OGEA-103 Exam Dumps - The Open Group Enterprise Architecture Questions and Answers

Question # 44

Please read this scenario prior to answering the question

Your role is consultant to the Lead Architect within a multinational company that manufactures electronic components. The company has several manufacturing divisions located worldwide and a complex supply chain. After a recent study, senior management have stated a concern about business efficiency considering the company's multiple data centers and duplication of applications.

The company has a mature Enterprise Architecture (EA) practice and uses the TOGAF architecture development method in its EA practice. In addition to the EA program, the company has several management frameworks in use, including business planning, project/portfolio management, and operations management. The EA program is sponsored by the CIO.

A strategic architecture has been defined to improve the ability to meet customer demand and improve management of the supply chain. The strategic architecture includes the consolidation of multiple Enterprise Resource Planning (ERP) applications that have been operating independently in the divisions' production facilities.

Each division has completed the Architecture Definition documentation to meet its own specific manufacturing requirements. The enterprise architects have defined a set of work packages that address the gaps identified. They have identified the value produced, effort required, and dependencies between work packages to reach a farget architecture that would integrate a new ERP environment into the company.

Because of the risks posed by change from the current environment, the architects have recommended that a phased approach occurs to implement the target architecture with several transition states. The overall implementation process is estimated to take several years.

Refer to the scenario

You have been asked what the next steps are for the migration planning.

Based on the TOGAF standard which of the following is the best answer?

Options:

You conduct a series of Compliance Assessments to ensure that the architecture is being implemented 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 you would identify changes to performance requirements and update those in th

You place the Architecture Definition Document under configuration control. This will ensure that the architecture remains relevant and responsive to the needs of the enterprise. You would identify the development resources to undertake the projects. You would then produce an Implementation Governance Model to manage the lessons learned prior to finalizing the plan. You recommend that lessons learned be applied as changes to the architectur

You estimate the business value for each project by applying 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 and plan a series of Transition Architecture phases using an Architecture Definition Increment

You assess how the Implementation and Migration plan impacts the other frameworks in use in the organization. Minimally, you ensure that the plan is coordinated with the business planning, project/portfolio management and operations management frameworks. You would then assign a business value to each work package, considering available resources and strategic fit. You then use the work packages to identify projects that will be in the Impl

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Answer:

Explanation:

The Business Value Assessment Technique is a technique that can be used to estimate and compare the business value of the projects and project increments that implement the architecture work packages, which are the sets of actions or tasks that are required to implement a specific part of the architecture. The business value is the measure of the benefits or advantages that the project or project increment delivers to the business, such as increased revenue, reduced costs, improved quality, or enhanced customer satisfaction1

The steps for applying the Business Value Assessment Technique are:

Identify the criteria and factors that are relevant to the business value assessment, such as costs, benefits, risks, and opportunities. The criteria and factors should be aligned with the business goals and drivers that motivate the architecture work, and the stakeholder requirements and concerns that influence the architecture work.

Assign weights and scores to the criteria and factors, using various methods, such as expert judgment, historical data, or analytical models. The weights and scores should reflect the importance and performance of the criteria and factors, and the trade-offs and preferences of the stakeholders.

Calculate the business value for each project or project increment, using various techniques, such as net present value, return on investment, or balanced scorecard. The business value should indicate the expected or actual outcomes and impacts of the project or project increment on the business.

Prioritize the implementation projects and project increments, based on the business value and other considerations, such as dependencies, resources, or risks. The prioritization should determine the order or sequence of the projects and project increments, and the allocation and utilization of the resources.

Therefore, the best answer is C, because it describes the next steps for the migration planning, which are the activities that support the transition from the Baseline Architecture to the Target Architecture. The answer covers the Business Value Assessment Technique, which is relevant to the scenario.

1: The TOGAF Standard, Version 9.2, Part III: ADM Guidelines and Techniques, Chapter 28: Business Value Assessment Technique : The TOGAF Standard, Version 9.2, Part II: Architecture Development Method (ADM), Chapter 18: Phase A: Architecture Vision : The TOGAF Standard, Version 9.2, Part II: Architecture Development Method (ADM), Chapter 21: Phase F: Migration Planning : The TOGAF Standard, Version 9.2, Part IV: Architecture Content Framework, Chapter 36: Building Blocks

Question # 45

Please read this scenario prior to answering the question

You are employed as an Enterprise Architect within a multinational company. The

company has been very successful and has been buying companies around the

world. This has led to a growing number of manufacturing divisions in various

locations with a complex supply chain.

The top management recently expressed concerns about the company's effectiveness

because of its multiple data centers and duplicate applications. The EA team has

been working on a project to solve this issue. An analysis shows that supply chain

issues have led to not enough products being produced to meet all the customer

demand.

A strategic architecture has been defined to help meet customer demand and manage

the supply chain more effectively. The strategic architecture involves combining

different Enterprise Resource Planning (ERP) applications that are currently used

separately in the company's production sites.

Each division has finished the Architecture Definition documentation to address their

own specific manufacturing needs. The Enterprise Architects have agreed an overall

strategy for the migration. They have defined a set of work packages that address the

gaps found. They have defined the intermediate architectural states between the

Baseline and Target architecture to add a new ERP environment into the company.

Because of the risks posed by this change from the current environment, the

architects have recommended that a phased approach should be taken to implement

the target architecture with several stages of change. They have created a draft

roadmap with the implementation process estimated to take over two years.

The company has an established Enterprise Architecture (EA) practice and follows the

TOGAF Architecture Development Method. The company also uses various

management frameworks such as business planning, project/portfolio management,

and operations management. The EA program is sponsored by the Chief Information

Officer (CIO). In your role as an Enterprise Architect within the EA team, you work

closely with the important stakeholders from the various divisions within the company.

Refer to the scenario

You have been assigned to plan the next steps for the migration. Which approach will

you choose?

Based on the TOGAF standard which of the following is the best answer?

Options:

You finalize the Architecture Definition documentation with updates to reflect

the implementation approach. You ensure that Implementation and Migration

Plan is consistent with the chosen approach. You identify the resources

needed to undertake the development projects. You would then produce an

Implementation Governance Model to manage the lessons learned before

finishing the plan. You ensure that the lessons

You estimate the business value for each project by applying the Business

Value Assessment Technique to prioritize the migration projects and project

steps. The assessment should focus on return on investment and criteria for

evaluating performance to track the progress of the architecture

transformation. You would confirm and plan a series of Transition Architecture

phases using a table of Architecture Definit

You will focus on project selection. You make sure that the Implementation and

Migration plan aligns with the other management frameworks in use in the

company. Next, you assign a value to each work package, taking into account

the resources available and how they fit into the overall strategy. Using these

work packages, you estimate resource requirements and timings. You then

select which projects will be incl

You conduct a series of Compliance Assessments to check that the

architecture is being implemented as required by the contract. This is done

now to confirm that the implementation team is following the correct

development process, and if not, so course correction is viable. This involves

using monitoring tools and making sure that performance targets are being

achieved. If the targets are not met, you would the

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Answer:

Explanation:

At this stage in the scenario:

A strategic architecture has been completed.

All divisions have completed their Architecture Definition Documents.

Work packages have been defined.

Transition Architectures between Baseline and Target are already identified.

A draft roadmap exists for a multi-year phased migration.

You are now asked to plan the next steps for the migration, which aligns exactly with TOGAF ADM Phase F: Implementation and Migration Planning.

In Phase F, TOGAF prescribes the following key activities:

Evaluate and prioritize projects and work packages

Determine business value, cost, risk, dependencies

Confirm Transition Architectures and sequencing

Update and finalize the Implementation & Migration Plan

Option B is the ONLY answer that correctly follows these required TOGAF steps.

✔ Why Option B is correct

Option B states:

“Estimate the business value for each project by applying the Business Value Assessment Technique … to prioritize the migration projects.”✔ This is a TOGAF-recommended technique specifically for Phase F to evaluate and prioritize transformations using value, risk, and ROI.

“Confirm and plan a series of Transition Architecture phases … using a table of Architecture Definition Increments.”✔ Exactly aligned with TOGAF:

Transition Architectures were identified earlier.

In Phase F, they must be confirmed, sequenced, and documented.

“Update the Implementation and Migration Plan.”✔ This is the required output of ADM Phase F.✔ At this point, the plan must be validated and finalized based on value and prioritization.

Thus, Option B directly matches TOGAF’s prescribed migration planning process.

✘ Why the other options are incorrect

A – Incorrect

Suggests finalizing Architecture Definition documentation—this was already completed by each division.

Introduces an “Implementation Governance Model,” which is not a TOGAF artifact at this stage.

Focuses on lessons learned BEFORE execution, which is not appropriate for migration planning.

C – Incorrect

Focuses only on project selection and resource assignment.

Does not use TOGAF techniques for value/risk evaluation.

Does not reference Transition Architectures, which are central in the scenario.

Oversimplifies Implementation & Migration Planning to resource scheduling.

D – Incorrect

Compliance Assessments occur DURING execution, not before migration planning.

At this stage, no implementation has started, so compliance reviews are premature.

Adjusting performance requirements now has no alignment with TOGAF’s ADM sequence.

Question # 46

Please read this scenario prior to answering the question

You are employed as an Enterprise Architect within a large law firm. The firm operates in many countries and has a complicated structure. Every office must follow the local regulations in their country.

The firm has an established Enterprise Architecture (EA) department which has been operating for several years. It has architecture governance and development processes based on the TOGAF standard. In addition to the EA program, the firm has several management frameworks in use, including business planning, project/portfolio management, and operations management. The Architecture Board includes representatives from all parts of the firm.

The Chief Information Officer (CIO) is the sponsor of the Enterprise Architecture program. The CIO has actively encouraged architecting with agility within the EA department as her preferred approach for projects.

The CIO has given approval for a Request for Architecture Work to explore the adoption of an Al-based system for managing legal cases and financial processes.

Senior management has become more and more worried about how well the business is running, especially with the advancements in Artificial Intelligence (Al). Many of the firm's competitors have started using Al to assist with legal strategies, streamline processes, and boost productivity. One of the most important benefits Al has for the business is its ability to increase accuracy and minimize mistakes.

Some of the top managers are worried about a change in the way of working, and if it will achieve the goals.

Their staff also fear that management will use the system to measure their performance. The CIO wants to know how to address these concerns and reduce risks. The new system would provide guidance to legal professionals and analysts on which tasks to focus on. The main goals are to improve productivity and make better use of staff. In addition, the CIO hopes these changes will lead to higher customer satisfaction.

Refer to the scenario

The Chief Information Officer (CIO) has asked you how to address the concerns and lower risks when introducing artificial intelligence (Al) in the firm.

Based on the TOGAF standard which of the following is the best answer?

Options:

The stakeholders should be identified, and their concerns documented in the Architecture Vision. A Communications Plan should be created to address the stakeholders. This plan should include a report that summarizes the key features of the architecture with respect to each location and the stakeholders' requirements. You will check with key stakeholders that their concerns are being addressed. Risk mitigation should be addressed as part of

A set of business models should be developed with focus on the essential business problem and the vision of the change being proposed. These models will be used to build consensus with the top managers on the approach for deployment of the Al-based solution. A meeting should be held with the key stakeholders to explain how to use and understand the models. Risk will be managed as part of the Security Architecture development.

An analysis of the stakeholders should be carried out. This will allow the architects to define groups of stakeholders who have common concerns and include development of a Stakeholder Map. The concerns and relevant views should then be defined for each group and recorded in the Architecture Vision document. To reduce risk, you include a requirement that there be progressive development of the target architecture to get regular feedback.

Models should be created for each of the high-level Business, Application and Technology

architectures included in the Architecture Vision. The models can be used to help the top

management understand the new business direction, and make sure that the system will be

compliant with the local regulations for each operating entity. A formal review should be held with the stakeholders to confirm that their concerns have been p

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Answer:

Explanation:

The question focuses on addressing stakeholder concerns and mitigating risks when introducing AI-based systems in a law firm, while also reflecting the CIO’s preference for architecting with agility.

Option C is the best fit according to TOGAF.

✅ Why Option C Is Correct

1. TOGAF Emphasizes Stakeholder Identification and Stakeholder Mapping (Phase A)

TOGAF requires:

Identifying stakeholders

Analyzing their concerns, interests, and influence

Grouping stakeholders into categories

Producing a Stakeholder Map and defining needed views

Option C precisely describes this process.

2. Document Concerns in the Architecture Vision

The TOGAF Architecture Vision must include:

Stakeholder concerns

Relevant viewpoints

Business goals and drivers

High-level requirements

C describes documenting concerns and views in the Architecture Vision, which aligns perfectly with TOGAF Phase A.

3. Supports Agility / Progressive Development

The CIO promotes architecting with agility.

Option C includes:

“a requirement that there be progressive development of the target architecture to get regular feedback.”

This is consistent with:

TOGAF’s support for iterative, incremental, and risk-reducing development cycles

Agile architecture principles

Thus, C aligns both with TOGAF and the CIO’s preference for agile adoption.

❌ Why the Other Options Are Incorrect

Communication planning is valid, but the answer is too focused on reporting and location-specific summaries, which are not part of TOGAF Phase A.

Does not address the CIO’s need for agility.

Risk mitigation is described vaguely and incorrectly tied to later phases.

Focuses on "business models" and "security architecture" — not the right emphasis for early stakeholder engagement.

Does not address fear of job performance monitoring or behavior change, which requires stakeholder-sensitive treatment.

Proposes creating high-level Business, Application, and Technology models in Phase A, which is inappropriate — such models belong in Phases B, C, D, not Vision.

Focuses on regulatory compliance rather than stakeholder concerns.

???? TOGAF References

TOGAF 9.2 – Phase A: Architecture Vision

Defines stakeholder identification, concerns, and stakeholder map.

Encourages iterative, agile approaches.

Requires capturing concerns in the Architecture Vision.

TOGAF ADM Guidance for Agile

Supports incremental, feedback-driven development to reduce risk.

Question # 47

Please read this scenario prior to answering the question

You are working as Chief Enterprise Architect at a large Internet company. The company has many divisions, ranging from cloud to logistics. The company has grown rapidly, expanding from initially selling physical books and media to a range of services including an online marketplace, live-streaming. eBooks. and cloud services.

Overall management of the numerous divisions has become challenging. Recent high-profile projects have overrun on budget and under delivered, damaging the company's reputation, and adversely impacting its share price. There is a widely held view within the executive management that the organization structure has played a major role in these project failures.

The company has an established Enterprise Architecture program based on the TOGAF standard, sponsored jointly by the Chief Executive Officer (CEO) and Chief Information Officer (CIO). The CEO has decided that the company needs to reorganize its divisions around artificial intelligence and machine learning with a focus on automation. The CEO has worked with the Enterprise Architects to create a strategic architecture for the reorganization, including an Architecture Vision, together with definitions for the four domain architectures. This sets out an ambitious vision of the future of the company over a three-year period. This includes a set of work packages and includes three distinct transformations.

The CIO has made it clear that prior to the approval of the detailed Implementation and Migration plan, the EAteam will need to assess the risks associated with the proposed architecture. He has received concerns from key stakeholders across the company that the proposed reorganization may be too ambitious and there is doubt whether it can produce sufficient value to warrant the risks.

Refer to the scenario

You have been asked to recommend an approach to satisfy these concerns. Based on the TOGAF Standard, which of the following is the best answer?

Options:

The Enterprise Architects should evaluate the organization's readiness to undergo change. This will allow the risks associated with the transformations to be identified, classified, and mitigated for. This should include identifying dependencies between the set of changes, including gaps and work packages. It will also identify improvement actions to be worked intothe Implementation and Migration Plan. The business value, effort, and risk a

The Enterprise Architects should bring together information about potential approaches and produce several alternative target transition architectures. They should then investigate the different architecture alternatives and discuss these with stakeholders using the Architecture Alternatives and Trade-offs technique. Once the target architecture has been selected, it should be analyzed using a state evolution table to determine the Transiti

Establishing interoperability in alignment with the corporate operating model will ensure risks are minimized. The Enterprise Architects should apply an interoperability analysis to evaluate any potential issues across the architecture. This should include the development of a matrix showing the interoperability requirements. These can then be included within the transformation strategy embedded in the target transition architectures. The E

Before preparing the detailed Implementation and Migration plan, the EnterpriseArchitects should review and consolidate the gap analysis results from Phases B toThis will identify the transformations required to achieve the proposed TargetArchitecture. The Enterprise Architects should then assess the readiness of theorganization to undergo change and determine an overall direction to address andmitigate risks identified. The Transition Arch

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Question # 48

Please read this scenario prior to answering the question

You are employed as an Enterprise Architect within a clinical research and health

technologies company. The company is dedicated to transforming healthcare with

new ideas and advancements. The company has multiple divisions that cover different

aspects of the business.

The company's Enterprise Architecture (EA) department has mature, well-developed

architecture governance and development processes following the TOGAF standard.

In addition to the EA program, the company has a number of management

frameworks in use. The Architecture Board includes representatives from each

division of the company. The Chief Information Officer (CIO) is the sponsor of the

Enterprise Architecture program. The CIO has actively encouraged architecting with

agility within the EA department as the preferred approach for projects.

Many of the company's rivals have begun using Artificial Intelligence (Al) in their

operations, and the indications are that this will be transformative for healthcare

delivery. This is something the EA department has been interested in for a while, and

they had recently submitted an architecture Change Request which was approved. As

a result, the CIO has approved a Request for Architecture Work to investigate the

implementation of Al in the company.

Areas for evaluation include:

How can staff use Al daily in their current roles?

How can Al enhance access to care for patients, and how to make that experience

seamless?

How can Al offer new workplace platforms and tools to increase efficiency?

Some of the top managers are worried about a change in the way of working, and if it

will achieve the goals. Many are not confident that the company's risk management

processes are adequate for a company-wide integration of generative Al. There are

also questions from staff about whether enough specific guidelines and polices have

been put in place for responsible use of Al.

Refer to the scenario

You have been assigned to the architecture development and asked how to address

the concerns and manage risk for the project. How do you begin?

Based on the TOGAF standard which of the following is the best answer?

Options:

You recommend that an analysis of the stakeholders is carried out. This will

allow the architects to define groups of stakeholders who have common

concerns and include development of a Stakeholder Map. The concerns and

relevant views should then be defined for each group and recorded in the

Architecture Vision document. To mitigate risk, you include a requirement that

there be progressive development of the tar

You recommend that all the stakeholders be identified, and a Communications

Plan created to address the most powerful and influential stakeholders. This

plan should include a report that summarizes the key features of the

architecture with respect to each division and reflects the stakeholders'

requirements. You will check with each key stakeholder that their concerns are

being addressed. Risk mitigation should

You recommend creation of a simple solution concept diagram to show how

the stakeholders will be impacted, and the benefits to the firm. You would also

create a benefits diagram showing the various opportunities from adoption of

Al-based solutions. A meeting should be held with the main stakeholders to

review the diagrams. They can then decide the priorities and sequencing

decisions for the architecture develop

You recommend that models be created for the Draft Business, Data,

Application, and Technology Architectures. These can be used to minimize risk,

and make sure that the system meets the local regulations for each division.

Together with the problem description, and requirements, these should be

included in the Architecture Vision document. A formal review should be held

with the stakeholders to verify that thei

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Answer:

Explanation:

In this scenario you are right at the start of an ADM cycle: a Request for Architecture Work has been approved to investigate AI, and there are strong stakeholder concerns and risk questions. According to the TOGAF standard, the correct place to start is Phase A: Architecture Vision, with a strong focus on stakeholder management and capturing their concerns and required views.

Option A is the only answer that correctly reflects this:

Stakeholder analysis & Stakeholder Map (Phase A core task)TOGAF explicitly states that in Phase A you must:

Identify stakeholders

Analyze and group them by common concerns

Use a Stakeholder Map to understand their influence, interest, and required engagement

Determine which views/viewpoints are needed to address their concerns in the architecture description coe.qualiware.com+1

Option A says:

“analysis of the stakeholders … define groups of stakeholders who have common concerns and include development of a Stakeholder Map. The concerns and relevant views should then be defined for each group and recorded in the Architecture Vision document.”

This is exactly how TOGAF describes stakeholder management and views in Phase A:

Stakeholder Map to classify and prioritize stakeholders

Concerns and required views captured and traced

These elements feeding into the Architecture Vision deliverable Visual Paradigm TOGAF+1

Concerns, views, and Architecture VisionTOGAF emphasizes that architecture views are constructed to address specific stakeholder concerns; you do not just build generic models. opengroup.org+1

Option A explicitly links concerns → views → Architecture Vision, which aligns with TOGAF guidance for early phases.

Capturing this in the Architecture Vision provides a high-level, shared understanding of what the AI initiative is trying to achieve and how stakeholder issues (e.g., responsible AI, risk processes, change in way of working) will be addressed.

Risk management and “architecting with agility”In the scenario, the CIO has encouraged architecting with agility. TOGAF is compatible with incremental and iterative development of the target architecture, especially when there is high uncertainty and risk. conexiam.com

Option A includes:

“a requirement that there be progressive development of the target architecture to ensure there is regular feedback.”

This “progressive development” and frequent feedback loop is exactly how you mitigate risk in an AI-heavy, change-sensitive initiative:

Frequent stakeholder feedback

Early validation of assumptions

Ability to adjust scope, constraints, and principles as risk and understanding evolve

This directly addresses management’s worry about the change in the way of working and whether risk management and responsible AI policies are adequate: these become explicit stakeholder concerns and requirements that are iteratively refined.

Why the other options are weaker / not TOGAF-aligned as a starting point

Option B

Focuses mainly on a Communications Plan and powerful stakeholders.

While TOGAF does expect a stakeholder communications plan, it is derived from a proper stakeholder analysis and Stakeholder Map, not a substitute for it.

It also treats risk as a “component of the architecture” rather than something to be addressed early through stakeholder concerns, principles, and iteration.

Option C

Jumps straight to a solution concept diagram and benefits diagram and defers risk evaluation to when the Architecture Roadmap is defined (Phase E).

In TOGAF, risk and stakeholder concerns must be addressed already in Phase A and refined throughout, not postponed to roadmap development.

Option D

Proposes creating draft Business, Data, Application, and Technology models and putting them into the Architecture Vision.

This is too detailed for the starting point: Phase A is about high-level vision, not full draft core architecture models (those belong in Phases B, C, D).

It also doesn’t emphasize Stakeholder Mapping and grouping by concerns, which is central to resolving the worries about way of working, risk, and responsible AI.

In summary, Option A is the best and TOGAF-consistent way to begin:

Start in Phase A: Architecture Vision

Perform stakeholder analysis and create a Stakeholder Map

Define stakeholder concerns and relevant views

Record them in the Architecture Vision

Add an explicit requirement for progressive (iterative) development of the target architecture for continuous feedback and risk mitigation

Exam Code: OGEA-103

Exam Name: TOGAF Enterprise Architecture Combined Part 1 and Part 2 Exam

Last Update: Dec 29, 2025

Questions: 151

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OGEA-103 Exam Dumps - The Open Group Enterprise Architecture Questions and Answers

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