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?
A.
You would apply the Business Value Assessment Technique to prioritize the implementation projects and
project increments. Thus 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 conduct a set of Compliance Assessments to ensure that the implementation team is
implementing the architecture according to the contract(s). The Compliance Assessment should also
ensure 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.
C.
You would assess how the plan impacts the other frameworks in use. 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 a time-lined Implementation and
Migration Plan.
D.
You would place the strategic Architecture Definition and Transition Architectures under configuration
control as part of the ongoing evolution 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.