Scenario:
Please read this scenario prior to answering the Question
You have been assigned the role of Lead Enterprise Architect for a manufacturing firm that specializes in
musical instruments. The firm has been established for over 100 years, operating in North America for most of
that time. In the last ten years, the firm has 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
expand its manufacturing capacity. This has resulted in a complex environment with a high diversity of business
and manufacturing systems.
The Enterprise Architecture (EA) program within the firm 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 pint sponsors of the EA program. 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 the four
target geographic markets. 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 to address the goals of the reorganization has been approved. As the
architecture team commences its work, the CIO has expressed concerns about whether the firm will be able to
adapt to the proposed architecture and how to manage the associated risks.
Refer to the Scenario
You have been asked how to address the concerns of the CIO.
Based on TOGAF 9, which of the following is the best answer?

A.
In Phase B, the team should create a set of views that will enable them to identify the factors that will
influence the successful introduction of the architecture into the organization. There should then be an
assessment of each factor on a maturity scale that will allow the team to gauge the urgency, readiness, and
degree of difficulty to fix. These factors can then be used to assess the initial risks associated with the
proposed architecture.

B.
In Phase A the team should analyze their risk by completing an Implementation Factor Assessment and
Deduction Matrix to identify the particular risks associated with the implementation and deployment. The
matrix should include a list of factors to be considered, their descriptions, and constraints that should be
taken into account. These factors can then used to assess the initial risks associated with the proposed
architecture.

C.
In Phase A, the team should use the Business Transformation Readiness Assessment technique to identify
the factors that will influence the successful introduction of the architecture into the organization. The
assessment should include determining the readiness rating for each factor based on a maturity scale that
will allow the team to gauge the urgency, readiness, and degree of difficulty to fix. These factors can then
used to assess the initial risks associated with the proposed architecture.

D.
In Phase A, the team should conduct a Business Scenario to identify the stakeholders’ concerns and the
resulting retirements. Once the retirements have been identified, they can be assessed in terms of their
risks. The risks should be evaluated in terms of how they could be avoided, transferred, or mitigated. Any
risks that cannot be resolved should be identified as residual risks and their disposition should be decided
by the Architecture Board.