Worldwide Mobile 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 finding about customer satisfaction. The customers appear to be switching to Air Light, a competitor,
because of superior customer service. WorldwideMobile actually has better coverage in nearly all markets than
Air Light, and good roaming agreement that keep rates low for business travellers. 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. WorldwideMobile 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 units 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 WorldwideMobile-2 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 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 best answer?

A.
In the remaining architecture definition phases, the project team should map out the capability in the
Technology domain. In the Phases E and F, the capability should be broken down into a set of Solution
Building Blocks that define the Target Architecture. Where possible, the Solution Building Blocks should be
drawn from the Architecture Repository. The completed Architecture Definition Document and the
Implementation and Migration Plan will be submitted for approval. Upon approval, the architecture team will
conduct Compliance Assessments to ensure that the Target Architecture is properly implemented.

B.
In the remaining architecture definition phases, the project team should map out the capability across the
Business, Information System and Technology domains. In the Phases E and F, the capability should bebroken down into a set of increments that are sequenced into Transition Architectures that will lead to the
realization of the Target Architecture. The resulting Solution Building Blocks will then provide the basis for
the capability increment solutions. The complete Architecture Definition Document and the Implementation
and Migration Plan will be submitted for approval. Upon approval, the architecture team will oversee the
implementation process through monitoring Architecture Contracts and by conduction Compliance
Assessments.

C.
In the remaining architecture definition phases, the project team should map out the capability across the
Business, Information System and Technology domains. In the Phases E and F, the capability should be
broken down into a set of increments that defines the Target Architecture. The Solution Building Blocks will
provide the basis for the capability increment solutions. The complete Architecture Definition Document and
the Implementation and Migration Plan will be submitted for approval. Upon approval, the architecture team
will oversee the implementation process through monitoring Architecture Contracts and by conducting
Compliance Assessments.

D.
The remaining architecture definition work should be focused on mapping out the technology and
infrastructure capability in the Technology domain. In Phases E and F, the capability should be broken down
into a set of Solution Building Blocks that will be implemented to realize the Target Architecture. The
Solution Building Blocks will provide the basis for the completed Architecture Definition Document that will
be submitted for approval. Upon approval, the implementation team will conduct Compliance Assessments
to ensure that the self-service capability is compliant with the overall Enterprise Architecture.