Scenario: Global Mobile 1
Please read this scenario prior to answering the question
Global 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 findings about customer satisfaction. The customers appear to be
switching to Air Light, a competitor, because of superior customer service. Global Mobile actually
has better coverage in nearly all markets than Air Light, 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. Global Mobile 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 Corporate Board has placed one additional major constraint on the program. In
addition to achieving the business outcomes directly related to improving overall customer service
within each business unit, the Corporate Board expects the Target Architecture to produce an
additional saving of at least 30% over current operating costs through energy efficiency initiatives,
virtualization of servers and workstations, and expanded telecommuting and desk-sharing. This
Green initiative is intended to become a model for future investments at all company facilities
worldwide.
Refer to Global Mobile scenario
You have been engaged as a consultant to advise the Chief Architect on the best ways to approach
to the implementation planning activities for this significant business transformation.
Based on TOGAF 9, which of the following is the best answer? (Is this the right answers to choose?)
A.
You recommend using conventional implementation planning techniques. The horizontal scope of
the Green initiative would make the Capability-Based Planning approach used in the organization’s
TOGAF-based Enterprise Architecture framework difficult to manage and govern. This approach to
planning was better applied within the vertical scope of a business unit.
B.
You recommend that the implementation planning activities be conducted using Capability-Based
Planning. This is appropriate because the Green initiative is an enterprise-wide plan with a horizontal
scope. Its metrics are aggregated at the enterprise level. It is crucial to gain business unit support
and cooperation to achieve the broader business outcomes which will benefit all.
C.
The Capability-Based Planning approach used in the organization’s TOGAF-based Enterprise
Architecture framework is focused on business outcomes. The Green initiative is an infrastructure
program that is technical in nature; therefore, it would not be appropriate to use the CapabilityBased Planning approach. Instead, the Global Mobile systems development lifecycle approach
should be utilized to develop the Solution Architecture.
D.
You recommend using conventional implementation planning techniques. The Capability-Based
Planning approach is normally only used in public sector, defense-related programs. This approach is
not appropriate for a private sector company.