Scenario:
Please read this scenario prior to answering the question
Your role is consultant to the Lead Architect within a company that manufactures a variety of small
electromechanical devices. As part of a corporate-wide Lean Manufacturing initiative, the company
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.
The company has a mature enterprise architecture practice and uses TOGAF 9 for the basis of its
architecture framework. In addition to the EA program, the company 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 requirements, dependencies and interoperability requirements needed
to integrate the new ERP environment into the existing environment. The architects have completed
the Business Transformation Readiness Assessment started in Phase A.
Based on all of these factors they 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 Scenario
The Implementation and Migration Plan v0.l, the draft Architecture Roadmap, 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?

A.
You would apply the Business Value Assessment Technique to prioritize the implementation
projects and project increments. The assessment should focus on return on investment and
performance evaluation criteria that can be 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 then document the lessons learned and
generate the final plan.

B.
You would assess how the plan impacts the other frameworks in use in the organization.
Minimally, the plan should be coordinated with the business planning, portfolio/project
management and operations management frameworks. You would then assign a business value to
each project, taking into account available resources and priorities for the projects. Finally, you
would generate the Implementation and Migration Plan.

C.
You would conduct a series of Compliance Assessments to ensure that the implementation team
is implementing the architecture according to the contract. The Compliance Assessment should
verify that the implementation team is using the proper development methodology. It should
include deployment of monitoring tools and ensure that performance targets are being met. If they
are not met, then changes to performance requirements should be identified and updated in the
Implementation and Migration Plan.

D.
You would place the strategic Architecture Definition 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 recommend that lessons learned be accepted by the Architecture Board as changes to the
architecture without review.