Scenario: Vittronics Ltd.
Please read this scenario prior to answering the question
Vittronics Ltd. is a leading medical device manufacturer in the highly competitive market for
Migraine Headache Pain Management (MHPM) devices. These tiny wireless devices are implanted in
the brain and can deliver a precise electric shock when the wearable Pain Control Unit (PCU) detects
an increase in stress induced by the onset of a migraine headache.
This technology will be a breakthrough in the treatment of this condition, and several competitors
are striving to be the first to introduce a product into the market. However, all of them must
demonstrate the effectiveness and safety of their products in a set of clinical trials that will satisfy
the regulatory requirements of the countries in the target markets.
The Enterprise Architecture group at Vittronics has been engaged in an architecture development
project to create a Secure Private Immersive Collaborative Environment (SPICE) that will allow
researchers at its product development laboratories worldwide to share information about their
independent clinical trials.
The Vittronics Enterprise Architecture group is a mature organization that has been utilizing TOGAF
for several years. They have recently upgraded to TOGAF 9. The Vittronics Architecture Development
Method (VADM) is strictly based on the TOGAF 9 Architecture Development Method (ADM) with
extensions required to support current good manufacturing practices and good laboratory practices
in their target markets.
The SPICE project team has now completed the Business, Information Systems, and Technology
Architecture phases and has produced a complete set of deliverables for each phase. Due to the
highly sensitive nature of the information that is managed in SPICE, special care was taken to ensure
that each architecture domain included an examination of the security and privacy issues that are
relevant for each domain. A corresponding SPICE Security Architecture has been defined.
The Executive Vice President for Clinical Research is the sponsor of the Enterprise Architecture
activity.
Refer to the Vittronics Ltd Scenario:
You are serving as the Lead Architect for the SPICE project team.
As required by TOGAF, the SPICE project team res completed a Business Transformation Readiness
Assessment in Phase A (Architecture Vision). In that assessment, it was determined that there are
risks associated with the adoption of the Immersive Collaborative Environment. Despite a clear
expression of the vision and the business need for utilizing SPICE to accelerate the clinical trials, the
researchers have been resisting the change because of concerns about safeguarding individually
identifiable information about the subjects who were participating in the trials.
You have been asked to recommend how this situation be managed in the implementation planning
phases.
Based on TOGAF 9, which of the following is the best answer?

Scenario: Florian Flowers BV
Please read this scenario prior to answering the question
Florian Flowers BV is an international agricultural company exporting flowers and seeds worldwide.
Florian is headquartered in Rotterdam in the Netherlands, and has sales and distribution centers in
over 60 countries worldwide. Several of these centers include administrative, manufacturing, and
research facilities.
To achieve full integration of their research capabilities with their development centers located in
various climate zones, Florian wants to develop strong self-directed teams in each location. Florian
also wants to define new business models that are profitable while reducing their impact on the
environment. Florian management is deeply committed to ensuring that the company is a world
leader in socially responsible seed development with a business strategy that focuses on profitability
through environmentally friendly operating processes.
Florians international operations are subject to various legal and regulatory requirements. In areas
such as genetically modified seeds, governmental controls are strictly enforced and compliance is
critical. Recently a competitor was heavily fined for violating the regulations in a country where it
was developing pest-resistant seeds.
The Governing Board is concerned, and as a result has approved the expenditure of resources to
establish an Enterprise Architecture program. They have requested to be informed about the status
of projects that could impact regulatory compliance. They also want to enable the corporate legal
staff and auditors to analyze proposed architectures to ensure that they are within the legal
guidelines for a given location. 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 guiding framework for the development and evolution of the
Enterprise Architecture practice.
Refer to the Florian Flowers BV Scenario
Florian management has engaged you as the Lead Consultant to assess the current situation.
You have been asked to recommend an approach that would enable the development of an
architecture that addresses the needs of all these parties.
Based on TOGAF 9, which of the following is the best answer?

Scenario: Armstrong Defense Industries
Please read this scenario prior to answering the question
Armstrong Defense Industries is the prime contractor for the Dreadnought Unmanned Aircraft
System program.
Over the course of this contract, the company has grown rapidly by acquisition and has inherited
numerous different procurement processes and related IT systems. Armstrong Defense is moving
aggressively to consolidate and reduce redundant procurement processes and systems. The CEO has
announced that the company will seek to leverage higher volume discounts and lower related IT
support costs by instituting a preferred supplier program.
To achieve this goal, Armstrong Defense needs to define Baseline and Target Architectures. These
architectures must address key stakeholders concerns such as:
1. What groups of people should be involved in procurement-related business processes?
2. What current applications do those groups use?
3. Which procurement-related business processes are supported by zero, one, or many existing
applications?
4. What are the overall lifetimes of the Request for Proposal and Purchase Order business objects?
5. What non-procurement applications will need to be integrated with any new procurement
applications?
6. What data will need to be shared?
At present, there are no particularly useful architectural assets related to this initiative. All assets
need to be acquired and customized or created from scratch. The company prefers to implement
existing package applications from systems vendors with little customization.
The architecture development project has just completed its Architecture Context iteration cycle and
is about to begin the Architecture Definition iteration cycle.
Armstrong Defense is using TOGAF for its internal Enterprise Architecture activities. It uses an
iterative approach for executing Architecture Development Method (ADM) projects.
Refer to the Armstrong Defense Industries Scenario
You are serving as the Lead Architect.
You have been asked to identify the most appropriate architecture viewpoints for this situation.
Based on TOGAF 9, which of the following is the best answer?

Scenario: St. Croix Consulting
Please read this scenario prior to answering the question

St. Croix 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. Croixs 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 fiveyear period.
An Architecture Review Board has been formed comprised of IT staff executives and executives from
the major practice areas.
The Enterprise Architecture framework is based on TOGAF 9.
The Chief Executive Officer and Chief Information Officer have co-sponsored the creation of the
Enterprise Architecture program.
Refer to the St Croix Consulting Scenario:
You have been assigned to the role of Chief Enterprise Architect.
As the EA team prepares 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.
You have been asked to recommend an approach to satisfy these concerns.
Based on TOGAF 9, which of the following is the best answer?

Scenario: Zephyr Enterprises
Please read this scenario prior to answering the question

Zephyr Enterprises specializes in the development of wind turbine blades for use in large-scale
commercial wind energy production systems. Zephyr has manufacturing facilities located in Palm
Springs, California, Omaha, Nebraska, and Winnipeg, Ontario. Each of these plants supplies a
different manufacturer that builds and sells complete systems. The turbine blades are custom
engineered to meet each manufacturers design specifications.
Until recently, most turbine blades were fabricated manually using molded fiber-reinforced plastics.
However, recent improvements in composite materials, coupled with enhanced automated methods
for precision application of materials during the molding process, have led to significant reduction in
weight, increase in strength, and greatly improved blade longevity. Zephyr has pioneered the
development of a proprietary automated process for continuous extrusion of the turbine blades.
Patents have been filed to protect the process, but certain trade secrets must be closely guarded.
Zephyr has a mature Enterprise Architecture organization that is supported by a cross-functional
Architecture Review Board. The Chief Information Officer and the Chief Operating Officer co-sponsor
the Enterprise Architecture program.
Zephyr has used TOGAF and its Architecture Development Method (ADM) to develop its automated
manufacturing processes and systems that are used to design, manufacture, and test the blade
assemblies. They have recently updated to TOGAF 9 and have adapted the Zephyr Enterprise
Architecture to closely follow the TOGAF 9 framework. All of Zephyrs IT architects have been trained
and certified on TOGAF 9.Recently, an architecture project was completed that defined a standard
approach for controlling the Automated Test System that is used at each plant to perform final
quality assurance tests on each completed blade assembly. The Manufacturing Architecture Board
approved the plan for immediate implementation at each plant.
An Architecture Contract was developed that detailed the work needed to implement and deploy
the new Automated Test System controller. The Chief Engineer, sponsor of the activity, has
expressed concern that a uniform process be employed at each site to ensure consistency.
Refer to the Zephyr Enterprises Scenario:
You have been assigned by the Lead Architect for the Automated Test System controller project to
conduct Compliance Assessments at each manufacturing plant.
During the course of the assessment at the Omaha plant, you discover that the Distributed Data
Acquisition System they have purchased uses a proprietary Remote Procedure Call (RPC) that utilizes
kernel mode threads instead of the user mode threads that are specified in the Architecture
Definition Document. In all other respects, the system meets the requirements stated in the
Architecture Definition Document and seems to perform correctly.
You have been asked to describe the compliance of this system for the final report.
Based on TOGAF 9, which of the following is the best answer?

Scenario: Rollins Manufacturing
Please read this scenario prior to answering the question
Rollins 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 Manufacturing Requirements Planning (MRPII) system, production
scheduling, and custom developed applications that drive the automated production equipment at
each plant.
Rollins 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 MRPII 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 Rollins 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 MRPII 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 Rollins 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?

Scenario: Vittronics Ltd.
Please read this scenario prior to answering the question
Vittronics Ltd. is a leading medical device manufacturer in the highly competitive market for
Migraine Headache Pain Management (MHPM) devices. These tiny wireless devices are implanted in
the brain and can deliver a precise electric shock when the wearable Pain Control Unit (PCU) detects
an increase in stress induced by the onset of a migraine headache.
This technology will be a breakthrough in the treatment of this condition, and several competitors
are striving to be the first to introduce a product into the market. However, all of them must
demonstrate the effectiveness and safety of their products in a set of clinical trials that will satisfy
the regulatory requirements of the countries in the target markets.
The Enterprise Architecture group at Vittronics has been engaged in an architecture development
project to create a Secure Private Immersive Collaborative Environment (SPICE) that will allow
researchers at its product development laboratories worldwide to share information about their
independent clinical trials.
The Vittronics Enterprise Architecture group is a mature organization that has been utilizing TOGAF
for several years. They have recently upgraded to TOGAF 9. The Vittronics Architecture Development
Method (VADM) is strictly based on the TOGAF 9 Architecture Development Method (ADM) with
extensions required to support current good manufacturing practices and good laboratory practices
in their target markets.
The SPICE project team has now completed the Business, Information Systems, and Technology
Architecture phases and has produced a complete set of deliverables for each phase. Due to the
highly sensitive nature of the information that is managed in SPICE, special care was taken to ensure
that each architecture domain included an examination of the security and privacy issues that are
relevant for each domain. A corresponding SPICE Security Architecture has been defined.
The Executive Vice President for Clinical Research is the sponsor of the Enterprise Architecture
activity. He has stated that the changes to the SPICE architecture will need to be rolled out on a
geographic basis that will minimize disruptions to ongoing clinical trials. The work will need to be
done in stages and rolled out in geographical regions.
Refer to the Vittronics Ltd Scenario
You are serving as the Lead Architect for the SPICE project team.
You have been asked to recommend the approach to identify the work packages that will be
included in the Transition Architecture(s).

Based en TOGAF 9, which of the following is the best answer?

Worldwide 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 finding about customer satisfaction. The customers appear to be
switching to Air Light, a competitor, because of superior customer service. WorldwideMobile
actually has better coverage in nearly all markets than Air Light, and good roaming agreement that
keep rates low for business travellers. 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. WorldwideMobile 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 Executive Council has stated that the program should define specific initiatives to
enable each regional business units to create an implementation of the Customer Service System.
The implementation must meet the needs of the business unit and still provide the information
needed to enable major improvements to the customer.
Refer to WorldwideMobile-2 Scenario
You are serving as the Lead Architect for the Performance and Integrity project of the Customer
Service System program.
The project has been chartered to address the architecture(s) required to support the Customer
Service System from an infrastructure perspective. At present time, the project team is conducting
an architecture development project that is focused on the customer self service capability, which
was defined as part of the earlier strategic planning activities. This capability will enable customers
to access their accounts, pay bills, request account reviews, and provision services from any webenabled device.
The project team has gathered information about the self-service capability, developed a business
scenario, and used the results to define an Architecture Vision for achieving the capability.
You have been asked to recommend the course of action to complete the project.
Based on TOGAF 9, which of the following is best answer?

Scenario: AGEX Inc.
Please read this scenario prior to answering the question
AGEX 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, AGEX 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 cross-functional
Architecture Review Board to oversee and govern the architecture.
After reviewing the available alternatives, and based on recommendations from the ERP vendor,
AGEX 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 AGEX Inc. Scenario
You are serving as the Chief Architect.
As part of the process for establishing the Enterprise Architecture department, you have decided to
create a set of principles to guide the activities.
You have been asked to recommend 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
Your role is consultant to the Lead Architect within a company that manufactures a variety of small
electromechanical devices. As part of a corporate-wide Lean Manufacturing initiative, the company
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.
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.
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.
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
The Implementation and Migration Plan v0.l, the draft Architecture Roadmap, 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?