Scenario Sollace Manufacturing Please read this scenario prior to answering the question
Sollace Manufacturing is a major supplier in the automotive industry, headquartered In
Cleveland, Ohio with manufacturing plants in Chicago, Sao Paulo, Stuttgart, Yokohama,
and Seoul. Each of these plants has been operating its own planning and production
scheduling systems, as well as custom developed applications that drive the automated
production equipment at each plant. Sollace Manufacturing is implementing lean
manufacturing principles to minimize waste and improve the efficiency of all of its production
operations. During a recent exercise held for internal quality improvement, it was
determined that a significant reduction in process waste could be achieved by replacing the
current planning and scheduling systems with a common Enterprise Resource Planning
(ERP) system located in the Cleveland data center. This central system would provide
support to each of the plants replacing the functionality in the existing systems. It would also
eliminate the need for full data centers at each of the plant facilities. A reduced number of IT
staff could support the remaining applications. In some cases, a third-party contractor could
provide those staff. The Sollace Manufacturing Enterprise Architecture department has
been operating for several years and has mature, well-developed architecture governance
and development processes that are strongly based on TOGAF 9. At a recent meeting, the
Architecture Review Board approved a Request for Architecture Work from the Chief
Engineer of Global Manufacturing Operations who is the project sponsor. The request
covered the initial architectural investigations and the development of a comprehensive
architecture to plan the transformation. The Common ERP Deployment architecture project
team has now been formed, and the project team has been asked to develop an
Architecture Vision that will achieve the desired outcomes and benefits. Some of the plant
managers have expressed concern about the security and reliability of driving their planning
and production scheduling from a central system located in Cleveland. The Chief Engineer
wants to know how these concerns can be addressed. Refer to the Sollace Manufacturing
Scenario You are serving as the Lead Enterprise Architect for the Common ERP
Deployment architecture project. One of the earliest initiatives in the Enterprise Architecture
program at Sollace Manufacturing was the definition of a set of IT principles and
architecture principles that are well aligned with the overall enterprise principles. These now

need to be updated to address the concerns raised. You have been asked to select a set of
principles most appropriate for guiding the team to define a robust solution. [Note: You
should assume that Sollace Manufacturing has adopted the example set of principles that
are listed and defined in TOGAF 9, Section 23.6.] Based on TOGAF 9, which of the
following is the best answer?

Scenario Acme Widgets Inc. Please read this scenario prior to answering the question
Acme Widgets Inc. manufactures a variety of small electromechanical devices. As part of a
corporate-wide Lean Manufacturing initiative, it has defined a strategic architecture to
improve its ability to meet consumer demand and improve its ability to manage its supply
chain. The strategic architecture called for the consolidation of multiple Enterprise Resource
Planning (ERP) applications that have been operating independently in several of the
divisions’ production facilities. The goal is to replace the functionality of the existing
applications with a new ERP product running as a single instance in the company’s primary
data center. Acme has a mature enterprise architecture practice and uses TOGAF 9 for the

basis of its architecture framework, [n addition to the EA program, Acme has a number of
management frameworks in use, including business planning, portfolio/project
management, and operations management. The EA program is sponsored by the CIO.
Each division has completed the Architecture Definition documentation required to tailor and
configure the environment to meet its own specific manufacturing requirements. The
enterprise architects have analyzed the key corporate change attributes and implementation
constraints. A consolidated gap analysis has been completed which has identified the gaps
across the Business, Data, Application, and Technology domains. Based on the results of
the gap analysis, the architects have reviewed the functional requirements and
interoperability requirements needed to integrate the new ERP environment into the existing
environment. Based on all of these factors, the architects have assessed the organization’s
readiness to conduct the business transformation and have produced a risk assessment.
Because of the risks posed by the complexity of the current environment, it has been
determined that a phased approach is needed to implement the target architectures. The
overall implementation process is estimated to take several years. Refer to the Acme
Widgets Scenario Your role is consultant to the Lead Architect. The Implementation and
Migration Plan v.0.l, the Transition Architectures v1.0, and the Capability Assessment
deliverables are now complete. You have been asked to recommend the next steps to
prepare the final Implementation and Migration Plan. Based on TOGAF 9, which of the
following is the best answer?

Scenario Global Traders Inc. Please read this scenario prior to answering the question
Global Traders is a large, global commodities trading company which has been growing
rapidly through a series of acquisitions. Each new business is performing well in its markets.
However, the lack of integration between headquarters and the business units has
increasingly caused problems in the handling of customer and financial information. The
inability to share information across businesses has resulted in lost opportunities to
“leverage the synergies” that had been intended when the businesses were acquired. At
present, each business unit maintains its own applications. Despite an earlier initiative to
install a common application to manage customer, products, supplier, and inventory
information, each business unit has different ways of defining each of these core elements
and has customized the common application to the point where the ability to exchange
information is difficult, costly, and error-prone. As a result, Global Traders has begun

implementing a single Enterprise Resource Planning (ERP) system to consolidate
information from several applications that exist across the lines of business. The Corporate
Board is concerned that the new ERP system must be able to manage and safeguard
customer information in a manner that meets or exceeds the legal requirements of the
countries in which the company operates. This will be an increasingly important capability
as the company expands its online services offered to clients and trading partners. The CIO
has formed an Enterprise Architecture department, and one of the primary goals in its
charter is to coordinate efforts between the ERP implementation team and the business unit
personnel who will be involved in the migration process. The CIO has also formed a
crossfunctional Architecture Review Board to oversee and govern the architecture.Global
Traders has selected TOGAF 9 as the basis for its Enterprise Architecture program. The
CIO has endorsed this choice with the full support of top management. Refer to the Global
Traders Inc. Scenario You are serving as the Chief Architect. You have been asked to
recommend the approach to take in the Preliminary Phase to ensure that the Corporate
Board’s concern is addressed. Based on TOGAF 9, which of the following is the best
answer?

Scenario St. Christopher Consulting Please read this scenario prior to answering the
question St. Christopher Consulting started as an accounting and financial services
company. It has expanded over the years and is now a leading North American IT and
Business Services provider. With numerous practice areas and a multitude of diverse
engagements underway at any given time, overall engagement management has become
challenging. The company does not want to risk its outstanding reputation or its international
certifications and CMM ratings. Senior partners must become team players, working to
support the broader needs of the company and its shareholders. The Enterprise
Architecture team has been working to create St. Christopher’s Enterprise Architecture
framework to address these issues. The team has defined a preliminary framework and held
workshops with key stakeholders to define a set of principles to govern the architecture
work. They have completed an Architecture Vision at a strategic level and laid out
Architecture Definitions for the four domains. They have set out an ambitious vision of the
future of the company over a five-year period. An Architecture Review Board has been
formed comprised of IT staff executives and executives from the major practice areas. The
Chief Executive Officer and Chief Information Officer have cosponsored the creation of the
Enterprise Architecture program. The Enterprise Architecture framework is based en
TOGAF 9. As the EA team prepare to formulate an Implementation plan, they have been

asked by the CIO to assess the risks associated with the proposed architecture. He has
received concerns from senior management that the proposed architecture may be too
ambitious and they are not sure it can produce sufficient value to warrant the attendant
risks. Refer to the St Christopher Consulting Scenario You have been assigned to the role
of Chief Enterprise Architect. You have been asked to recommend an approach to satisfy
the concerns raised. Based on TOGAF 9, which of the following is the best answer?

Scenario Sollace Manufacturing Please read this scenario prior to answering the question
Sollace Manufacturing is a major supplier in the automotive industry, headquartered in
Cleveland, Ohio with manufacturing plants in Chicago, Sao Paulo, Stuttgart, Yokohama,
and Seoul. Each of these plants has been operating its own planning and production
scheduling systems, as well as custom developed applications that drive the automated
production equipment at each plant. Sollace Manufacturing is implementing lean
manufacturing principles to minimize waste and improve the efficiency of all of its production
operations. During a recent exercise held for internal quality improvement, it was
determined that a significant reduction in process waste could be achieved by replacing the
current planning and scheduling systems with a common Enterprise Resource Planning
(ERP) system located in the Cleveland data center. This central system would provide
support to each of the plants replacing the functionality in the existing systems. It would also
eliminate the need for full data centers at each of the plant facilities. A reduced number of IT
staff could support the remaining applications. In some cases, a third-party contractor could
provide those staff. The Sollace Manufacturing Enterprise Architecture department has
been operating for several years and has mature, well-developed architecture governance
and development processes that are strongly based on TOGAF 9.At a recent meeting, the
Architecture Review Board approved a Request for Architecture Work from the Chief
Engineer of Global Manufacturing Operations who is the project sponsor. The request
covered the initial architectural investigations and the development of a comprehensive
architecture to plan the transformation. The Common ERP Deployment architecture project
team has now been formed, and the project team has been asked to develop an
Architecture Vision that will achieve the desired outcomes and benefits. Some of the plant
managers have expressed concern about the security and reliability of driving their planning
and production scheduling from a central system located in Cleveland. The Chief Engineer
wants to know how these concerns can be addressed. Refer to the Sollace Manufacturing
Scenario You are serving as the Lead Enterprise Architect of the newly-formed Common
ERP Deployment architecture project team. As the Common ERP Deployment architecture
project team assembles for its initial meeting, many of the participants have voiced
concerns about the sweeping scope of the initiative. Others are confident that they know a
solution that will work. During the meeting, a number of alternative recommendations for
how to proceed are put forward by members of the team. You have been asked to select
the most appropriate recommendation to ensure that the team evaluates different

approaches to the problem and clarifies the requirements for the architecture. Based on
TOGAF 9, which of the following is the best answer?

Scenario MedInc Products Ltd. Please read this scenario prior to answering the Question.
MedInc Products Ltd. is a leading medical device manufacturer in the highly competitive
market for Migraine Headache Pain Management (MHPM) devices. These tiny wireless
devices are implanted in the brain and can deliver a precise electric shock when the
wearable Pain Control Unit (PCU) detects an increase in stress induced by the onset of a

migraine headache. This technology will be a breakthrough in the treatment of this
condition, and several competitors are striving to be the first to introduce a product into the
market. However, all of them must demonstrate the effectiveness and safety of their
products in a set of clinical trials that will satisfy the regulatory requirements of the countries
in the target markets. The Enterprise Architecture group at MedInc Products has been
engaged in an architecture development project to create a secure networked collaboration
system that will allow researchers at its product development laboratories worldwide to
share information about their independent clinical trials. The Enterprise Architecture group is
a mature organization that has been utilizing TOGAF for several years. The MedInc
Architecture Development Method is strictly based on TOGAF 9 with extensions required to
support current good manufacturing practices and good laboratory practices in their target
markets. The project team has now completed the Business, Information Systems, and
Technology Architecture phases and has produced a complete set of deliverables for each
phase. Due to the highly sensitive nature of the information that is managed, special care
was taken to ensure that each architecture domain included an examination of the security
and privacy issues that are relevant for each domain. A corresponding Security Architecture
has been defined. The Executive Vice President for Clinical Research is the sponsor of the
Enterprise Architecture activity. He has stated that the changes to the enterprise
architecture for the new system will need to be rolled out on a geographic basis that will
minimize disruptions to ongoing clinical trials. The work will need to be done in stages and
rolled out in geographical regions. Refer to the Medlnc Products Ltd. Scenario You are
serving as the Lead Architect for the project team. You have been asked to recommend the
approach to identify the work packages that will be included in the Transition
Architecture(s). Based on TOGAF 9, which of the following is the best answer?

Scenario Mobile Telco Please read this scenario prior to answering the Question. Mobile
Telco is a mobile telecommunications company formed through a series of mergers and
acquisitions. They are yet to fully integrate the customer service systems for the most recent
acquisitions, and as result, customer service has been a major concern for the Chief
Technology Officer. Results for the last two quarters have shown that Average Revenue Per
User (ARPU) and the customer retention (Churn) rate have fallen below the industry
average. The Corporate Marketing group has published some new findings about customer

satisfaction. The customers appear to be switching to AirLight, a competitor, because of
superior customer service. Mobile Telco actually has better coverage in nearly all markets
than AirLight, and good roaming agreements that keep rates low for business travelers. But,
customer satisfaction has remained low. The Business Strategy group and the Enterprise
Architecture group have conducted a high-level project to develop the enterprise-wide
strategic plan. They have developed a business scenario which contains a good conceptual
model of what needs to be done, and also identifies the key requirements. This was used in
preparing the proposal presented to the Executive Council and the Corporate Board. The
planning for the program has been underway for several months. Mobile Telco has selected
TOGAF 9 as the basis for its Enterprise Architecture. The Corporate Board has approved
funding for a multi-million Euro conversion to transition to a packaged Customer Service
System. It is anticipated that the overall program will take five years to complete, but there
are some tactical projects that can commence immediately to address the situation. The
Executive Council has stated that the program should define specific initiatives to enable
each regional business unit to create an implementation of the Customer Service System.
The implementation must meet the needs of the business unit and still provide the
information needed to enable major improvements to the customer. Refer to the Mobile
Telco Scenario You are serving as the Lead Architect for the Performance and Integrity
project of the Customer Service System program. The project has been chartered to
address the architecture(s) required to support the Customer Service System from an
infrastructure perspective. At the present time, the project team is conducting an
architecture development project that is focused on the customer self-service capability,
which was defined as part of the earlier strategic planning activities. This capability will
enable customers to access their accounts, pay bills, request account reviews, and
provision services from any web-enabled device. The project team has gathered information
about the self-service capability, developed a business scenario, and used the results to
define an Architecture Vision for achieving the capability. You have been asked to
recommend the course of action to complete the project. Based on TOGAF 9, which of the
following is the best answer?

Scenario Reveille Bugle Please read this scenario prior to answering the question For over
100 years, Reveille Bugle has been manufacturing brass bugles and other musical
instruments. North America has been the primary market for Reveille’s products. However,
the firm has now expanded into European markets and will soon establish a market in Latin
America . A future expansion into the Asia Pacific region is also planned. The firm is
organized into several business units that each focus on manufacturing particular families of
instruments such as brass, woodwind, and percussion. Each business unit has acquired
other producers to create its manufacturing capacity. This has resulted in a complex
environment with a high diversity of business and manufacturing systems. The Enterprise
Architecture (EA) program at Reveille Bugle has been functioning for several years. It has
made significant progress in consolidating the technology portfolio and establishing key
standards. The CIO and the COO are joint sponsors of the EA program. By all measures,
the EA program is mature, with an active Architecture Board and a well-defined architecture
process and standard content templates based on the TOGAF 9 Architecture Content
Framework. The EA process framework is well coordinated with the PMO, Systems
Development, and Operations functions. The firm has completed a strategic plan to
reorganize its Sales & Marketing organization according to four geographic market sectors:
North America; Europe, Africa, and Middle East; Latin America; and Asia- Pacific. One of
the goals of this reorganization is to improve the ability of Marketing to collect more
meaningful market analytics that will enable each sector to better address market needs
with effective marketing campaigns and global product presence. A Request for Architecture
Work has been approved. As the architecture team commences its work, the CIO has
expressed a concern about whether the firm will be able to adapt to the proposed
architecture and how to manage the associated risks. Refer to the Reveille Bugle Scenario
Your role is consultant to the Lead Architect. You have been asked how to address the
concerns of the CIO. Based on TOGAF 9, which of the following is the best answer?

Scenario Global Traders Inc. Please read this scenario prior to answering the question
Global Traders is a large, global commodities trading company which has been growing

rapidly through a series of acquisitions. Each new business is performing well in its markets.
However, the lack of integration between headquarters and the business units has
increasingly caused problems in the handling of customer and financial information. The
inability to share information across businesses has resulted in lost opportunities to
“leverage the synergies” that had been intended when the businesses were acquired. At
present, each business unit maintains its own applications. Despite an earlier initiative to
install a common application to manage customer, products, supplier, and inventory
information, each business unit has different ways of defining each of these core elements
and has customized the common application to the point where the ability to exchange
information is difficult, costly, and error-prone. As a result, Global Traders has begun
implementing a single Enterprise Resource Planning (ERP) system to consolidate
information from several applications that exist across the lines of business. The Corporate
Board is concerned that the new ERP system must be able to manage and safeguard
customer information in a manner that meets or exceeds the legal requirements of the
countries in which the company operates. This will be an increasingly important capability
as the company expands its online services offered to clients and trading partners. The CIO
has formed an Enterprise Architecture department, and one of the primary goals in its
charter is to coordinate efforts between the ERP implementation team and the business unit
personnel who will be involved in the migration process. The CIO has also formed a
crossfunctional Architecture Review Board to oversee and govern the architecture. After
reviewing the available alternatives, and based on recommendations from the ERP vendor,
Global Traders has selected TOGAF 9 as the basis for its Enterprise Architecture program.
The CIO has endorsed this choice with the full support of top management. Refer to the
Global Traders Inc. Scenario You are serving as the Chief Architect. As part of the process
for establishing the Enterprise Architecture department, you have decided to create a set of
principles to guide the activities. You have been asked to recommend the best approach for
this work. Based on TOGAF 9, which of the following is the best answer?

Scenario Mansfield Bearing Please read this scenario prior to answering the question
Mansfield Bearing Inc. manufactures ball bearings used in industrial equipment applications.
They have manufacturing operations in several cities in the United States, Germany, and
the United Kingdom. The firm has traditionally allowed each manufacturing plant to drive its
own production planning systems. Each plant has its own custom Materials Requirements
Planning, Master Production Scheduling, Bill of Materials, and Shop Floor Control systems.

Mansfield employs “Just In Time” techniques to minimize wastes caused by excessive
inventory and work in process. The increasingly competitive business environment has
compelled the firm to improve its business capability to be more responsive to the needs of
industrial customers. To support this capability, the firm has decided to implement an
Enterprise Resource Planning (ERP) solution that will enable Mansfield to better coordinate
its manufacturing capacity to match the demands for its products across all plants. In
addition, there are also new European regulations coming into force to which their
manufacturing processes must conform in the next six months. As part of the
implementation process, the Enterprise Architecture (EA) department has begun to
implement an architecture process based on TOGAF 9. The CIO is the sponsor of the
activity. The Chief Architect has directed that the program should include formal modeling
using the Architecture Content Framework and the TOGAF Content Metamodel. This will
enable support for the architecture tooling that Mansfield utilizes for its EA program. The
Chief Architect has stated that in order to model the manufacturing process it will be
necessary to model processes that are eventdriven. Also, in order to consolidate
applications across several data centers it will be necessary to model the location of IT
services. In particular, the end goal is to have the single ERP application running in a single
data center. Currently the project is in the Preliminary Phase, and the architects are tailoring
the Architecture Development Method (ADM) and Architecture Content Framework to fit into
the Mansfield Bearing environment. Refer to the Global Traders Inc. Scenario You are
serving as the Chief Architect. As part of the process for establishing the Enterprise
Architecture department, you have decided to create a set of principles to guide the
activities. You have been asked to recommend the best approach for this work. Based on
TOGAF 9, which of the following is the best answer? Refer to the Mansfield Bearing
Scenario Your role is the Lead Architect. You have been asked to recommend a response
to the Chief Architect’s request to tailor the TOGAF Content Metamodel. Based on TOGAF
9, which of the following is the best answer?