Scenario
Please read this scenario prior to answering the Question You have been assigned the role of Chief
Enterprise Architect within a leading North American information technology services company. The
company has a number of service portfolios including infrastructure, applications, business process
outsourcing, accounting, and financial services. With numerous practice areas and a multitude of
diverse engagements underway at any given time, overall engagement management within the
company has become challenging. The company does not want to risk its outstanding reputation or
its international certifications and CMM ratings. The Chief Executive Officer and Chief Information
Officer have co-sponsored the creation of an Enterprise Architecture prog-am based on TOGAF 9. An
Architecture Board has been formed comprised of IT staff executives and executives from the major
practice areas. The Enterprise Architecture team has been working with the Strategic Planning team
to create a strategic enterprise architecture to address these issues. The team has defined a
framework and held workshops with key stakeholders to define a set of architecture principles to
govern the architecture work. They have completed an Architecture Vision at a strategic level and
laid out Architecture Definitions for the four domains. They have set out an ambitious vision of the
future of the company over a five-year period. This includes a solution architecture including three
distinct transformations. The CIO has made it clear that prior to the approval of the detailed
Implementation and Migration plan, the EA team will need to assess the risks associated with the
proposed architecture. He has received concerns from some of the senior partners that the
proposed architecture may be too ambitious and they are not sure it can produce sufficient value to
warrant the attendant risks. Refer to the Scenario You have been asked to recommend an approach
to satisfy these concerns. Based on TOGAF 9, which of the following is the best answer?

A.
You recommend that before preparing the detailed Implementation and Migration plan, the EA
team should review and consolidate the gap analysis results from Phases B to D to understand the
transformations that are required to achieve the proposed Target Architecture. The EA team should
assess the readiness of the organization to undergo change. Once the Solution Architecture has been
assembled, it should be analyzed using a state evolution table to determine the Transition
Architectures.

B.
You recommend that the EA team apply an interoperability analysis to evaluate any potential
issues across the Solution Architecture. This should include the development of a matrix showing the
interoperability retirements. Once all of the concerns have been resolved, the EA team should
finalize the Architecture Roadmap and the Implementation and Migration Plan.

C.
You recommend that the EA team apply the Business Transformation Readiness Assessment
technique which will allow the risks associated with the transformations to be identified and
mitigated for, it will also identify improvement actions to be worked into the Implementation and
Migration Plan. A Business Value Assessment should be used to determine the business value and
associated risks for the transformation.

D.
You recommend that the EA team should gather information about potential solutions from the
appropriate sources. Once the Solution Architecture has been assembled, it should be analyzed
using a state evolution table to determine the Transition Architectures. A value realization process
should then be established to ensure that the concerns raised are addressed.