OGBA-101 TOGAF Business Architecture Foundation Exam (English) Questions and Answers

The diagram of an architecture development cycle shows three phases of the TOGAF ADM. The correct phase names corresponding to the labels 1, 2 and 3 are Requirements Management, Implementation Governance, and Preliminary respectively3. These phases are described as follows:

• Requirements Management (label 1): This phase provides a process for managing architecture requirements throughout the ADM cycle3. It ensures that requirements are captured, stored, prioritized, and addressed by relevant ADM phases3. It also ensures that requirements are validated and updated as necessary3.
• Implementation Governance (label 2): This phase provides a process for ensuring that the implementation projects conform to the defined architecture3. It involves establishing an implementation governance model, defining architecture contracts and compliance reviews, and monitoring and supporting the implementation projects3.
• Preliminary (label 3): This phase provides a process for preparing and planning the architecture project3. It involves defining the scope and vision of the project, customizing the ADM process and content framework, defining principles and governance structures, and evaluating the enterprise architecture maturity and readiness3.

In the TOGAF ADM cycle, Phase A, the Architecture Vision phase, is where the architect would locate existing architecture descriptions to create an information map. This phase involves understanding the strategic context for the architecture work, defining the scope, identifying stakeholders, creating the Architecture Vision, and obtaining approvals to proceed with the work. Part of this involves reviewing existing documentation to understand the current state of the architecture and the information that is already available, which would be useful for creating an information map.

Value networks are an approach to model, measure, and analyze business value that is primarily concerned with identifying the participants involved in creating and delivering value3. Value networks focus on the relationships and interactions among the participants, such as customers, suppliers, partners, employees, and other stakeholders3. Value networks can help to understand how value flows through the network and how it can be improved or optimized.

The example value stream shown, labeled "Acquire Retail Product," represents a decomposition into a sequence of stages that collectively create value. Each stage, such as "Advertise Channels," "Display Products," "Enable Selection," "Process Payment," and "Deliver Product(s)," is a step in the overall process that contributes to the final outcome, which in this case is the acquisition of a retail product by the customer. Value streams are utilized in business architecture to model the flow of value through an organization from the initial customer demand to the final delivery of the product or service.

In the absence of existing Architecture Descriptions, the development of a Business Architecture would begin with the gathering of relevant information about the business. This information can come from strategic documents, business plans, process documents, and stakeholder interviews, among other sources. Once gathered, this information would be used to create Business Architecture models that articulate the business vision, strategy, governance, organization, and key business processes. These models provide a blueprint that captures the essence of the business and guides subsequent architecture work.

According to the TOGAF Series Guide: Organization Mapping, one of the derived relationships in an organization map is value flow1. A value flow is a relationship that shows how value is exchanged between business units or other entities in an organization map1. A value flow can be expressed as a verb phrase that indicates what type of value is transferred or shared between entities1. For example, in an organization map for an online retailer, a possible value flow could be “Delivers products” between the Warehouse business unit and the Customer entity.

One of the benefits of organization mapping is that it improves strategic planning2. Organization mapping is a technique that can be used to document and visualize the organizational structure and relationships of an enterprise or a part of it2. Organization mapping can help to align the organizational design with the business strategy, goals, and objectives2. Organization mapping can also help to identify the roles, responsibilities, authorities, accountabilities, and dependencies of different organizational entities2. By providing a clear and consistent view ofthe organizational landscape, organization mapping can enable better informed and more effective decisions for strategic planning.

An information map is most closely related to a Business Capability Map in the sense that both are tools used to visualize and understand different aspects of an enterprise's architecture. While an information map focuses on the relationships and flow of information within the organization, a Business Capability Map outlines the abilities and capacities the business possesses. Both are used to analyze and design architectures that support the business's objectives.

 An organization map is a technique that can be used to show how a business architecture addresses stakeholder concerns across different parts of an organization3. It can highlight gaps or overlaps in the coverage of stakeholder concerns by a business architecture. An organization chart, on the other hand, is a diagram that shows the formal structure and hierarchy of an organization, such as reporting relationships and roles4. An organization chart does not necessarily show how stakeholder concerns are addressed by a business architecture.

An organization map differs from an organization chart in that it is designed to show more than just the formal hierarchy and relationships between different units within an organization. It provides a view of the enterprise from the perspective of the business architecture, highlighting areas where stakeholder concerns might not be addressed effectively, whereas an organization chart typically shows the formal reporting structures only.

One of the reasons that supports the need to govern Enterprise Architecture is that best practice governance enables the organization to control value realization6. Value realization is the process of ensuring that the expected benefits from implementing an Enterprise Architecture are achieved and sustained over time6. Best practice governance provides a framework and mechanisms for monitoring and evaluating the performance and outcomes of Enterprise Architecture initiatives, as well as ensuring alignment with strategic objectives and stakeholder expectations.

To analyze a new value stream within the scope of a project, it is effective to combine information mapping with a business process model. This approach allows for a comprehensive understanding of the value stream, including the information required and produced at each stage, and how this information supports the business processes involved in delivering value.

Business Scenarios and Business Models are tools that architects can present to stakeholders to facilitate discussions that reveal underlying assumptions, agendas, principles, and requirements. They help in understanding the context, extracting and validating requirements, and identifying potential impacts on the target architecture. By discussing scenarios and models, stakeholders can express their vision and concerns, which may include unspoken or implicit needs that are crucial for the architecture's success.

According to the TOGAF standard, business models are used to understand and describe the business itself, including its organization, its objectives, and how it operates. This understanding is crucial when defining an enterprise architecture as it provides a frame of reference. Business models help in identifying new capabilities that the business must develop to achieve its future state as outlined in the target business model. These capabilities may be processes, information, or technologies that the business must adopt or adapt to fulfill the strategic objectives and deliver value. TOGAF emphasizes the alignment of IT with business strategy, and the business model serves as a key link in ensuring that the capabilities delivered by the enterprise architecture will enable the desired business outcomes.

The technique shown in the example is called heat mapping. It is a technique that can be used to show a range of different perspectives on a business capability map, such as maturity, effectiveness, performance, and value or cost contribution of each capability to the business2. Different attributes determine the colors of each capability on the business capability map. Heat mapping can help to identify strengths, weaknesses, opportunities, and threats in the business architecture.

The graphic illustrates a method for developing alternative target architectures in Phase E of the TOGAF ADM1. The method involves identifying and evaluating candidate architectures based on criteria such as business value, cost, risk, and feasibility1. The method helps to identify the most suitable architecture solution for the enterprise.

The graphic illustrates a method that supports the TOGAF ADM by identifying and evaluating alternative target architectures. The process begins with a vision, influenced by principles and requirements, leading to the consideration of alternatives. Each alternative is assessed based on different criteria, leading to the selection of the most suitable target architecture. This isconsistent with the TOGAF approach of developing a set of potential architectures and then selecting the one that best meets the enterprise's needs.