TOGAF 9 Part 2: OG0-092 Exam
OG0-092 Questions & Answers
Exam Code: OG0-092
Exam Name: TOGAF 9 Part 2
Q & A: 29 Q&As
QUESTION NO: 1
Scenario: Rollins Manufacturing
Please read this scenario prior to answering the question
Rollins Manufacturing is a major supplier in the automotive industry, headquartered in
Cleveland, Ohio with manufacturing plants in Chicago, Sao Paulo, Stuttgart, Yokohama, and
Seoul. Each of these plants has been operating its own Manufacturing Requirements Planning
(MRPII) system, production scheduling, and custom developed applications that drive the
automated production equipment at each plant.
Rollins 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 MRPII 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 Rollins 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 Review Board approved a Request
for Architecture Work from the Chief Engineer of Global Manufacturing Operations who is the
project sponsor. 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 driving their MRPII and production scheduling from a central system
located in Cleveland. The Chief Engineer wants to know how these concerns can be
addressed.
Refer to the Rollins Manufacturing Scenario:
You are serving as the Lead Enterprise Architect for the Common ERP Deployment
architecture project.
One of the earliest initiatives in the Enterprise Architecture program at Rollins was the
definition of a set of IT principles and architecture principles that are well aligned with the
overall enterprise principles. These now need to be updated to address the concerns raised.
You have been asked to select a set of principles most appropriate for guiding the team to
define a robust solution.[Note: You should assume that Rollins has adopted the example set of principles that are listed and defined in TOGAF 9, Section 23.6.]
Based on TOGAF 9, which of the following is the best answer?
A. Common-use Applications, Data is Shared, Data is Accessible, Data is Secure,
Interoperability, Control Technical Diversity.
B. Business Continuity, Service-orientation, Data is Accessible, Data is Secure, Responsive
Change Management.
C. Maximize Benefit to the Enterprise, Business Continuity, Common-use Applications, Data is
Shared, Data is Accessible, Data is Secure.
D. Information Management is Everybody’s Business, IT Responsibility, Data Trustee,
Technology Independence, Responsive Change Management.
Answer: C
QUESTION NO: 2
Scenario: Global Mobile 1
Please read this scenario prior to answering the question
Global Mobile is a mobile telecommunications company formed through a series of mergers
and acquisitions. They are yet to fully integrate the customer service systems for the most
recent acquisitions, and as result, customer service has been a major concern for the Chief
Technology Officer.
Results for the last two quarters have shown that Average Revenue Per User (ARPU) and the
customer retention (Churn) rate have fallen below the industry average. The Corporate
Marketing group has published some new findings about customer satisfaction. The
customers appear to be switching to Air Light, a competitor, because of superior customer
service. Global Mobile actually has better coverage in nearly all markets than Air Light, and
good roaming agreements that keep rates low for business travelers. But, customer
satisfaction has remained low.
The Business Strategy group and the Enterprise Architecture group have conducted a
high-level project to develop the enterprise-wide strategic plan. They have developed a
business scenario which contains a good conceptual model of what needs to be done, and
also identifies the key requirements. This was used in preparing the proposal presented to the
Executive Council and the Corporate Board.
The planning for the program has been underway for several months. Global Mobile has
selected TOGAF 9 as the basis for its Enterprise Architecture.
The Corporate Board has approved funding for a multi-million Euro conversion to transition to
a packaged Customer Service System. It is anticipated that the overall program will take five
years to complete, but there are some tactical projects that can commence immediately to
address the situation. The Corporate Board has placed one additional major constraint on the program. In addition to achieving the business outcomes directly related to improving overall
customer service within each business unit, the Corporate Board expects the Target
Architecture to produce an additional saving of at least 30% over current operating costs
through energy efficiency initiatives, virtualization of servers and workstations, and expanded
telecommuting and desk-sharing. This Green initiative is intended to become a model for
future investments at all company facilities worldwide.
Refer to Global Mobile scenario
You have been engaged as a consultant to advise the Chief Architect on the best ways to
approach to the implementation planning activities for this significant business transformation.
Based on TOGAF 9, which of the following is the best answer? (Is this the right answers to
choose?)
A. You recommend using conventional implementation planning techniques. The horizontal
scope of the Green initiative would make the Capability-Based Planning approach used in the
organization’s TOGAF-based Enterprise Architecture framework difficult to manage and
govern. This approach to planning was better applied within the vertical scope of a business
unit.
B. You recommend that the implementation planning activities be conducted using CapabilityBased Planning. This is appropriate because the Green initiative is an enterprise-wide plan
with a horizontal scope. Its metrics are aggregated at the enterprise level. It is crucial to gain
business unit support and cooperation to achieve the broader business outcomes which will
benefit all.
C. The Capability-Based Planning approach used in the organization’s TOGAF-based
Enterprise Architecture framework is focused on business outcomes. The Green initiative is an
infrastructure program that is technical in nature; therefore, it would not be appropriate to use
the Capability-Based Planning approach. Instead, the Global Mobile systems development
lifecycle approach should be utilized to develop the Solution Architecture.
D. You recommend using conventional implementation planning techniques. The
Capability-Based Planning approach is normally only used in public sector, defense-related
programs. This approach is not appropriate for a private sector company.
Answer: B
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