The Open Group OGBA-101 TOGAF Business Architecture Foundation Exam (English) Exam Practice Test

The step during development of a business scenario that ensures that each iteration is managed as a mini-project is the Planning Step3. The Planning Step is a preparatory step that defines how to approach each iteration of developing a business scenario3. The Planning Step involves setting up a project team with clear roles and responsibilities, defining a project plan with milestones and deliverables, identifying stakeholders and their concerns, establishing communication channels and feedback mechanisms, and securing resources and budget3. The Planning Step can help to ensure that each iteration is managed as a mini-project with clear objectives, scope, schedule, quality criteria, risks, and issues.

In the context of value stream stages, a gating stage is the element that describes the specific state change which triggers the next stage of the value stream to begin. It acts as a checkpoint that ensures that certain criteria are met before the process can proceed to the next phase.

 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.

A business capability map is a comprehensive representation that showcases an organization's abilities in a structured manner. It identifies and illustrates the various business capabilities that allow the enterprise to function and deliver value. These capabilities are often defined independently of the organizational structure, processes, or technology, focusing instead on what the business does and can do. This map encompasses the end-to-end value delivery and how different capabilities interrelate and support one another, thus providing a holistic view of the business's functional abilities.

The business capability map provided uses color coding to represent the maturity levels of various business capabilities in strategic, core, and supporting functions. The colors indicate the current state or priority for development, with red indicating capabilities that are significantly below desired maturity levels and thus require immediate attention. In this case, Policy Management, Government Relations Management, and HR Management are marked as red, signaling the need for urgent improvement. Yellow indicates capabilities that are closer to the desired state but still need attention, while green shows capabilities that have achieved the desired maturity level. Purple indicates a missing capability that does not currently exist in the enterprise, which is the case for Agent Management.

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.

A business model is a high-level conceptual representation that explains how an organization creates, delivers, and captures value. This encompasses the organization’s core logic for creating value, and may include its intended customer segments, the value propositions it offers, the channels through which it reaches customers, customer relationships it establishes, key activities, resources, and partnerships, as well as the revenue streams and cost structures. Thus, it is a visual and strategic representation of how a business operates and competes in the marketplace.

The Architecture Development Method (ADM) is the core process of TOGAF which outlines a method for developing and managing the lifecycle of enterprise architecture. Considering the phases of the ADM, the item labeled as '2' in the provided architecture development cycle diagram likely corresponds to the 'Architecture Change Management' phase, which is responsible for providing ongoing architectural oversight and guidance to ensure that the implementation remains aligned with the architecture defined in the previous phases. This includes managing changes to the architecture in a controlled manner as the implementation progresses and ensuring that the architecture continues to meet the business needs.

A statement of business goals and drivers can be used to help define information concepts in an information map. This statement provides the context and rationale for the information requirements of the enterprise, which can then be reflected in the information map, ensuring that the information architecture supports the business objectives.

A value stream is an approach to modeling business value that focuses on the end-to-end sequence of activities that an organization performs to deliver a product or service to the customer. This perspective is designed to help organizations understand the full lifecycle of value creation, from the initial customer demand to the final delivery of value. It provides a holistic view of the flow of value through the organization and is instrumental in identifying areas of waste and opportunities for improvement to enhance the overall customer experience. Value streams help in visualizing and optimizing the steps necessary to effect change in the business processes and systems that create value for the customers.

A TOGAF business scenario is a technique that can be used to fully understand the requirements of information technology and align it with business needs1. It is not a business case, which is a document that provides justification for a proposed project or initiative6. It is not a method to develop a business model, which is a description of how an organization creates, delivers, and captures value for its stakeholders7. It is not a use-case, which is a description of how a system interacts with external actors to achieve a specific goal.

A TOGAF business scenario is a technique that helps to derive architecture requirements by describing a business process, application, or set of activities. It includes detailing the actors, roles, goals, business policies, business processes, and the environment in which the scenario takes place. Business scenarios are used within TOGAF to ensure that the architecture has a clear link to the business requirements.

Risk is defined as the effect of uncertainty on objectives. It can be positive or negative depending on whether it enhances or hinders the achievement of objectives. Threat is a potential cause of risk that could have a negative impact on objectives. Continuity is the ability to maintain or resume normal operations after a disruption or disaster. Vulnerability is a weakness or exposure that could be exploited by a threat to cause harm or damage.

A business capability is a conceptual representation that reflects the core abilities or capacities of a business. It is defined as an intrinsic ability that an organization possesses or can develop to consistently deliver a specific outcome or set of outcomes. Business capabilities abstract away from the organizational structure, processes, and technology to focus on the 'what' the business can do, rather than the 'how' it does it. This concept is fundamental in business architecture as it helps in aligning strategic objectives with operational efficiency.

Business models within the TOGAF standard are used to tailor the enterprise architecture to the specific needs and context of the business. They help in understanding how the business operates, its structure, and how it intends to achieve its goals, which is critical for ensuring that the enterprise architecture aligns with and supports the business objectives.

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.

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 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.

 The process used to decompose a set of business capabilities to communicate more detail is leveling6. Leveling is a technique that can be used to break down a business capability into sub-capabilities at lower levels of granularity6. Leveling can help to provide more clarity and specificity about what a business capability entails and how it supports the business goals and objectives6. Leveling can also help to identify dependencies, gaps, overlaps, or redundancies among business capabilities6.