Open Group OGEA-102 Certification Exam Sample Questions

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Open Group TOGAF Enterprise Architecture Part 2 Sample Questions:

01. You are a consultant to the Chief Enterprise Architect of a passenger rail operator that runs regional services under a government concession. The concession is renewed every seven years and the next competition is in three years. The operator's bid will be judged substantially on punctuality, on accessibility of the booking channels, and on how well disruption is handled and communicated to passengers.
The Chief Enterprise Architect has completed Phase A. The Architecture Vision and an approved Statement of Architecture Work are in place, and the scope covers passenger-facing services end to end, from journey planning through ticketing and boarding to disruption management and compensation.
A program director has independently obtained board funding for a new mobile passenger application. She has already shortlisted three software vendors, has a demonstration environment running from one of them, and wants the architecture team to confirm the application design so that procurement can close this quarter. Her argument is that the application is what passengers actually see, that the vendors' products are mature, and that the underlying systems can be adapted afterwards.
The operator's current landscape is not well understood. Ticketing, seat reservation, real-time train running and the compensation process are supported by four systems of different ages, and it is not documented which of them owns the passenger record, where a delay is first recognized, or how a compensation entitlement is currently calculated and by whom.
The Chief Enterprise Architect asks you what the architecture team should do next.
Based on the TOGAF Standard, which of the following is the best answer?
a) You enter Phase C and develop the Baseline and Target Data and Application Architectures for the passenger-facing systems, since the immediate decision in front of the board is an application selection, and the Baseline Business Architecture can be elaborated concurrently by a second architecture workstream and reconciled against the Target Application Architecture before the Phase D Technology Architecture work begins.
b) You proceed to Phase B and develop the Baseline and Target Business Architectures for the passenger-facing scope, establishing the business capabilities and value streams involved in journey planning, ticketing, boarding, disruption and compensation, and performing a gap analysis, from which Phase C derives the Data and Application Architectures and the vendor selection draws its requirements.
c) You accept the program director's shortlist and issue the architecture team's confirmation on the strength of the demonstration environment, recording the passenger application as the first Transition Architecture and treating the four underlying systems as a subsequent increment to be architected once the vendor's data model is known.
d) You run Phase B and Phase C together as a single combined effort over the next six weeks, developing the Business, Data and Application Architectures for journey planning, ticketing, boarding, disruption and compensation, at whatever level of detail can be reached in that time, so that the procurement can conclude this quarter with an architectural understanding of the passenger record and of the compensation entitlement process behind it.
 
02. You are an Enterprise Architect at a national statistics office. The office produces official economic, population and social statistics, and is subject to a code of practice and to periodic peer review by an international body of which the country is a member.
That international body publishes two models that are widely adopted across national statistics offices. The first is a generic model of the statistical production process, describing the phases through which any statistical output passes from specifying needs to evaluation. The second is a generic information model describing the objects statistical production handles, such as populations, units, variables and data sets. The peer review the office undergoes is conducted against the first of these, and several of the office's reporting obligations are expressed in its vocabulary.
Your architecture team has spent five months building a business capability model for the office from first principles, through workshops with the statistical divisions. It is a careful piece of work and the divisions recognize themselves in it. It uses the office's own vocabulary and its structure differs from the international process model in several places: it groups collection and acquisition together, which the international model separates, and it has no equivalent of the international model's evaluation phase.
Neither international model is held in the Architecture Repository. The Reference Library contains one file, a supplier's integration guide.
The next peer review is in fourteen months.
Based on the TOGAF Standard, which of the following is the best answer?
a) You place both international models in the Reference Library as industry reference content and rebase the office's capability model on them, specializing them to the office's own context rather than replacing them, with the office's vocabulary and its genuinely local distinctions carried as specializations of the general models rather than as a separate structure.
b) You keep the office's own capability model as the authoritative structure, since the divisions recognize themselves in it and it reflects how the office actually works, and you publish a mapping from it to the international process model so that the peer review and the reporting obligations can be answered from the mapping.
c) You set the international models aside on the grounds that they are external material the office did not produce and that the office's own model, built with its divisions over five months, is the better description of how it works, and you continue to develop the architecture from the bespoke model.
d) You adopt both international models verbatim as the office's capability and information models, replacing the team's work, so that the office is aligned exactly with the structure it is assessed against and no mapping or reconciliation is needed at any point in the peer review or the reporting cycle.
 
03. You have joined a municipal waste management utility as Chief Enterprise Architect. The utility collects household and commercial waste, operates two transfer stations and a materials recovery facility, and manages a fleet of 300 vehicles.
Your predecessor established the architecture function and left a working Architecture Repository. Reviewing it, you find that what is labeled the Architecture Definition Document is in fact a folder containing forty-one separate files. Some are catalogs, including a technology standards catalog and a business function catalog. Some are matrices, including one relating business functions to the organization units that perform them. Some are diagrams. One file is called the collection vehicle fleet building block and describes the functions a vehicle telematics capability must provide.
The governance process your predecessor also established requires the Architecture Board to review and approve, in its own wording, all architecture artifacts before an architecture is considered agreed. The board meets monthly for ninety minutes. In the last cycle it approved nine files and deferred the rest, and the engagement it was governing has been waiting four months for an agreed architecture.
Two board members have told you privately that they cannot assess a function-to-organization matrix and do not know what they are being asked to confirm when one is put in front of them.
The Chief Executive has asked you to make the governance of architecture content workable.
Based on the TOGAF Standard, which of the following is the best answer?
a) You reclassify every file in the folder as a building block, so that the repository holds one self-consistent content type, and you have the Architecture Board approve building blocks rather than documents, which gives the governance process a single category of thing to consider and a single approval route.
b) You reduce the board's formal approval to the Architecture Definition Document alone, and you remove the catalogs, matrices and diagrams from the repository and hold them separately as the architecture team's working material, so that the repository contains only the content the board has actually approved and the distinction is unambiguous.
c) You retain the board's approval of every artifact but group the artifacts into a single approval pack for each ADM phase, so that the board considers one consolidated submission per phase rather than individual files, and you provide a short covering summary for each pack explaining what the artifacts within it collectively establish about the architecture.
d) You apply the standard's distinction, in which the Architecture Definition Document is a deliverable, formally reviewed and approved; the catalogs, matrices and diagrams are artifacts describing the architecture; the telematics file describes a building block; and the board approves deliverables, since formal approval attaches to that content class.
 
04. You are an Enterprise Architect at a company that designs and fabricates analog semiconductors. The company is building a new wafer fabrication plant, its first in fifteen years, and an ADM cycle is supporting the program.
Phase B established the target business capabilities for the new plant, including recipe control, equipment integration, yield analysis, materials genealogy and quality release. Phase C is in progress and the team is developing the Target Application Architecture.
The operations director has attended a demonstration of a manufacturing execution system from a vendor the company has not used before. He was impressed, and he has a practical argument: the system takes eleven months to configure and commission, the plant is due to take its first wafers in twenty months, and the procurement must therefore start now. He has asked you to name that product in the Target Application Architecture so the purchase order can be raised this quarter.
The architecture team has not yet defined what functions the manufacturing execution capability must perform, how it will relate to the equipment integration layer, where recipe management will be held, how materials genealogy will be maintained across the two plants, or which functions the existing enterprise resource planning system will continue to provide. None of these questions has been put to the vendor, and the demonstration was configured by the vendor for a different company's process.
The program director has asked for your recommendation before the next steering group.
Based on the TOGAF Standard, which of the following is the best answer?
a) You defer the Target Application Architecture until the manufacturing execution system has been procured, configured and fully commissioned as-built, and you then document the functions it provides and the interfaces it exposes as the target for the new plant.
b) You name the vendor's product in the Target Application Architecture so that the procurement can begin this quarter, and you record the functions the manufacturing execution capability must perform as requirements in the Architecture Requirements Specification, so that the architecture work continues in parallel, and the product is held to those requirements during configuration and commissioning.
c) You define the Architecture Building Blocks the manufacturing execution capability requires, specifying their functions and their relationships to equipment integration, recipe management and the existing enterprise resource planning system independently of any product, and record the vendor's system as a candidate Solution Building Block to be evaluated by the program in Phase E against those definitions.
d) You develop the Target Application Architecture using the vendor's own reference model for semiconductor manufacturing execution as its starting point, on the grounds that the product is mature, that its structure reflects established semiconductor industry practice, and that beginning from a proven, widely implemented model reaches a defensible Target Application Architecture considerably faster than constructing one from nothing.
 
05. You are the Chief Enterprise Architect at a public university with 40,000 students across three campuses. The university has committed to a five-year plan to grow postgraduate and online enrollment, and an ADM cycle supporting that plan has completed Phase E.
Phase E produced an Architecture Roadmap with eleven work packages and three Transition Architectures. The first Transition Architecture consolidates student records from the four faculty-level systems into a single student record. The second introduces an online learning delivery capability and the admissions changes that online enrollment requires. The third replaces the finance and research grant systems, which are the oldest in the estate.
Several things have emerged since the roadmap was drafted. The Director of Finance has confirmed that capital funding is committed for the first two years only, and that years three to five depend on the enrollment growth the plan is meant to produce. The student records consolidation has a hard dependency on a data quality remediation effort that nobody has costed. The research office has pointed out that the grant system replacement must not run during the two months around the national research assessment submission. The university already runs a portfolio governance process that approves and schedules all major change, and it meets quarterly.
The Vice-Chancellor has asked for a plan she can take to the university council that shows what will be delivered, when, at what cost, and what the council is committing to at each stage.
Your architecture team is moving into the next phase.
Based on the TOGAF Standard, which of the following is the best answer?
a) You conduct Phase F, prioritizing the work packages through a cost, benefit and risk assessment, confirming the Transition Architecture increments against the funding profile and the research assessment constraint, establishing the business value attached to each package, and finalizing the Architecture Roadmap and the Implementation and Migration Plan in coordination with the university's existing portfolio governance process.
b) You conduct Phase F, prioritizing the work packages by cost, benefit and risk, finalizing the Architecture Roadmap and the Implementation and Migration Plan, and then submitting the completed plan to the university's quarterly portfolio governance process for approval, sequencing and scheduling alongside the other major changes in flight.
c) You move to Phase G and establish Architecture Contracts with the delivery organizations for the eleven cross-faculty work packages, so that implementation can begin against the roadmap while the funding profile for years three to five is clarified separately by the Director of Finance and fed into the contracts as it becomes available.
d) You conduct Phase F but restrict it to the first two Transition Architectures, since only the first two years of capital funding are committed and the third depends on enrollment growth that has not yet happened. The third Transition Architecture remains in the Architecture Roadmap and is planned in a subsequent ADM cycle, once the capital funding position for years three to five is established and the enrollment growth has actually been demonstrated.
 
06. You are an Enterprise Architect at a general insurance company that has acquired the motor insurance book of a competitor, together with the operation that services it. The company now runs two claims handling operations: its own, which covers motor, home and travel, and the acquired one, which covers motor only and has its own supplier network, its own fraud screening arrangements and its own customer contact center.
An ADM cycle is in progress. Phase A completed with an approved Statement of Architecture Work covering claims handling across the combined business. The Baseline Business Architecture has been documented for both operations and the Target Business Architecture has been agreed: a single claims handling capability serving all product lines, one supplier network, one fraud screening approach applied at a consistent point in the process, and one contact route for customers.
Your team has produced what it has presented as the gap analysis. It is a list of everything the Target Business Architecture requires that neither operation performs today: a common claim intake, a unified supplier performance measure, a single fraud screening decision point and a combined customer history. The list has been reviewed with the claims director and she is content with it.
Reading the two baselines, you notice that the acquired operation performs several business functions the target does not include at all, among them its own supplier onboarding, its own contact center workforce planning, and a separate motor-only fraud screening step. None of these appears anywhere in the team's list.
Based on the TOGAF Standard, which of the following is the best answer?
a) You review the list with the claims director and the acquired operation's managers together, confirm that it covers everything the target requires, and prioritize the entries so that the common claim intake and the single fraud screening decision point are addressed first, since those carry the greatest customer and regulatory exposure.
b) You accept the team's list as the additive half of the analysis and open a separate decommissioning register for the acquired operation's remaining functions, to be owned by the claims director and worked through by the integration team as each function is confirmed to be genuinely redundant, so that the architecture work is not delayed while the acquired operation's remaining functions are examined one at a time after the target capability goes live.
c) You retain the acquired operation's remaining functions in the Target Business Architecture until the integration is complete, on the basis that they are performing satisfactorily today and that removing a function the target did not anticipate is a larger risk than carrying it, and you scope the gap analysis to additions only.
d) You rebuild the analysis as a gap matrix, with the baseline business functions on one axis and the target functions on the other, adding a final row for functions that are new and a final column for functions that are intentionally eliminated, and recording every function in either baseline that has no target counterpart as a gap requiring a deliberate decision.
 
07. You are the Lead Enterprise Architect at a brewing and beverages group with fourteen production sites across eight countries.
The Target Architecture, in force for three years, requires that production data from every site flow to a group data platform through a defined integration service, which validates the data, applies the group's common product and batch definitions, and makes it available for group reporting, yield analysis and regulatory traceability. Twelve of the fourteen sites now do this. The architecture decision was taken after an incident in which two sites reported the same batch differently and a recall took eleven days to scope.
The group has acquired a craft brewery with two sites. Its production systems are a packaged product from a small vendor, which cannot export in the form the integration service requires. The vendor has no plans to add it. Replacing the system is possible and has been estimated at eighteen months and a substantial cost, and the brewery's operations director argues that replacing it in the first year of ownership would disrupt a business the group has just paid for.
The group finance director wants the brewery's volumes in group reporting from the next quarter.
The integration program has proposed a way through: amend the Target Architecture to permit direct file transfers from plant systems to the group platform, which the brewery's product can produce, and which would allow the brewery to be connected within weeks.
The Architecture Board meets next week and has asked for your recommendation.
Based on the TOGAF Standard, which of the following is the best answer?
a) You recommend that the Target Architecture be amended to add direct file transfer as a permitted secondary integration route, marked as deprecated and closed to new sites, so that the architecture describes what the group genuinely operates while making clear that the route is not to spread beyond the two brewery sites.
b) You recommend that the Architecture Board grant a dispensation for the two brewery sites, time-limited with a named expiry, conditional on the data being reconciled to the group's batch definitions before publication, and carrying a committed remediation date by which the sites will be connected through the integration service. The Target Architecture is unchanged.
c) You recommend that the integration program's proposal be accepted and the Target Architecture amended to permit direct file transfers from plant systems generally, since the group finance director requires the brewery's production volumes next quarter, the route demonstrably works, and an architecture that twelve sites follow, and two cannot, is not an accurate description.
d) You recommend that the Architecture Board grant a dispensation permitting direct file transfer from the two brewery sites, leaving the Target Architecture unchanged, and that the board review the dispensation annually until the brewery's production system has been replaced and the sites can be connected through the integration service.
 
08. You are an Enterprise Architect at a medical device manufacturer that designs and produces infusion pumps and patient monitors. The company is regulated in every market it sells into, and product changes require regulatory submissions.
The company is establishing an enterprise architecture capability and you have been brought in to help. The Preliminary Phase is in progress.
The company already runs several established management frameworks and they work. A portfolio management process approves and sequences all change above a threshold and meets monthly. A project delivery method governs how approved work is executed, with defined stage gates. A design control process, required by the company's regulators, governs product development and is audited. An operational risk framework maintains the company's risk register and its escalation routes.
The architecture capability being designed has, in the current draft, its own investment prioritization process, its own stage gates for architecture work, and its own risk register for architecture risks. The draft describes how each of these will operate and who will staff them.
The Chief Operating Officer has read the draft and has asked you a pointed question: whether the company is being asked to run a second set of management processes alongside the ones it already has, and if so, why the existing ones are inadequate.
Based on the TOGAF Standard, which of the following is the best answer?
a) You retain the architecture capability's own investment prioritization, stage gating and risk processes broadly as drafted but scale each of them down to the minimum the function actually requires, and you define the interfaces at which each transfers responsibility to the corresponding established management framework, so that the architecture function retains control of its own working arrangements.
b) You remove the architecture capability's own investment prioritization process, its stage gates and its architecture risk register from the draft entirely, and you rely instead on the established portfolio management process, the project delivery method, the regulated design control process and the operational risk framework to accommodate architecture work, in exactly the way they accommodate everything else the company does.
c) You integrate the architecture capability with the frameworks the company already runs, defining how architecture work enters the portfolio process, where architectural conformance is tested at the existing stage gates, and how architecture risks are recorded in the operational risk framework rather than establishing parallel processes, since those frameworks already decide, control and record the same things.
d) You retain the draft as written and explain to the Chief Operating Officer that architecture work differs from ordinary change in its horizon and its cross-cutting scope, and therefore requires prioritization, gating and risk processes designed for it rather than processes built for projects and products.
 
09. You are the Lead Enterprise Architect at a short-haul airline operating a single aircraft type across a network of forty destinations. The airline competes on price and frequency.
The board has approved a two-year strategy with two objectives. The first is to improve on-time performance, which has fallen behind the airline's competitors and is now its most common subject of passenger complaint. The second is to grow ancillary revenue, meaning seat selection, baggage, and the sale of insurance and ground transport alongside the fare.
The Chief Executive has asked the architecture function a direct question: where should the airline invest to achieve these two things.
What the architecture function holds today is an application portfolio catalog listing eighty-four systems with their owners, their technical condition and their annual cost, and an organization chart. It holds nothing that connects either of these to what the airline does or to what the board has said it wants to achieve. When the team has attempted to answer investment questions in the past it has done so by debating individual systems, and the Chief Executive has said she finds these discussions impossible to relate to the strategy.
Phase A has completed and the Architecture Vision has been approved. Phase B is beginning.
Based on the TOGAF Standard, which of the following is the best answer?
a) You allocate each of the two strategic objectives to the organization unit best placed to deliver it, giving on-time performance to operations and ancillary revenue to commercial, and you ask each unit to propose the investments it requires for the architecture function to consolidate into a single plan.
b) You extend the existing application portfolio catalog by rating each of the eighty-four systems for its contribution to on-time performance and to ancillary revenue, so that the Chief Executive can see which systems support the strategy, which do not, and where the airline's application spend is currently going.
c) You develop a value stream map for the passenger journey, from booking through check-in, boarding and turnaround to arrival, and you identify the stages at which delay is introduced into the operation, so that the Chief Executive can see where investment would improve on-time performance and by how much at each stage.
d) You develop a business capability map for the airline, map the capabilities to the value streams that deliver value to the passenger, and assess each capability against the two strategic objectives, so that investment is directed at the capabilities the strategy depends on while the organization map shows which part of the airline owns each of them and where the team must engage.
 
10. You are the Enterprise Architect at a credit union with 180,000 members, serving a region rather than a national market. Members hold savings accounts and take personal and small secured loans. The credit union competes on service and on being locally accountable rather than on price.
Member satisfaction surveys have declined for six consecutive quarters. The single most cited complaint is the time taken to reach a decision on a loan application, which members compare unfavorably with the instant decisions they receive from online lenders. The board has responded by resolving that the credit union will, in its words, undertake a digital transformation of lending, and has told the executive that it wants an automated decisioning engine procured within the year.
You have received a Request for Architecture Work and are in Phase A. In your first conversations the situation is less simple than the board's resolution. The loan officers say most applications are decided within an hour once they have everything they need, and that the delay is in obtaining proof of income and, for secured loans, a valuation. The compliance officer says a proportion of decisions must be made by a person under the credit union's own lending policy, which the board itself approved. The contact center manager says members are not told where their application has reached, and that most of the chasing calls are about status rather than speed. Nobody has established what decision time members would actually regard as acceptable.
Based on the TOGAF Standard, which of the following is the best answer?
a) You accept the board's resolution as the business requirement, since the board is the sponsor and has expressed it unambiguously, and you use Phase A to define the Architecture Vision for an automated lending decision capability and to evaluate candidate decisioning products against the credit union's technology standards.
b) You run a series of stakeholder workshops with the board, the loan officers, the compliance officer and the contact center manager, and capture the requirements each of them expresses. You then reconcile the conflicts between them and record the agreed set in the Architecture Requirements Specification for the lending engagement.
c) You develop a business scenario for the lending problem, documenting the problem itself, the business and technology environment, the human and computer actors involved, and the desired outcome expressed as measurable objectives agreed with the board and the members.
d) You develop the Baseline Business Architecture for the lending process, documenting each step from application through income verification and valuation to decision and drawdown, and you measure the elapsed time at each step so that the source of the delay members are complaining about can be identified from evidence rather than from assumption.

Answers:

Question: 01
Answer: b		 Question: 02
Answer: a		 Question: 03
Answer: d		 Question: 04
Answer: c		 Question: 05
Answer: a
Question: 06
Answer: d		 Question: 07
Answer: b		 Question: 08
Answer: c		 Question: 09
Answer: d		 Question: 10
Answer: c

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