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.