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 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.

B.
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.

C.
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.

D.
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.