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 PhaseA . 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.