Scenario: Mobile Telco
Please read this scenario prior to answering the Question.
Mobile Telco 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 AirLight, a competitor, because of superior customer service. Mobile Telco actually
has better coverage in nearly all markets than AirLight, 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. Mobile
Telco 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 unit 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 the Mobile Telco 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 the 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 web-enabled 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 the best answer?

A.
In the remaining architecture definition phases, the project team should map out the capability in the
Technology domain. In 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 Systems, and Technology domains. In 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. Thecompleted Architecture Definition Document and the implementation end 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.

C.
In the remaining architecture definition phases, the project team should map out the capability across the
Business, Information Systems, and Technology domains. In Ftiases E and F, the capability should be
broken down into a set of increments that define the Target Architecture. The resulting Solution Building
Blocks will provide the basis for tne capability increment solutions. The completed 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 en 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.