Scenario Please read this scenario prior to answering the Question You are the Lead
Architect for a firm that manufactures ball bearings used in industrial equipment
applications. They have manufacturing operations in several cities in the United States,
Germany, and the United Kingdom. The firm has traditionally allowed each manufacturing
plant to drive its own production planning systems. Each plant has its own custom Materials
Requirements Planning, Master Production Scheduling, Bill of Materials, and Shop Floor
Control systems. “Just In Time” manufacturing techniques are used to minimize wastes
caused by excessive inventory and work in process. The increasingly competitive business
environment has compelled the firm to improve its business capability to be more
responsive to the needs of industrial customers. To support this capability, the firm has
decided to implement an Enterprise Resource Planning (ERP) solution that will enable it to

better coordinate its manufacturing capacity to match the demands for its products across
all plants. In addition, there are also new European regulations coming into force to which
their manufacturing processes must conform in the next six months. As part of the
implementation process, the Enterprise Architecture (EA) department has begun to
implement an architecture process based on TOGAF 9. The CIO is the sponsor of the
activity. The Chief Architect has directed that the program should include formal modeling
using the Architecture Content Framework and the TOGAF Content Metamodel. This will
enable support for the architecture tooling that the firm uses for its EA program. The Chief
Architect has stated that in order to model the complex manufacturing process it will be
necessary to model processes that are event-driven. Also, in order to consolidate
applications across several data centers it will be necessary to model the location of IT
assets. In particular, the end goal is to have the single ERP application running in a single
data center. Currently the project is in the Preliminary Phase, and the architects are tailoring
the Architecture Development Method (ADM) and Architecture Content Framework to fit into
the corporate environment. Refer to the Scenario You have been asked to recommend a
response to the Chief Architect’s request to tailor the TOGAF Content Metamodel. Based on
TOGAF 9, which of the following is the best answer?

Scenario Please read this scenario prior to answering the Question You are serving as the
Chief Architect for a large, global commodities trading company which has been growing
rapidly through a series of acquisitions. Each 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, the company has made the
decision to introduce a single enterprisewide application to consolidate information from
several applications that exist across the lines of business. The application will be used by
all business units and accessed by suppliers through well defined interfaces. Refer to the
Scenario As part of the process for establishing the Enterprise Architecture department, you
are developing a set of architecture principles to guide the activities. You need to specify the
best approach for this work. Based on TOGAF 9, which of the following is the best answer?

Scenario Please read this scenario prior to answering the Question You are serving as the
Lead Enterprise Architect at a major supplier in the automotive industry. The company is
headquartered in Cleveland, Ohio with manufacturing plants across the United States,
Brazil, Germany, Japan and South Korea . 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. The company 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 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 Board approved
a Request for Architecture Work sponsored by the Chief Engineer of Global Manufacturing
Operations. 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 diving their
planning and production scheduling from a remote centralized system. The Chief Engineer
wants to know how these concerns can be addressed. Refer to the Scenario During the
initial meeting of the Common ERP Deployment architecture project team, 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?

Scenario Please read this scenario prior to answering the Question You have been
appointed as a consultant to the Chief Enterprise Architect of a multinational pharmaceutical
corporation. The corporation includes 30 subsidiary companies with operations in over 60
countries and products sold in over 125 countries. It has major research and development
sites in over 45 locations worldwide. The management team is deeply committed to
ensuring that the corporation is a world leader in socially responsible pharmaceutical
development with a business strategy that focuses on profitability through environmentally

friendly operating processes as well as a commitment to disease eradication. The
operations of the corporation are subject to legal and regulatory requirements for each
country where they operate. The production of prescription pharmaceutical products has
governmental controls that are strictly enforced and compliance is critical. Recently a
competitor was heavily fined for violating the regulations in a country where it was
conducting a clinical trial for a new regulated drug. The Governing Board is concerned
about the risks posed in this complex global environment. As a result the Chief Executive
Officer (CEO) has appointed a Chief Compliance Officer (CCO) to be responsible for
overseeing and managing compliance issues for the corporation. The CCO reports directly
to the CEO. The CCO has approved the expenditure of resources to establish an Enterprise
Architecture program. He has requested to be informed about the status of projects that
could impact regulatory compliance. He also wants the corporate legal staff and auditors to
analyze all proposed architectures to ensure that they are within the legal guidelines for
each country. In addition, the research organization should be able to see that the
architecture is appropriate for its needs. TOGAF 9 has been mandated as the framework for
the development and evolution of the Enterprise Architecture practice. The Preliminary
Phase has been completed to establish the enterprise architecture capability for this project.
Refer to the Scenario You have been asked to recommend an approach that would enable
the development of an architecture that addresses the needs of the Chief Compliance
Officer, legal staff, auditors and the research organization. Based on TOGAF, which of the
following is the best answer?

Scenario Please read this scenario prior to answering the Question Your role is that of a
consultant to the Lead Enterprise Architect in a company that develops photovoltaic
technologies for use in large-scale solar power farms. The company has three
manufacturing facilities, two in the United States, and one in Southern France. Each of
these facilities supplies a different manufacturer that assembles and sells complete
systems. The solar panels and photovoltaic arrays are custom engineered to meet each
manufacturer’s design specifications. A challenge that the solar power industry has faced is
the efficiency of energy conversion. When a conventional solar panel overheats, it becomes
inefficient and generates less energy. In response to this, the research arm of the company
has pioneered the development of a new solar panel design that will produce up to 50%
more energy than standard solar panels when operating at elevated temperatures. This will
allow the production of significantly more useable energy per square meter than from
standard solar technology. This new design is ready to go into production. The company
has a mature Enterprise Architecture practice that is supported by a cross-functional
Architecture Board. TOGAF 9 is used for developing the automated manufacturing process
and systems used to design, manufacture and test the solar power technologies they
produce. The Chief Information Officer and the Chief Operating Officer co-sponsor the
Enterprise Architecture program. As part of putting the new solar panel design into
production, a pilot architecture project at a single location has defined an updated standard

approach for controlling the automated test systems used to perform final quality assurance.
The Chief Engineer, sponsor of the activity, and the Architecture Board have approved the
plan for immediate implementation at each plant. Architecture Contracts have been
developed that detail the work needed to implement and deploy the new automated test
system controller for each location. The Chief Engineer has expressed concern that a
uniform process be employed at each location to ensure consistency and high yields. Refer
to the Scenario The Lead Enterprise Architect has asked you to recommend the best
approach to address the Chief Engineer’s concern. Based on TOGAF, which of the
following is the best answer?

Scenario Please read this scenario prior to answering the Question You have been
assigned the role of Chief Enterprise Architect within a leading outsourcing services
company. The company has over 20,000 outsourcing professionals and works on some of
the world’s largest outsourcing projects. Outsourcing services include business processes,
infrastructure, and service management. The company also provides business consulting
services. With numerous service areas and a large number of diverse engagements in
progress 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 company has an established an Enterprise
Architecture program based on TOGAF 9, sponsored jointly by the Chief Executive Officer
and Chief Information Officer. An Architecture Board has been formed comprised of IT staff
executives and executives from the major service areas and consulting practice. The
Enterprise Architecture (EA) team has been working with the Strategic Planning team to
create a strategic enterprise architecture to address these issues. The EA 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 vice presidents across the company 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, which of the following is the best
answer?

Scenario Please read this scenario prior to answering the Question You are serving as the
Lead Architect for a chain of convenience stores, operating as a franchise, which has over
5000 retail outlets throughout the Asia-Pacific region. The stores operate 24 hours a day
and 7 days a week and rely on point-ofsale technology to manage their inventory. – – – –
Stores place all orders on-line. The back-office systems collect realtime data to support
ordering and product selection decisions including the tailoring of product assortment based
on sales history, customer demographics as well as the next clay’s weather forecast. In
many cases, several stores are located in neighboring areas. This strategy makes
distribution to each store cheaper, as well as making multiple deliveries per day possible.
An Enterprise Architecture practice exists within the company, with the CEO and CIO as
joint sponsors. They have decided to adopt TOGAF 9 within the practice and the first project
is to restructure the Enterprise Architecture so that it can better accommodate the changing
strategies within the company and also better respond to changes in economic and
technical environments. The CIO has stated that the following issues need to be addressed
in the restructuring: The systems should be able to withstand any unforeseen disruptions
which might affect day to day operations. This is highly critical for ensuring high levels of
customer satisfaction and maintaining and growing revenue. Dependencies between the
application components, the application platform, and technology infrastructure should be
minimal and well defined. This will facilitate scalability and ease of enhancement of the
service offerings. The company is adopting the ARTS Operational Data Model and Data
Warehouse Model from the National Retail Federation. This will address past problems with
data quality and inconsistent data . To remain competitive, new products and promotions
must undergo market trials and if these are successful, deployed across the retail chain.
Information systems must be able to manage changes and updates without undue delays.
Refer to the Scenario [Note: You should assume that the company has adopted the
example set of principles that are listed and defined in TOGAF, Section 23.6. You may need

to refer to Chapter 23 of the reference text in order to answer this question.] You have been
asked to identify the most relevant architecture principles for the current situation. Based on
TOGAF, which of the following is the best answer? [Note: The ordering of the principles
listed in each answer is not significant.]

Scenario Please read this scenario prior to answering the Question You are serving as the
Lead Architect for the enterprise architecture team at a large multinational aerospace and
defense company. The company has grown rapidly by acquisition and has inherited
numerous different procurement processes and related IT systems. Several procurement
processes have had problems related to the timing of purchases, which has led to excess
inventory. The Vice President in charge of Supply Chain Management has made the
decision to consolidate and reduce redundant procurement processes and systems. The
company will move to a “Just-in-time” procurement system so as to keep inventory costs
low. TOGAF 9 is used for internal Enterprise Architecture activities. This project is using an
iterative approach for executing the Architecture Development Method (ADM). At present,

there are no particularly useful architectural assets in the Architecture Repository that are
related to this initiative. All assets will need to be acquired, customized, or created from
scratch. The company prefers to implement commercial off the shelf package applications
with little customization. The CIO, who is the project sponsor, has stated that she is not
concerned about preserving the existing procurement processes or systems. The
architecture development project has completed the Preliminary Phase and has started a
number of iteration cycles to develop the Architecture. As a packaged application is being
considered, the next iteration will include both the Business and Application Architectures.
Key stakeholder concerns that should be addressed by these architectures include: 1. What
groups of people should be involved in procurement-related business processes? 2. What
are the overall lifetimes of the Request for Proposal and Purchase Order business objects?
3. What non-procurement applications will need to be integrated with any new procurement
applications? Refer to the Scenario [Note: You may need to refer to Chapter 35 of the
reference text in order to answer this question.] You have been asked to identify the most
appropriate catalogs, matrices, and diagrams to support the next iteration of Architecture
development. Based on TOGAF, which of the following is the best answer?

Scenario Please read this scenario prior to answering the Question Your role is that of Lead
Enterprise Architect within the staff headquarters of a large hotel chain. The chain manages
over 500 hotels across North America and Canada, with another 230 hotels internationally
in the United Kingdom, Europe, Australia and New Zealand. Unlike other hotel chains,
which are often a mix of companyowned and franchised units, each hotel in the chain is an
independently owned and operated franchise. Many of the hotels use the same internal IT
systems that they used before they joined the franchise. Until recently, the only requirement
that has been placed on each hotel is that they use a standard financial reporting system to
report their financial results to the headquarters on a weekly basis. The CEO of the chain
has stated his concerns about the inefficiencies of the current approach and identified the
need to change. He has defined a new strategic vision that will enhance the business by
providing its franchisees new support services including worldwide reservations, global,
national and regional marketing as well as consolidated financial, logistics, and yield
management. This strategy is part of the long-term commitment to enhance the brand
image and drive superior revenue for the chain. He has also stated that he expects
improved financial results by the end of the current fiscal year. These changes will provide
the chain with improved utilization of its capacity and more efficient operations. The addition
of a corporate-wide data warehouse will provide analytics that will enable the marketing
group to improve its ability to target advertising into key national and regional markets to
improve yields. The chain has a mature enterprise architecture practice based in its
headquarters and uses TOGAF 9 as the method and guiding framework. The CIO is the
sponsor of the activity. In planning this change, the Chief Architect engaged the services of

a well-known consulting firm that specializes in business strategy. An initial study has been
conducted to identify the strategic changes needed to implement the CEO’s vision. This
recently completed with approval of a strategic architecture encompassing the entire chain,
including detailed requirements and recommendations. Based on the recommendations
from the initial study, the chain has taken the decision to adopt a packaged suite of
integrated applications that is tailored to the needs of the hospitality industry. Refer to the
scenario You have been asked by the Chief Architect to propose the best approach for
architecture development to realize the CEO’s vision. Based on TOGAF, which of the
following is the best answer?

Scenario Please read this scenario prior to answering the Question Your role is consultant
to the Lead Architect within a multinational semiconductor and software design company. Its
largest business is in processors, although it also designs system-on-a-chip infrastructure
and manufactures memory chips. A characteristic feature of its processors is their low
electric power consumption, which makes them particularly suitable for use In portable
devices. As well as licensing its technology, the company has several manufacturing
divisions. 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. The
company has defined a strategic architecture to improve its ability to meet customer
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 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. 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 Phase A .
Based on all of these factors they have produced a risk assessment. They have also
completed the Implementation and Migration Plan v0.1, the draft Architecture Roadmap,
and the Capability Assessment deliverables. 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 You have been asked to recommend the next steps to
prepare the final Implementation and Migration Plan. Based on TOGAF, which of the
following is the best answer?