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?

A.
In the remaining architecture definition phases, the project team should map out the capability in
the Technology domain. In the Phases E and F, the capability should be broken down into a set of
Solution Building Blocks that define the Target Architecture. Where possible, the Solution Building
Blocks should be drawn from the Architecture Repository. The completed Architecture Definition
Document and the Implementation and Migration Plan will be submitted for approval. Upon
approval, the architecture team will conduct Compliance Assessments to ensure that the Target
Architecture is properly implemented.

B.
In the remaining architecture definition phases, the project team should map out the capability
across the Business, Information System and Technology domains. In the Phases E and F, the
capability should be broken down into a set of increments that are sequenced into Transition
Architectures that will lead to the realization of the Target Architecture. The resulting Solution
Building Blocks will then provide the basis for the capability increment solutions. The complete
Architecture Definition Document and the Implementation and Migration Plan will be submitted for
approval. Upon approval, the architecture team will oversee the implementation process through
monitoring Architecture Contracts and by conduction Compliance Assessments.

C.
In the remaining architecture definition phases, the project team should map out the capability
across the Business, Information System and Technology domains. In the Phases E and F, the
capability should be broken down into a set of increments that defines the Target Architecture. The
Solution Building Blocks will provide the basis for the capability increment solutions. The complete
Architecture Definition Document and the Implementation and Migration Plan will be submitted for
approval. Upon approval, the architecture team will oversee the implementation process through
monitoring Architecture Contracts and by conducting Compliance Assessments.

D.
The remaining architecture definition work should be focused on mapping out the technology and
infrastructure capability in the Technology domain. In Phases E and F, the capability should be
broken down into a set of Solution Building Blocks that will be implemented to realize the Target
Architecture. The Solution Building Blocks will provide the basis for the completed Architecture
Definition Document that will be submitted for approval. Upon approval, the implementation team
will conduct Compliance Assessments to ensure that the self-service capability is compliant with the
overall Enterprise Architecture.