Higher Education and Research Institutes – Enterprise Architecture Development Framework (Based on TOGAF)
PHASE A: ARCHITECTURE VISION
1: Establish the Architecture Project
Enterprise Architecture as a Business Capability: Enterprise Architecture is considered a core business capability. Each phase of the Architecture Development Method (ADM) should typically be managed as a project according to the organization’s project management framework.
Architecture Projects: Architecture projects may be independent or part of a larger project. Regardless, they should be planned and managed using the organization’s established practices.
Project Recognition and Endorsement: It is essential to follow procedures to gain formal recognition for the project, obtain approval from corporate management, and secure the necessary support and commitment from line management.
Integration with Other Frameworks: The project should reference other management frameworks in use within the organization and clarify how it integrates with these frameworks.
| Step | Details |
|---|---|
| I | Supplier: Architecture Sponsor, Project Management Office (PMO) Input: Request for Architecture Work, Organizational Goals, Preliminary Vision Process: – Initiate the architecture project. – Define project structure, governance, and initial objectives. Activities: – Assign roles and responsibilities. – Define preliminary project timelines and deliverables. Control: Project charter, governance structure, budget approval Feedback: Stakeholder feedback on project goals and feasibility Resources: Project managers, architects, governance team Stakeholders: Architecture sponsor, senior management, architecture board, business leads Metrics: Project initiation timeline, stakeholder alignment Risks: Misalignment on scope, inadequate resource allocation Constraints: Budget limitations, resource availability Scope: Limited to establishing project scope and governance Value Addition: Clear understanding of project objectives and governance ensures alignment. Assumptions: Project goals are aligned with organizational strategy, stakeholders are supportive. |
1. What is the role of Enterprise Architecture within a business?
a) A project management tool
b) A core business capability
c) A financial management framework
d) A marketing strategy
Correct Answer: b) A core business capability
2. How should each cycle of the Architecture Development Method (ADM) typically be handled?
a) As a routine task
b) As a project using the enterprise’s project management framework
c) As an independent task without management oversight
d) As a part of regular operational activities
Correct Answer: b) As a project using the enterprise’s project management framework
3. In what scenarios might architectural activities be conducted?
a) Only as stand-alone projects
b) Only as part of larger projects
c) Both as stand-alone projects and as subsets of larger projects
d) Only as routine tasks
Correct Answer: c) Both as stand-alone projects and as subsets of larger projects
4. What should be secured for an architecture project according to the best practices?
a) Recognition, endorsement, and support from management
b) A budget and timeline
c) Technical specifications and design documents
d) Customer feedback and market analysis
Correct Answer: a) Recognition, endorsement, and support from management
5. How should an architecture project relate to other management frameworks within the enterprise?
a) It should ignore other frameworks to avoid complexity
b) It should reference and explain how it integrates with other management frameworks
c) It should focus solely on its own framework without any references
d) It should replace existing management frameworks
Correct Answer: b) It should reference and explain how it integrates with other management frameworks
2: Identify Stakeholders, Concerns, and Business Requirements
Identifying Stakeholders and Business Requirements: Determine the key stakeholders, their concerns, and the essential business requirements that the architecture engagement needs to address. Engaging with stakeholders at this stage aims to achieve three goals:
Identify potential vision components and requirements for testing as the Architecture Vision develops.
Define scope boundaries to limit the extent of architectural investigation.
Understand stakeholder concerns, issues, and cultural factors that will influence how the architecture is presented and communicated.
Creation of Stakeholder Map: The main deliverable from this step is a stakeholder map, which outlines the stakeholders involved in the engagement, their level of involvement, and their primary concerns. This map supports the Architecture Vision phase and helps in:
Capturing relevant concerns and viewpoints in the Architecture Vision.
Identifying stakeholders to form the basis for a Communications Plan.
Defining key roles and responsibilities for inclusion in the Statement of Architecture Work.
Developing Architecture Views: Determine which architecture views and viewpoints need to be developed to meet stakeholder requirements. Understanding these needs is crucial for setting the engagement’s scope.
Documenting and Managing Requirements: During the Architecture Vision phase, document new requirements for future work in the Architecture Requirements Specification. Requirements outside the selected scope should be added to the Requirements Repository for management through the Requirements Management process.
| Step | Details |
|---|---|
| II |
Supplier: Business leadership, key stakeholders Input: Organizational goals, stakeholder concerns, high-level business requirements Process: – Identify and engage key stakeholders. – Document their concerns, expectations, and requirements. Activities: – Conduct stakeholder interviews. – Define business drivers and goals. Control: Stakeholder management plan, business case Feedback: Regular feedback loops with stakeholders to clarify expectations Resources: Business analysts, architects, stakeholder management tools Stakeholders: Business executives, customers, regulatory authorities Metrics: Stakeholder engagement levels, clarity of requirements Risks: Misunderstanding stakeholder concerns, scope creep Constraints: Stakeholder availability, conflicting interests Scope: Focused on gathering stakeholder concerns and requirements Value Addition: Ensures architecture aligns with business needs and stakeholder expectations. Assumptions: Stakeholders are knowledgeable about business needs and available for input. |
1. What is the primary purpose of identifying stakeholders and their concerns in an architecture engagement?
a) To create a detailed project budget
b) To determine potential vision components and scope boundaries
c) To finalize the project timeline
d) To select the project team members
Correct Answer: b) To determine potential vision components and scope boundaries
2. What is a major deliverable resulting from identifying stakeholders in the architecture engagement?
a) A project budget
b) A stakeholder map
c) A risk management plan
d) A technical specification document
Correct Answer: b) A stakeholder map
3. What does the stakeholder map help support in the Architecture Vision phase?
a) Resource allocation
b) Architecture Vision outputs, Communications Plan, and Statement of Architecture Work
c) Marketing strategies
d) Financial forecasts
Correct Answer: b) Architecture Vision outputs, Communications Plan, and Statement of Architecture Work
4. What should be documented in the Architecture Requirements Specification during the Architecture Vision phase?
a) Project budget and timelines
b) New requirements for future architecture work
c) Stakeholder concerns and issues
d) Scope boundaries for architectural investigation
Correct Answer: b) New requirements for future architecture work
5. Where should requirements that are beyond the scope of the selected requirements be managed?
a) In the project budget
b) In the Requirements Repository
c) In the Communications Plan
d) In the Stakeholder Map
Correct Answer: b) In the Requirements Repository
3. Confirm and Elaborate Business Goals, Business Drivers, and Constraints
Identify and Verify Business Goals and Drivers: Determine the organization’s business goals and strategic drivers. If these have been previously defined, verify that the definitions are up-to-date and address any ambiguities. If not defined, collaborate with the creators of the Statement of Architecture Work to establish these elements and obtain endorsement from corporate management.
Define and Address Constraints: Identify the constraints that need to be addressed, including both enterprise-wide and project-specific constraints (such as time, schedule, and resources). Enterprise-wide constraints might be informed by business and Architecture Principles established earlier or clarified during Phase A.
| Step | Details |
|---|---|
| III |
Supplier: Senior leadership, business units Input: Strategic objectives, business drivers, high-level constraints Process: – Validate business goals and drivers. – Identify constraints that could impact architecture. Activities: – Refine goals and drivers. – Document operational, financial, and regulatory constraints. Control: Business strategy documentation, constraint analysis Feedback: Stakeholder review of goals and constraints Resources: Business leaders, strategy analysts Stakeholders: Business sponsors, regulators, key internal stakeholders Metrics: Alignment of goals with organizational strategy, constraint identification Risks: Misalignment between goals and strategy, underestimated constraints Constraints: Regulatory, financial, operational limitations Scope: Business goals and constraints relevant to architecture Value Addition: Provides clarity on business direction and limitations for architecture. Assumptions: Business goals are stable and aligned with long-term strategy. |
1. What is the first step in confirming and elaborating business goals and strategic drivers?
a) Developing a new Statement of Architecture Work
b) Identifying the business goals and strategic drivers of the organization
c) Creating a project timeline
d) Drafting a resource allocation plan
Correct Answer: b) Identifying the business goals and strategic drivers of the organization
2. What should be done if the business goals and strategic drivers are already defined elsewhere?
a) Ignore the existing definitions and create new ones
b) Ensure the existing definitions are current and clarify any ambiguities
c) Request new definitions from the Statement of Architecture Work creators
d) Proceed with the implementation without verification
Correct Answer: b) Ensure the existing definitions are current and clarify any ambiguities
3. Who should be involved in defining business goals and strategic drivers if they are not already defined?
a) External consultants
b) The originators of the Statement of Architecture Work
c) Project team members
d) End users
Correct Answer: b) The originators of the Statement of Architecture Work
4. What types of constraints should be defined in the process of confirming and elaborating business goals?
a) Only enterprise-wide constraints
b) Only project-specific constraints
c) Both enterprise-wide and project-specific constraints
d) Financial and legal constraints
Correct Answer: c) Both enterprise-wide and project-specific constraints
5. How might enterprise-wide constraints be informed or clarified?
a) Through new project proposals
b) By business and Architecture Principles developed in the Preliminary Phase or during Phase A
c) By market research reports
d) Through stakeholder interviews
Correct Answer: b) By business and Architecture Principles developed in the Preliminary Phase or during Phase A
4. Evaluate Capabilities
Understanding Enterprise Capabilities: It is important to evaluate the enterprise’s capabilities, including its ability to develop and use architecture, and to assess the baseline and target capability levels. Identifying gaps in the Architecture Capability requires revisiting the Architecture Vision and Preliminary Phase to ensure that the capability aligns with the project’s scope.
Identifying Required Business Capabilities: After evaluating business models and priorities, identify the business capabilities the enterprise needs to address strategic priorities. This assessment helps to understand the gaps in business capabilities that need to be addressed in subsequent phases.
Assessment of Capability Gaps: A detailed assessment of business capability gaps is a core aspect of Phase B in Business Architecture. It helps to identify and address various types of gaps throughout the business that will need attention in later phases.
Capability to Develop Enterprise Architecture: In the Architecture Vision phase, assess the enterprise’s capability to develop the Enterprise Architecture. This includes evaluating skill shortages, information needs, process weaknesses, and system/tool deficiencies, as these factors impact whether the architecture effort should continue.
Documenting Capability Gaps: Gaps in the enterprise’s ability to implement changes inform the description of the Target Architecture and the Implementation and Migration Plan. Understanding these gaps involves creating Value Chain diagrams to show the linkage of capabilities and documenting the results in a Capability Assessment.
| Step | Details |
|---|---|
| IV | Supplier: Business units, capability owners Input: Existing enterprise capabilities, capability maturity models Process: – Assess current organizational capabilities. – Identify gaps in capability to meet business objectives. Activities: – Perform capability assessments. – Document capability gaps. Control: Capability maturity models, assessment frameworks Feedback: Capability assessment results reviewed by stakeholders Resources: Capability analysts, subject matter experts (SMEs) Stakeholders: Capability owners, business units, architects Metrics: Capability gaps identified, capability maturity scores Risks: Inaccurate capability assessment, overlooked gaps Constraints: Data availability, stakeholder input Scope: Assessment of key capabilities for architecture success Value Addition: Provides insights into gaps and areas needing enhancement for business transformation. Assumptions: Capability data is accurate and reflects current organizational state. |
1. What should be evaluated to understand an enterprise’s capabilities in the context of architecture?
a) Financial statements and market share
b) The ability to develop and use architecture, as well as baseline and target capability levels
c) Customer satisfaction and brand reputation
d) Employee performance and training programs
Correct Answer: b) The ability to develop and use architecture, as well as baseline and target capability levels
2. What is a key step after evaluating business models and priorities?
a) Setting up a project budget
b) Identifying the required business capabilities the enterprise needs
c) Hiring new staff
d) Developing a marketing strategy
Correct Answer: b) Identifying the required business capabilities the enterprise needs
3. In which phase is the detailed assessment of business capability gaps conducted?
a) Architecture Vision Phase
b) Preliminary Phase
c) Phase B (Business Architecture)
d) Phase E (Opportunities and Solutions)
Correct Answer: c) Phase B (Business Architecture)
4. What should be assessed in the Architecture Vision phase regarding enterprise capabilities?
a) Financial budgets and projections
b) Capability to develop Enterprise Architecture, including skill shortages and process weaknesses
c) Customer feedback on existing architecture
d) Market trends and competitor analysis
Correct Answer: b) Capability to develop Enterprise Architecture, including skill shortages and process weaknesses
5. How are gaps in the enterprise’s capability to execute changes documented?
a) Through a project plan
b) By creating Value Chain diagrams and documenting in a Capability Assessment
c) In a financial report
d) Via a stakeholder feedback report
Correct Answer: b) By creating Value Chain diagrams and documenting in a Capability Assessment
5: Assess Readiness for Business Transformation
Purpose of Business Transformation Readiness Assessment: A Business Transformation Readiness Assessment evaluates and measures an organization’s preparedness for change. This assessment involves analyzing and rating various readiness factors as outlined in the TOGAF Standard — ADM Techniques.
Integration with Capability Assessment: The results of the readiness assessment should be incorporated into the Capability Assessment. These results help in defining the architecture’s scope, identifying necessary activities within the architecture project, and pinpointing risk areas that need to be addressed.
Supplier: Senior leadership, transformation teams
Input: Organizational culture, change management practices, capability gaps
Process:
Assess the organization’s readiness for transformation.
Identify potential obstacles to change.
Activities:
Conduct readiness assessments.
Document cultural and operational readiness.
Control: Change management frameworks, readiness assessment tools
Feedback: Leadership feedback on transformation readiness
Resources: Change management experts, transformation leads
Stakeholders: Senior management, business units, HR, transformation office
Metrics: Readiness scores, identified transformation barriers
Risks: Resistance to change, low readiness for transformation
Constraints: Cultural resistance, lack of resources for transformation
Scope: Limited to readiness assessment for business transformation
Value Addition: Ensures realistic expectations and prepares for challenges in transformation.
Assumptions: Organization is willing to transform and adopt change initiatives.
1. What is the primary purpose of a Business Transformation Readiness Assessment?
a) To develop a new marketing strategy
b) To evaluate and quantify the organization’s readiness for change
c) To set financial goals for the organization
d) To assess employee performance
Correct Answer: b) To evaluate and quantify the organization’s readiness for change
2. What does the Business Transformation Readiness Assessment involve?
a) Analyzing and rating a series of readiness factors
b) Conducting market research
c) Developing a new product line
d) Setting up new IT infrastructure
Correct Answer: a) Analyzing and rating a series of readiness factors
3. Where should the results of the readiness assessment be incorporated?
a) In the financial statements
b) In the Capability Assessment
c) In the marketing plan
d) In the employee training program
Correct Answer: b) In the Capability Assessment
4. How are the results of the readiness assessment used in the architecture project?
a) To develop new product features
b) To define the scope, identify required activities, and pinpoint risk areas
c) To set up financial budgets
d) To improve customer service
Correct Answer: b) To define the scope, identify required activities, and pinpoint risk areas
5. According to the TOGAF Standard, where can you find the description of readiness factors for the assessment?
a) ADM Techniques
b) Architecture Content
c) Marketing Strategies
d) Financial Guidelines
Correct Answer: a) ADM Techniques
6: Define Scope
Defining Scope of Architecture Efforts: Establish what is included and excluded in both the Baseline Architecture and Target Architecture. Recognize that the baseline and target may not need the same level of detail, with the baseline often being described at a higher level and the target needing more detailed specification.
Scope Definition Details:
Coverage Breadth: Determine the extent of the enterprise covered by the architecture.
Detail Level: Specify the level of detail required for both baseline and target architectures.
Partitioning Characteristics: Define how the architecture will be partitioned, as detailed in the TOGAF Standard — Applying the ADM.
Architecture Domains: Identify which architecture domains (Business, Data, Application, Technology) will be addressed.
Time Period: Define the time frame for the architecture efforts, including any intermediate periods.
Architectural Assets: Identify architectural assets from the organization’s Architecture Repository to be utilized, including those from previous ADM cycles and industry-wide resources such as other frameworks or systems models.
Supplier: Project sponsors, stakeholders
Input: Business goals, capability gaps, architecture vision
Process:
Define the boundaries and scope of the architecture effort.
Activities:
Develop the scope statement.
Confirm scope with key stakeholders.
Control: Scope documentation, project governance
Feedback: Stakeholder review and feedback on defined scope
Resources: Project team, architects, stakeholders
Stakeholders: Business leadership, project team, governance board
Metrics: Clarity and approval of scope, alignment with goals
Risks: Scope creep, misalignment with objectives
Constraints: Limited resources, time constraints
Scope: Defines what is included/excluded in the architecture project
Value Addition: Prevents scope creep and ensures alignment with business goals.
Assumptions: Stakeholders have a clear understanding of the project scope.
1. What should be established when defining the scope of the Baseline and Target Architecture efforts?
a) The financial budget for the project
b) What is included and excluded in the scope, acknowledging different levels of detail
c) The marketing strategy for the project
d) The training program for the project team
Correct Answer: b) What is included and excluded in the scope, acknowledging different levels of detail
2. What is often described at a higher level of abstraction in architecture efforts?
a) Target Architecture
b) Business goals
c) Baseline Architecture
d) Project milestones
Correct Answer: c) Baseline Architecture
3. When defining the scope, which of the following aspects is NOT typically considered?
a) Breadth of coverage of the enterprise
b) Level of detail required
c) Number of team members
d) Architecture domains to be covered (Business, Data, Application, Technology)
Correct Answer: c) Number of team members
4. Which document section provides details on partitioning characteristics of the architecture?
a) Architecture Content
b) TOGAF Standard — Applying the ADM
c) Financial Guidelines
d) Project Management Plan
Correct Answer: b) TOGAF Standard — Applying the ADM
5. What types of architectural assets should be considered for use from the organization’s Architecture Repository?
a) Only new assets created during the current project
b) Assets from previous ADM cycles and industry-wide resources
c) Only financial records
d) Market research data
Correct Answer: b) Assets from previous ADM cycles and industry-wide resources
7. Confirm and Elaborate Architecture Principles, Including Business Principles
Review and Confirm Architecture Principles: Examine the principles that will guide the development of the architecture. These principles are usually derived from those established in the Preliminary Phase and are detailed in the TOGAF Standard — ADM Techniques. Verify that the current definitions are up-to-date and address any ambiguities.
Defining New Principles: If existing principles are not adequate or up-to-date, work with the Architecture Governance body to define and establish these principles for the first time. Ensure that these principles receive endorsement from corporate management.
Supplier: Architecture board, business leadership
Input: Existing architecture principles, business strategies
Process:
Review and refine architecture and business principles.
Activities:
Develop a set of guiding principles for the architecture.
Align principles with business goals.
Control: Principle documentation, governance board approval
Feedback: Stakeholder feedback on proposed principles
Resources: Architects, business strategists, governance team
Stakeholders: Architecture board, business units, project team
Metrics: Number of principles defined, alignment with strategy
Risks: Lack of adherence to principles, conflicting priorities
Constraints: Business alignment, governance approvals
Scope: Limited to defining guiding architecture principles
Value Addition: Provides a framework for making consistent, aligned architectural decisions.
Assumptions: Principles are stable and will guide the architecture process effectively.
1. What should be reviewed when developing architecture?
a) The project budget
b) The principles under which the architecture is to be developed
c) The team’s performance
d) The marketing strategy
Correct Answer: b) The principles under which the architecture is to be developed
2. Where are the architecture principles typically derived from?
a) The project’s financial plan
b) The Preliminary Phase
c) Customer feedback
d) Market research
Correct Answer: b) The Preliminary Phase
3. What should be done if the existing architecture principles are not current?
a) Proceed without changes
b) Work with the Architecture Governance body to define new principles and secure endorsement from corporate management
c) Update only the project plan
d) Create a new marketing strategy
Correct Answer: b) Work with the Architecture Governance body to define new principles and secure endorsement from corporate management
4. Where can detailed examples of architecture principles be found?
a) Financial Guidelines
b) TOGAF Standard — ADM Techniques
c) Marketing Strategy Document
d) Employee Handbook
Correct Answer: b) TOGAF Standard — ADM Techniques
5. What is a key action if there are ambiguities in the existing architecture principles?
a) Ignore the ambiguities
b) Clarify the ambiguities and update the definitions
c) Focus on the technical requirements
d) Develop new software tools
Correct Answer: b) Clarify the ambiguities and update the definitions
8. Develop Architecture Vision
Understanding Artifacts for Decision-Making: Stakeholders need to understand the necessary artifacts early on, helping them define the scope of decision-making, which will guide the following phases. These decisions must be reflected in the stakeholder map.
Capturing Policy and Strategic Decisions: Strategic decisions and policies, such as rationalization decisions, revenue generation, and targets aligned with the business strategy, need to be documented in this phase. This also includes areas like Digital Transformation and IT strategy, where the Architecture Vision provides direction for the organization.
Overall Architecture Vision: A high-level, overall architecture should be established first, showing how various domain deliverables will fit together based on the chosen strategy.
High-Level Baseline and Target Architectures: Based on stakeholder concerns, business capability requirements, scope, constraints, and principles, a high-level view of both Baseline and Target Architectures should be created. This Architecture Vision usually covers the breadth of scope and can be presented using informal techniques, such as a simple solution concept diagram.
Business Scenarios: Business scenarios are useful tools for identifying and documenting business requirements. They also help in formulating the Architecture Vision, which addresses these requirements. Business scenarios can also be employed at more detailed stages of the architecture, such as in Phase B.
Initial Definitions of Baseline and Target Environments: The first high-level definitions of the baseline and target environments, from business, information systems, and technology perspectives, should be generated. These versions of the architecture should be stored in the Architecture Repository, following the architecture framework’s standards and guidelines.
Supplier: Senior leadership, business strategists, architects
Input: Business goals, capability assessments, stakeholder concerns
Process:
Develop a high-level vision of the target architecture.
Activities:
Create architectural sketches and models.
Validate the vision with stakeholders.
Control: Vision documentation, stakeholder sign-off
Feedback: Stakeholder review and validation of vision
Resources: Architects, business analysts, tools for architectural modeling
Stakeholders: Senior leadership, architecture board, project team
Metrics: Clarity of vision, stakeholder approval
Risks: Vision misalignment with business goals, unrealistic expectations
Constraints: Strategic alignment, resource availability
Scope: Focused on high-level architecture vision and direction
Value Addition: Provides direction and alignment for detailed architecture work.
Assumptions: Vision aligns with organizational strategy and is achievable.
1. What is the purpose of understanding required artifacts at the early stage of architecture development?
a) To finalize the project budget
b) To help stakeholders scope out their decision-making for guiding subsequent phases
c) To design the user interface
d) To recruit more team members
Correct Answer: b) To help stakeholders scope out their decision-making for guiding subsequent phases
2. Which of the following decisions need to be captured in the architecture development phase?
a) Marketing strategies and customer feedback
b) Revenue generation, rationalization decisions, and metrics aligned with business strategy
c) Employee performance and benefits
d) Procurement strategies and vendor selection
Correct Answer: b) Revenue generation, rationalization decisions, and metrics aligned with business strategy
3. What should the Architecture Vision include at a high level?
a) A list of stakeholders and their personal preferences
b) A high-level view of how various architecture domain deliverables fit together
c) Detailed technology specifications for the target architecture
d) A breakdown of all employee roles in the project
Correct Answer: b) A high-level view of how various architecture domain deliverables fit together
4. How is the breadth of scope typically illustrated in the Architecture Vision?
a) Using a simple solution concept diagram
b) Through a financial analysis report
c) By creating a detailed technical manual
d) With employee performance charts
Correct Answer: a) Using a simple solution concept diagram
5. What technique is recommended for discovering and documenting business requirements during the architecture phase?
a) Surveys and interviews
b) Business scenarios
c) Focus group discussions
d) Data analytics tools
Correct Answer: b) Business scenarios
6. Where should the initial versions of the baseline and target architectures be stored?
a) The company’s financial repository
b) In a shared folder on the project manager’s computer
c) The Architecture Repository, following established architecture framework guidelines
d) On external cloud storage
Correct Answer: c) The Architecture Repository, following established architecture framework guidelines
9. Define the Target Architecture Value Propositions and KPIs
Develop the Business Case for Architecture Changes: A clear business case should be created to justify the architectural changes and the required implementations.
Produce Value Propositions for Stakeholders: Create tailored value propositions that highlight the benefits of the architecture for different stakeholder groups.
Assess Procurement Requirements: Analyze and determine the procurement needs related to the architecture changes.
Review and Agree on Value Propositions: Collaborate with sponsors and stakeholders to review and gain agreement on the proposed value propositions.
Define Performance Metrics: Establish performance metrics and measures that will be embedded into the Enterprise Architecture to meet business needs.
Assess Business Risks: Conduct a thorough assessment of business risks as part of the architecture development process.
Incorporate Outputs into the Statement of Architecture Work: Ensure that all outputs from this activity are included in the Statement of Architecture Work to facilitate performance tracking.
Supplier: Architects, business leadership
Input: Business strategy, architecture vision, stakeholder requirements
Process:
Define the value propositions of the target architecture.
Identify KPIs to measure success.
Activities:
Develop KPIs and value metrics.
Align KPIs with business objectives.
Control: Value proposition documentation, KPI tracking tools
Feedback: Business unit feedback on KPIs and value metrics
Resources: Business analysts, architects, KPI tracking systems
Stakeholders: Senior leadership, architecture board, project team
Metrics: Defined KPIs, alignment with value propositions
Risks: KPIs not accurately reflecting business goals
Constraints: Data availability, time for measurement
Scope: Defining how success will be measured for the architecture
Value Addition: Ensures that architecture delivers measurable business value.
Assumptions: KPIs are measurable and aligned with business outcomes.
1. What is the purpose of developing the business case for the architectures and changes required?
a) To assess financial investment only
b) To justify the architectural changes and required implementations
c) To understand the market trends
d) To document employee responsibilities
Correct Answer: b) To justify the architectural changes and required implementations
2. What should be created to communicate the benefits of the architecture to different stakeholders?
a) A marketing plan
b) Value propositions for each stakeholder group
c) A technical report
d) A financial audit
Correct Answer: b) Value propositions for each stakeholder group
3. What is the primary focus when assessing procurement requirements in architecture development?
a) Determining the technical capabilities of the team
b) Understanding the procurement needs related to the architectural changes
c) Identifying external vendors for product sales
d) Evaluating employee satisfaction
Correct Answer: b) Understanding the procurement needs related to the architectural changes
4. How should the value propositions be finalized?
a) By testing them with customers
b) By reviewing and agreeing them with sponsors and stakeholders
c) By conducting market research
d) By assessing financial risks only
Correct Answer: b) By reviewing and agreeing them with sponsors and stakeholders
5. Why are performance metrics and measures defined in the Enterprise Architecture?
a) To track employee attendance
b) To meet business needs by embedding measurable performance goals
c) To forecast the market demand
d) To improve communication within the team
Correct Answer: b) To meet business needs by embedding measurable performance goals
6. What is an essential activity to be conducted to understand the potential challenges during architecture development?
a) Market survey
b) Business risk assessment
c) Training needs assessment
d) Performance review
Correct Answer: b) Business risk assessment
7. Where should the outputs of these activities be incorporated to ensure performance tracking?
a) A project management tool
b) The Statement of Architecture Work
c) An employee handbook
d) A financial report
Correct Answer: b) The Statement of Architecture Work
10. Identify Business Transformation Risks and Mitigation Activities
It is important to identify the risks associated with the Architecture Vision, evaluating their severity and frequency. Risks should be assessed at two stages: the initial level of risk, before any mitigation efforts, and the residual level of risk after mitigation actions are taken. Each risk must be paired with an appropriate mitigation strategy. A risk management framework is available in the TOGAF Standard to guide this process. Risk mitigation activities should also be included in the Statement of Architecture Work to ensure proper tracking and management. Risk Identification: Recognize risks related to the Architecture Vision, evaluating their severity (e.g., catastrophic, critical, marginal, negligible) and the likelihood of occurrence. Risk Assessment: Assess the risks at two stages: Initial Level of Risk: Evaluate the risk before applying any mitigation strategies. Residual Level of Risk: Assess the risk after applying mitigation measures. Risk Mitigation: Develop a mitigation strategy for each identified risk. Risk Management Framework: The TOGAF Standard — ADM Techniques offers a framework for managing risk. Inclusion in Architecture Work: Risk mitigation activities should be documented within the Statement of Architecture Work.
Supplier: Risk management team, project team, architects
Input: Risk assessments, business transformation plans
Process:
Identify key risks to the architecture and business transformation.
Develop mitigation strategies.
Activities:
Conduct risk workshops.
Document risks and mitigation plans.
Control: Risk register, mitigation plans, governance oversight
Feedback: Stakeholder feedback on risks and mitigations
Resources: Risk analysts, architects, project managers
Stakeholders: Project team, governance board, leadership
Metrics: Number of risks identified, mitigations planned
Risks: Unforeseen risks, inadequate mitigation
Constraints: Time for risk assessment, resource availability for mitigations
Scope: Risk identification and mitigation planning
Value Addition: Reduces the likelihood of project failure due to unmanaged risks.
Assumptions: Risks identified are comprehensive and mitigations are feasible.
1. What is the first step when dealing with risks associated with the Architecture Vision?
A) Implement risk mitigation strategies
B) Identify risks and evaluate their initial level of risk
C) Assign risk categories after mitigation
D) Document the risks in the final report
Answer: B) Identify risks and evaluate their initial level of risk
2. Which framework is recommended for managing risks related to the Architecture Vision?
A) The Risk Assessment and Management (RAM) Framework
B) The Enterprise Risk Management Framework
C) The TOGAF Standard — ADM Techniques
D) The Project Management Framework
Answer: C) The TOGAF Standard — ADM Techniques
3. What is the difference between the Initial Level of Risk and the Residual Level of Risk?
A) Initial risk is before risk mitigation, and residual risk is after mitigation
B) Initial risk is the most severe risk, and residual risk is the least severe
C) Initial risk occurs during planning, and residual risk occurs after the project is complete
D) Initial risk is calculated by stakeholders, and residual risk is evaluated by management
Answer: A) Initial risk is before risk mitigation, and residual risk is after mitigation
4. What should be included in the Statement of Architecture Work concerning risks?
A) Only the most severe risks
B) A list of potential risks without mitigation strategies
C) The risk mitigation activities to ensure risks are managed
D) A detailed analysis of all past risks
Answer: C) The risk mitigation activities to ensure risks are managed
5. Which of the following risk categories would be considered the least severe?
A) Critical
B) Marginal
C) Negligible
D) Catastrophic
Answer: C) Negligible
These questions help assess the understanding of risk identification, categorization, and management in the context of the Architecture Vision and TOGAF’s ADM Techniques.
11. Develop Statement of Architecture Work and Secure Approval
Ensure Performance Metrics in Work Products:
Confirm that the required work products are aligned with business performance requirements and that performance metrics are integrated into them.
Availability of Performance-related Work Products:
Ensure the availability of work products specifically related to performance, ensuring they meet necessary standards and timelines.
Identify and Modify Work Products:
Determine which new work products need to be developed and identify existing ones that require changes. Coordinate activities and dependencies associated with these changes.
Assess Impact of Changes:
Evaluate the effect of changes on other work products and any dependencies to ensure smooth integration.
Determine Architecture Domains:
Based on scope, focus, and constraints, decide which architecture domains and views should be developed and to what level of detail.
Resource Assessment:
Assess resource requirements and availability, ensuring alignment with organizational planning and timelines.
Development Roadmap and Schedule:
Estimate the resources, create a development roadmap, and establish a schedule for the proposed development, documenting these in the Statement of Architecture Work.
Define Performance Metrics for the ADM Cycle:
Establish performance metrics that need to be met by the Enterprise Architecture team during this cycle of the Architecture Development Method (ADM).
Develop Communications Plan:
Create an Enterprise Architecture Communications Plan to outline how and when communication with stakeholders, including groups and communities, will take place during the architecture development process.
Review and Approve Plans:
Review and agree on the plans with sponsors and secure formal approval for the Statement of Architecture Work through the appropriate governance process.
Obtain Sponsor Sign-Off:
Secure the sponsor’s approval to proceed with the architecture development work.
Supplier: Architects, project managers, governance board
Input: Architecture vision, business goals, stakeholder requirements
Process:
Develop the formal statement of architecture work.
Secure approval from stakeholders.
Activities:
Create architecture work statement.
Present to stakeholders for approval.
Control: Architecture work documentation, approval workflows
Feedback: Stakeholder review and feedback
Resources: Architects, project managers, governance team
Stakeholders: Project team, architecture board, leadership
Metrics: Timeliness of approval, completeness of work statement
Risks: Delays in approval, misalignment on scope
Constraints: Governance timelines, stakeholder availability
Scope: Finalizing architecture work and securing necessary approvals
Value Addition: Ensures the architecture work is formally aligned with business goals.
Assumptions: Stakeholders will approve the statement of work based on alignment with objectives.
1. Which of the following must be ensured in the work products to align with business performance requirements?
a) Performance metrics
b) User feedback
c) Risk assessments
d) Budget allocations
Answer: a) Performance metrics
2. What is a key task related to performance-related work products?
a) Ensuring they meet marketing goals
b) Ensuring they are available as per the required standards and timelines
c) Ensuring they meet legal compliance
d) Ensuring they are distributed to all stakeholders
Answer: b) Ensuring they are available as per the required standards and timelines
3. What is the first step when determining necessary work products?
a) Identify new work products that need to be created
b) Obtain stakeholder approval
c) Analyze budget constraints
d) Schedule regular meetings
Answer: a) Identify new work products that need to be created
4. What should be coordinated when identifying work products that need to be changed?
a) Architecture domains
b) Activities and dependencies
c) Performance metrics
d) Customer requirements
Answer: b) Activities and dependencies
5. Based on scope and focus, which decision must be made regarding the architecture domains?
a) Which domains should be outsourced
b) Which architecture domains should be developed and to what level of detail
c) Which domains should be automated
d) Which stakeholders will lead the domains
Answer: b) Which architecture domains should be developed and to what level of detail
6. When assessing resource requirements, what must be taken into account?
a) Organizational structure and hierarchy
b) Resource availability and alignment with organizational planning methods
c) Employee satisfaction levels
d) External vendor proposals
Answer: b) Resource availability and alignment with organizational planning methods
7. What document should contain the development roadmap and schedule for proposed architecture development?
a) Performance Metrics Report
b) Communications Plan
c) Enterprise Architecture Summary
d) Statement of Architecture Work
Answer: d) Statement of Architecture Work
8. What should be defined by the Enterprise Architecture team during a cycle of the ADM (Architecture Development Method)?
a) Market strategies
b) Performance metrics to be met during the cycle
c) Financial projections
d) Legal requirements
Answer: b) Performance metrics to be met during the cycle
9. What does the Enterprise Architecture Communications Plan outline?
a) How to manage financial risks
b) The communication methods and timelines for engaging with stakeholders
c) The technical requirements for the architecture project
d) The marketing strategies for promoting architecture outcomes
Answer: b) The communication methods and timelines for engaging with stakeholders
10. What is essential before proceeding with the architecture development work?
a) Sponsor’s sign-off and formal approval of the plans
b) Submission of the final report to the stakeholders
c) Training for all employees
d) Finalization of the architecture budget
Answer: a) Sponsor’s sign-off and formal approval of the plans
References and Suggested Readings
1: https://www.goskills.com/Resources/Technology-business-learning
