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The Open Group OG0-092 Exam Questions
Provided By: The Open Group
Exam: TOGAF 9 Part 2
Certification: TOGAF 9

Total Questions: 75
Updated On: Apr 28, 2025
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Question 1
- Scenario
  Please read this scenario prior to answering the question
  Your role is that of Lead Enterprise Architect working at the headquarters of a fast food chain. The chain
  manages over 7500 restaurants across 33 countries. Each restaurant in the chain is an independently owned
  and operated franchise.
  Many of the restaurants still use the first generation IT systems deployed over 10 years ago. The Chief
  Operating Officer (COO) of the chain has stated his concerns about the inefficiencies of the current systems
  and identified the need to change. He has defined a new strategic vision that will enhance the business
  including providing its franchisees new support services to help them address the increasing competition from
  coffee shops. This is part of the long-term commitment to enhance the brand image and increase revenue for
  the chain. He has also stated that he expects improved financial results by the end of the current fiscal year.
  The changes will help provide the chain with improved products, including healthier alternatives in the menu,
  and more efficient operations. The addition of a corporate-wide data warehouse will provide analytics that will
  enable the marketing group to improve its ability to target advertising and new products to specific regions.
  The chain has a mature Enterprise Architecture practice based in its headquarters and uses the TOGAF
  standard as the method and guiding framework. The CIO is the sponsor of the activity.
  In planning the change, the Chief Architect engaged the services of a well-known consulting firm that
  specializes in business strategy. An initial study has been conducted to identify the strategic changes needed
  to implement the COO’s vision. This recently completed with approval of a strategic architecture encompassing
  the entire chain, including detailed requirements and recommendations.
  Based on the recommendations from the initial study, the decision has been taken for the chain to adopt a
  packaged suite of integrated applications that is tailored to the needs of the franchise.
  Refer to the scenario
  You have been asked by the Chief Architect to propose the best approach for architecture development to
  realize the COO’s vision.
  Based on the TOGAF standard, which of the following is the best answer?
  
  A : You propose that the focus be placed on architecture definition, with emphasis on understanding the strategic change parameters. The requirements, drivers, issues, and constraint for this engagement can then be identified. You would ensure that the target architecture addresses non-functional requirements so as to ensure the target architecture is robust and secure
  
  B : You propose that the target architecture is defined first by going through the architecture definition phases (B-D). This is because the initial study identified the need to change. This will ensure that the change can be defined in a structured manner and address the requirements needed to realize the vision
  
  C : You propose that the baseline Technology Architecture is defined first in order to assess the current infrastructure capacity and capability. Then the focus should be on transition planning and architecture deployment. This will identify requirements to ensure that the projects are sequenced in an optimal fashion so as to realize the vision
  
  D : You propose that the target architecture is defined first, followed by transition planning. This is because the vision is well understood and the strategic architecture agreed. The target first approach will ensure that the current problems and inefficiencies of the baseline architecture are not carried forward, and that the proposed solution addresses the requirements identified in the initial study
  
  Answer: D
Question 2
- Scenario:
  Please read this scenario prior to answering the question
  Your role is consultant to the Lead Architect within a company that manufactures a variety of small
  electromechanical devices. The company is organized as independent operational divisions.
  The company has a mature Enterprise Architecture practice and uses TOGAF standard for the basis of its
  architecture framework. In addition to the EA program, the company has a number of management
  frameworks in use, including business planning, portfolio/project management, and operations management.
  The EA program is sponsored by the CIO.
  Each division has completed the Architecture Definition documentation required to tailor and configure the
  environment to meet its own specific manufacturing requirements.
  The enterprise architects have analyzed the key corporate change attributes and implementation constraints. A
  consolidated gap analysis has been completed which has identified the gaps across the Business, Data,
  Application, and Technology domains. Based on the results of the gap analysis, the architects have reviewed
  the requirements, dependencies and interoperability requirements needed to integrate the new ERP
  environment into the existing environment. The architects have completed the Business Transformation
  Readiness Assessment started in Phase A. Based on all of these factors they have produced a risk
  assessment.
  The implementation process is estimated to take four years. Because of the risks posed by the complexity of
  the current environment, a phased approach is needed to implement the target architectures. The
  implementation and Migration Plan v0 1, the draft Architecture Roadmap, and the Capability Assessment
  deliverables are now complete.
  Refer to the Scenario
  You have been asked to recommend the next steps to prepare the final Implementation and Migration Plan.
  Based on TOGAF standard, which of the following is the best answer?
  
  A : You would apply the Business Value Assessment Technique to prioritize the implementation projects and project increments. The assessment should focus on return on investment and performance evaluation criteria that can be used to monitor the progress of the architecture transformation. You would confirm the Transition Architecture phases using an Architecture Definition Increments Table to list the projects. You would then document the lessons learned and generate the final plan
  
  B : You would assess how the plan impacts the other frameworks in use in the organization. The plan should be coordinated with the business planning, portfolio/project management and operations management frameworks. You would then assign a business value to each project, considering available resources and priorities for the projects. Finally, you would generate the Implementation and Migration Plan.
  
  C : You would conduct a series of Compliance Assessments to ensure that the implementation team is implementing the architecture according to the contract. The Compliance Assessment should verify that the implementation team is using the proper development methodology. It should include deployment of monitoring tools and ensure that performance targets are being met. If they are not met, then changes to performance requirements should be identified and updated in the Implementation and Migration Plan.
  
  D : You would place the strategic Architecture Definition and Transition Architectures under configuration control as part of the ongoing architecture development cycle. This will ensure that the architecture remains relevant and responsive to the needs of the enterprise. You would then produce an Implementation Governance Model to manage the lessons learned prior to finalizing the plan. You recommend that lessons learned be accepted by the Architecture Board as changes to the architecture without review
  
  Answer: B
Question 3
- An international Insurance company has grown with little consideration for rationalization and consolidation.
  There is no coordination between business unit and every one have managed its own applications. The CIO
  decided to establish an Enterprise Architecture program within the enterprise to enable the company to expand
  to other markets in the next two years. The company has not any Enterprise Architecture Capability in place
  and the he CIO has set up an Architecture Board and called its first meeting.
  Refer to the scenario above
  As Lead Architect you will establish a TOGAF 9 Enterprise Architecture program. Identify the best way to do
  this among the answers below.
  Choose one of the following answers
  
  A : You tailor TOGAF 9 with the help of the Architecture Board to integrate it with the legacy procedures established by the PMO. You also examine the relationship of TOGAF with other processes and frameworks for governance, systems development and operations management. You then define the footprint of the enterprise architecture
  
  B : As Lead Architect you create a Request for Architecture Work to allocate resources to work on the Architecture Vision. Based on the outcome of the Business Scenario technique you apply, you create the Common Systems Architecture to guide the choice of Solutions Building Blocks. These will be then used for integrating the systems across business units
  
  C : You clarify the agreement on key business drivers and the scope of the enterprise architecture. You then clarify the requirements for architecture work. You define the architecture principles together with the help of the Architecture Board in order to lead the architecture work. You consider how to tailor TOGAF 9 for this enterprise
  
  D : You conduct an Architecture Maturity Assessment. You then use the TOGAF ADM to state the requirements for the integration of a new company information management system into the organization. You then list a set of business goals together with the Architecture Board that will be a reference to the enterprise architecture program
  
  Answer: C
Question 4
- Scenario:
  Please read this scenario prior to answering the Question
  You are serving as the Lead Enterprise Architect at a major supplier in the automotive industry. The company
  is headquartered in Cleveland, Ohio with manufacturing plants across the United States, Brazil, Germany,
  Japan and South Korea. Each of these plants has been operating its own planning and production scheduling
  systems, as well as custom developed applications that drive the automated production equipment at each
  plant.
  The company is implementing lean manufacturing principles to minimize waste and improve the efficiency of all
  of its production operations. During a recent exercise held for internal quality improvement, it was determined
  that a significant reduction in process waste could be achieved by replacing the current planning and
  scheduling systems with a common Enterprise Resource Planning (ERP) system located in the Cleveland data
  center. This central system would provide support to each of the plants replacing the functionality in the
  existing systems. It would also eliminate the need for full data centers at each of the plant facilities. A reduced
  number of IT staff could support the remaining applications. In some cases, a third-party contractor could
  provide those staff.
  The Enterprise Architecture department has been operating for several years and has mature, well-developed
  architecture governance and development processes that are strongly based on TOGAF 9
  At a recent meeting, the Architecture Board approved a Request for Architecture Work sponsored by the Chief
  Engineer of Global Manufacturing Operations. The request covered the initial architectural investigations and
  the development of a comprehensive architecture to plan the transformation.
  The Common ERP Deployment architecture project team has now been formed, and the project team has
  been asked to develop an Architecture Vision that will achieve the desired outcomes and benefits. Some of the
  plant managers have expressed concern about the security and reliability of diving their planning and
  production scheduling from a remote centralized system. The Chief Engineer wants to know how these
  concerns can be addressed.
  Refer to the Scenario
  During the initial meeting of the Common ERP Deployment architecture project team, a number of alternative
  recommendations for how to proceed are put forward by members of the team.
  You have been asked to select the most appropriate recommendation to ensure that the team evaluates
  different approaches to the problem and clarifies the requirements for the architecture.
  Based on TOGAF 9, which of the following is the best answer?
  
  A : The team should develop Baseline and Target Architectures for each of the manufacturing plants, ensuring that the views corresponding to selected viewpoints address key concerns of the stakeholders. A consolidated gap analysis between the architectures will then be used to validate the approach, and determine the capability increments needed to achieve the target state
  
  B : The team should exercise due diligence and carefully research vendor literature and conduct a series of briefings with vendors that are on the current approved supplier list. Based on the findings from the research, the team should define a preliminary Architecture Vision. The team should then use that model to build consensus among the key stakeholders
  
  C : The team should use stakeholder analysis to understand who has concerns about the initiative. The team should then hold a series of interviews at each of the manufacturing plants using the business scenario technique. This will then enable them to identify and document the key high-level stakeholder requirements for the architecture
  
  D : The team should conduct a pilot project that will enable vendors on the short list to demonstrate potential solutions that will address the concerns of the stakeholders. Based on the findings of that pilot project, a complete set of retirements will be developed that will drive the evolution of the architecture
  
  Answer: C
Question 5
- RIG Networks, a global network supplier is implementing a massive replacement of its supply chain to reduce
  production cost of their new LTE (Long Term Evolution) gateways. As part of this renovation process the CIO
  decided to replace their ERP (Enterprise Resource Planning) system using a greenfield approach (where the
  legacy ERP system will be decommissioned). The CIO engaged a team of TOGAF 9 certified consultants to
  design the solution, he then identified the suppliers and asked you as Chief Architect to supervise the definition
  of the Architecture Design and Development Contract.
  Refer to the scenario above
  You now need to write the Architecture Design and Development Contract, identify how you would o this
  following TOGAF 9.
  Choose one of the following answers
  
  A : You would define the Architecture Design and Development Contract with : introduction and background, the nature of the agreement, scope of the architecture, architecture and strategic principles and requirements, conformance requirements, Target Architecture Measures, Define phases of deliverables, Prioritized joint workplan, Time window, Architecture delivery and business metrics
  
  B : You would define the Architecture Design and Development Contract with : introduction and background, the nature of the agreement, scope of the architecture, architecture and strategic principles and requirements, conformance requirements, Baseline Architecture definition, Target Architecture Measures, Define phases of deliverables, Prioritized joint workplan, Time window, Architecture delivery and business metrics
  
  C : You would define the Architecture Design and Development Contract with : Target Architecture Measures, Define phases of deliverables, Prioritized joint workplan, Time window, Architecture delivery and business metrics
  
  D : You would define the Architecture Design and Development Contract with : scope, goals, objectives and constraints, Architecture Principles, Baseline Architecture, Architecture Models, Gap Analysis, Impact Assessment.
  
  Answer: A

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