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Free The Open Group OGBA-101 Exam Braindumps (page: 4)

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PDF with 110 Questions

Consider the following:
In Phase A a business capability map and a core set of value streams were created while developing the Architecture Vision.
Why would such Architecture Descriptions need to be updated in Phase B?

  1. Phase B requires that all Architecture Descriptions be updated.
  2. The development of Business Architecture Descriptions is always iterative.
  3. Phase B is an ADM Architecture Development phase.
  4. A new value stream was assessed as in the project scope.

Answer(s): B

Explanation:

The development of Business Architecture Descriptions is always iterative because it involves constant refinement and validation of the architecture models and views based on stakeholder feedback and changing requirements. Therefore, any Architecture Description that was created in Phase A may need to be updated in Phase B as new information or insights emerge. Phase B does not require that all Architecture Descriptions be updated, only those that are relevant and necessary for the Business Architecture. Phase B is an ADM Architecture Development phase, but that does not explain why Architecture Descriptions need to be updated. A new value stream may or may not require updating existing Architecture Descriptions depending on its scope and impact. In TOGAF's ADM, the development of architecture is an iterative process. During Phase A, initial business capability maps and value streams are created to establish the Architecture Vision. However, as stakeholders provide more detailed inputs and requirements are refined, it is necessary to update the Architecture Descriptions. This is an iterative process that continues into Phase B, Business Architecture, where these descriptions are further developed and refined.



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 feasibility1. 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 organization2. 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 value3. Value networks focus on the relationships and interactions among the participants, such as customers, suppliers, partners, employees, and other stakeholders3. 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



Which of the following describes how business models are used within the TOGAF standard?

  1. To identify, classify, and mitigate risks to the business.
  2. To tailor the enterprise architecture for the business.
  3. To document the factors impacting the business migration plan.
  4. To help formulate architecture and business principles.

Answer(s): D

Explanation:

Business models play a significant role in shaping the principles that guide both architecture development and business operations within the TOGAF framework. Here's how:
Understanding value creation: Business models articulate how an organization creates, delivers, and captures value. This understanding informs the development of architecture principles that support and enable value creation.
Aligning architecture with business goals: By analyzing the business model, architects can identify the key drivers and priorities of the business. This helps to formulate architecture principles that ensure the architecture aligns with the business goals and strategy. Defining desired behaviors: Business models often implicitly or explicitly define desired behaviors and ways of working within an organization. These behaviors can be codified into business principles that guide decision-making and actions across the enterprise. Promoting consistency: Using the business model as a foundation for principles ensures consistency between the architecture and the business strategy. This helps to avoid conflicts and ensures that the architecture supports the overall direction of the organization.



Which of the following can be used to help define information concepts in an information map?

  1. Stakeholder Map
  2. Value streams
  3. Statement of business goals and drivers
  4. Organization Map

Answer(s): A

Explanation:

Role of Information Maps in TOGAF
Information maps are used to define and structure the key information concepts necessary for an organization's operations. They organize information in a way that aligns with the organization's business needs and are crucial for creating a robust information architecture. Relationship Between Information Maps and Stakeholder Maps In TOGAF and enterprise architecture practices, stakeholder maps play an essential role in defining information concepts because they identify the various stakeholders involved in or affected by the business operations. Understanding stakeholders and their interactions helps architects determine the types of information that are valuable to each stakeholder group. This understanding aids in structuring the information map to meet the specific needs and requirements of each stakeholder.

As per TOGAF guidance, if an organization already has a stakeholder map, it can serve as a valuable tool for identifying the information concepts required by different stakeholders. This allows architects to tailor the information architecture to align with the interests, roles, and responsibilities of stakeholders, which directly impacts the organization's information needs.
Why Stakeholder Map is the Correct Answer
Stakeholder maps provide insights into the information needs of various stakeholders, helping to define information concepts within the information map. By referencing a stakeholder map, architects can identify the key information flows, data requirements, and access needs of each stakeholder, ensuring that the information map is comprehensive and aligned with actual usage.
This alignment with stakeholder needs ensures that the information architecture supports the organization's objectives by delivering relevant information to each party involved.

Why Other Options are Less Suitable:
Option B (Value Streams):
Value streams focus on the high-level flow of activities that deliver value but do not directly inform the structure of information concepts.
Option C (Statement of Business Goals and Drivers):
While business goals and drivers provide strategic direction, they do not specifically define information concepts in the same way that understanding stakeholder needs does.
Option D (Organization Map):
An organization map helps in understanding roles and responsibilities within the enterprise but does not directly influence the definition of information concepts in the same manner as a stakeholder map.
Conclusion:
The correct answer is A. Stakeholder Map because it directly helps define information concepts in an information map by clarifying the information needs of each stakeholder group.


Reference:

TOGAF® Standard, Version 9.2, Stakeholder Mapping and Information Mapping Techniques TOGAF Business Architecture Guide, sections on Information Maps and Stakeholder Maps



Complete the sentence. A business model is a description of the rationale for how an organization creates, delivers, and captures

  1. strategy
  2. business function
  3. best practices
  4. value

Answer(s): D

Explanation:

A business model is a description of the rationale for how an organization creates, delivers, and captures value4. Value is defined as the worth or importance of something to someone6. A business model explains what value proposition the organization offers to its customers, what revenue streams it generates from delivering the value proposition, what cost structure it incurs to create and deliver the value proposition, what key resources and activities are needed to create and deliver the value proposition, and what key partnerships are leveraged to support the value creation and delivery process4.



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