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.