business- architecture/business-capabilities.html#_Toc95135898



Which approach to model, measure, and analyze business value is primarily concerned with identifying the participants involved in creating and delivering value?

  1. Value chains
  2. Value networks
  3. Lean value streams
  4. Value streams

Answer(s): B

Explanation:

Value networks are an approach to model, measure, and analyze business value that is primarily concerned with identifying the participants involved in creating and delivering value. Value networks focus on the relationships and interactions among the participants, such as customers, suppliers, partners, employees, and other stakeholders. Value networks can help to understand how value flows through the network and how it can be improved or optimized. Value networks emphasize the interconnectedness of various entities involved in creating and delivering value. This approach goes beyond the linear view of a value chain and recognizes the complex relationships and interactions between:
Internal participants: Different departments, teams, and individuals within the organization. External participants: Suppliers, partners, customers, and other stakeholders outside the organization.
By identifying and analyzing these participants, value networks help to:
Understand the ecosystem: Gain a holistic view of how value is created and delivered within a broader network of relationships.
Identify key dependencies: Recognize how different participants rely on each other and how their actions affect the overall value creation process.
Optimize collaboration: Improve coordination and collaboration between participants to enhance efficiency and value delivery.
Identify potential risks and opportunities: Assess the impact of changes or disruptions within the network on value creation.






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