Scenario: Global Mobile 1
Please read this scenario prior to answering the question
Global Mobile is a mobile telecommunications company formed through a series of mergers and acquisitions.
They are yet to fully integrate the customer service systems for the most recent acquisitions, and as result,
customer service has been a major concern for the Chief Technology Officer.
Results for the last two quarters have shown that Average Revenue Per User (ARPU) and the customer
retention (Churn) rate have fallen below the industry average. The Corporate Marketing group has published
some new findings about customer satisfaction. The customers appear to be switching to Air Light, a
competitor, because of superior customer service. Global Mobile actually has better coverage in nearly all
markets than Air Light, and good roaming agreements that keep rates low for business travelers. But, customer
satisfaction has remained low.
The Business Strategy group and the Enterprise Architecture group have conducted a high-level project to
develop the enterprise-wide strategic plan. They have developed a business scenario which contains a good
conceptual model of what needs to be done, and also identifies the key requirements. This was used in
preparing the proposal presented to the Executive Council and the Corporate Board.
The planning for the program has been underway for several months. Global Mobile has selected TOGAF 9 as
the basis for its Enterprise Architecture.
The Corporate Board has approved funding for a multi-million Euro conversion to transition to a packaged
Customer Service System. It is anticipated that the overall program will take five years to complete, but there
are some tactical projects that can commence immediately to address the situation. The Corporate Board has
placed one additional major constraint on the program. In addition to achieving the business outcomes directly
related to improving overall customer service within each business unit, the Corporate Board expects the
Target Architecture to produce an additional saving of at least 30% over current operating costs through energy
efficiency initiatives, virtualization of servers and workstations, and expanded telecommuting and desk-sharing.
This Green initiative is intended to become a model for future investments at all company facilities worldwide.
Refer to Global Mobile scenario
You have been engaged as a consultant to advise the Chief Architect on the best ways to approach to the
implementation planning activities for this significant business transformation.
Based on TOGAF 9, which of the following is the best answer? (Is this the right answers to choose?)
A.
You recommend using conventional implementation planning techniques. The horizontal scope of the
Green initiative would make the Capability-Based Planning approach used in the organization’s TOGAFbased Enterprise Architecture framework difficult to manage and govern. This approach to planning was
better applied within the vertical scope of a business unit.
B.
You recommend that the implementation planning activities be conducted using Capability-Based Planning.
This is appropriate because the Green initiative is an enterprise-wide plan with a horizontal scope. Its
metrics are aggregated at the enterprise level. It is crucial to gain business unit support and cooperation to
achieve the broader business outcomes which will benefit all.
C.
The Capability-Based Planning approach used in the organization’s TOGAF-based Enterprise Architecture
framework is focused on business outcomes. The Green initiative is an infrastructure program that is
technical in nature; therefore, it would not be appropriate to use the Capability-Based Planning approach.
Instead, the Global Mobile systems development lifecycle approach should be utilized to develop the
Solution Architecture.
D.
You recommend using conventional implementation planning techniques. The Capability-Based Planning
approach is normally only used in public sector, defense-related programs. This approach is not appropriatefor a private sector company.