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 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.

B.
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.

C.
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.

D.
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.