Scenario

Sollace Manufacturing
Please read this scenario prior to answering the question Sollace Manufacturing is a major supplier
in the automotive industry, headquartered In Cleveland, Ohio with manufacturing plants in Chicago,
Sao Paulo, Stuttgart, Yokohama, and Seoul. Each of these plants has been operating its own planning
and production scheduling systems, as well as custom developed applications that drive the
automated production equipment at each plant. Sollace Manufacturing is implementing lean
manufacturing principles to minimize waste and improve the efficiency of all of its production
operations. During a recent exercise held for internal quality improvement, it was determined that a
significant reduction in process waste could be achieved by replacing the current planning and
scheduling systems with a common Enterprise Resource Planning (ERP) system located in the
Cleveland data center. This central system would provide support to each of the plants replacing the
functionality in the existing systems. It would also eliminate the need for full data centers at each of
the plant facilities. A reduced number of IT staff could support the remaining applications. In some
cases, a third-party contractor could provide those staff. The Sollace Manufacturing Enterprise
Architecture department has been operating for several years and has mature, well-developed
architecture governance and development processes that are strongly based on TOGAF 9. At a
recent meeting, the Architecture Review Board approved a Request for Architecture Work from the
Chief Engineer of Global Manufacturing Operations who is the project sponsor. The request covered
the initial architectural investigations and the development of a comprehensive architecture to plan
the transformation. The Common ERP Deployment architecture project team has now been formed,
and the project team has been asked to develop an Architecture Vision that will achieve the desired
outcomes and benefits. Some of the plant managers have expressed concern about the security and
reliability of driving their planning and production scheduling from a central system located in
Cleveland. The Chief Engineer wants to know how these concerns can be addressed. Refer to the
Sollace Manufacturing Scenario You are serving as the Lead Enterprise Architect for the Common
ERP Deployment architecture project. One of the earliest initiatives in the Enterprise Architecture
program at Sollace Manufacturing was the definition of a set of IT principles and architecture
principles that are well aligned with the overall enterprise principles. These now need to be updated
to address the concerns raised. You have been asked to select a set of principles most appropriate
for guiding the team to define a robust solution. [Note: You should assume that Sollace
Manufacturing has adopted the example set of principles that are listed and defined in TOGAF 9,
Section 23.6.] Based on TOGAF 9, which of the following is the best answer?

Scenario

Acme Widgets Inc.
Please read this scenario prior to answering the question Acme Widgets Inc. manufactures a variety
of small electromechanical devices. As part of a corporate-wide Lean Manufacturing initiative, it 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. Acme has a mature enterprise architecture practice and uses TOGAF 9 for the basis of its
architecture framework, [n addition to the EA program, Acme 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 functional requirements and
interoperability requirements needed to integrate the new ERP environment into the existing
environment. Based on all of these factors, the architects have assessed the organization’s readiness
to conduct the business transformation and 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 Acme Widgets Scenario Your role is consultant to the
Lead Architect. The Implementation and Migration Plan v.0.l, the Transition Architectures v1.0, 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?

Scenario
Global Traders Inc.
Please read this scenario prior to answering the question Global Traders is a large, global
commodities trading company which has been growing rapidly through a series of acquisitions. Each
new business is performing well in its markets. However, the lack of integration between
headquarters and the business units has increasingly caused problems in the handling of customer
and financial information. The inability to share information across businesses has resulted in lost
opportunities to “leverage the synergies” that had been intended when the businesses were
acquired. At present, each business unit maintains its own applications. Despite an earlier initiative
to install a common application to manage customer, products, supplier, and inventory information,
each business unit has different ways of defining each of these core elements and has customized
the common application to the point where the ability to exchange information is difficult, costly,
and error-prone. As a result, Global Traders has begun implementing a single Enterprise Resource
Planning (ERP) system to consolidate information from several applications that exist across the lines
of business. The Corporate Board is concerned that the new ERP system must be able to manage and
safeguard customer information in a manner that meets or exceeds the legal requirements of the
countries in which the company operates. This will be an increasingly important capability as the
company expands its online services offered to clients and trading partners. The CIO has formed an
Enterprise Architecture department, and one of the primary goals in its charter is to coordinate
efforts between the ERP implementation team and the business unit personnel who will be involved
in the migration process. The CIO has also formed a crossfunctional Architecture Review Board to
oversee and govern the architecture.Global Traders has selected TOGAF 9 as the basis for its
Enterprise Architecture program. The CIO has endorsed this choice with the full support of top
management. Refer to the Global Traders Inc. Scenario You are serving as the Chief Architect. You
have been asked to recommend the approach to take in the Preliminary Phase to ensure that the
Corporate Board’s concern is addressed. Based on TOGAF 9, which of the following is the best
answer?

Scenario
St. Christopher Consulting Please read this scenario prior to answering the question St. Christopher
Consulting started as an accounting and financial services company. It has expanded over the years
and is now a leading North American IT and Business Services provider. With numerous practice
areas and a multitude of diverse engagements underway at any given time, overall engagement
management has become challenging. The company does not want to risk its outstanding reputation
or its international certifications and CMM ratings. Senior partners must become team players,
working to support the broader needs of the company and its shareholders. The Enterprise
Architecture team has been working to create St. Christopher’s Enterprise Architecture framework
to address these issues. The team has defined a preliminary framework and held workshops with key
stakeholders to define a set of 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. An
Architecture Review Board has been formed comprised of IT staff executives and executives from
the major practice areas. The Chief Executive Officer and Chief Information Officer have cosponsored the creation of the Enterprise Architecture program. The Enterprise Architecture
framework is based en TOGAF 9. As the EA team prepare to formulate an Implementation plan, they
have been asked by the CIO to assess the risks associated with the proposed architecture. He has
received concerns from senior management 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 St
Christopher Consulting Scenario You have been assigned to the role of Chief Enterprise Architect.
You have been asked to recommend an approach to satisfy the concerns raised. Based on TOGAF 9,
which of the following is the best answer?

Scenario
Sollace Manufacturing
Please read this scenario prior to answering the question Sollace Manufacturing is a major supplier
in the automotive industry, headquartered in Cleveland, Ohio with manufacturing plants in Chicago,
Sao Paulo, Stuttgart, Yokohama, and Seoul. Each of these plants has been operating its own planning
and production scheduling systems, as well as custom developed applications that drive the
automated production equipment at each plant. Sollace Manufacturing is implementing lean
manufacturing principles to minimize waste and improve the efficiency of all of its production
operations. During a recent exercise held for internal quality improvement, it was determined that a
significant reduction in process waste could be achieved by replacing the current planning and
scheduling systems with a common Enterprise Resource Planning (ERP) system located in the
Cleveland data center. This central system would provide support to each of the plants replacing the
functionality in the existing systems. It would also eliminate the need for full data centers at each of
the plant facilities. A reduced number of IT staff could support the remaining applications. In some
cases, a third-party contractor could provide those staff. The Sollace Manufacturing Enterprise
Architecture department has been operating for several years and has mature, well-developed
architecture governance and development processes that are strongly based on TOGAF 9.At a recent
meeting, the Architecture Review Board approved a Request for Architecture Work from the Chief
Engineer of Global Manufacturing Operations who is the project sponsor. The request covered the
initial architectural investigations and the development of a comprehensive architecture to plan the
transformation. The Common ERP Deployment architecture project team has now been formed, and
the project team has been asked to develop an Architecture Vision that will achieve the desired
outcomes and benefits. Some of the plant managers have expressed concern about the security and
reliability of driving their planning and production scheduling from a central system located in
Cleveland. The Chief Engineer wants to know how these concerns can be addressed. Refer to the
Sollace Manufacturing Scenario You are serving as the Lead Enterprise Architect of the newly-formed
Common ERP Deployment architecture project team. As the Common ERP Deployment architecture
project team assembles for its initial meeting, many of the participants have voiced concerns about
the sweeping scope of the initiative. Others are confident that they know a solution that will work.
During the meeting, a number of alternative recommendations for how to proceed are put forward
by members of the team. You have been asked to select the most appropriate recommendation to
ensure that the team evaluates different approaches to the problem and clarifies the requirements
for the architecture. Based on TOGAF 9, which of the following is the best answer?