DUMPS OGBA-101 GUIDE | VALID OGBA-101 VCE

Dumps OGBA-101 Guide | Valid OGBA-101 Vce

Dumps OGBA-101 Guide | Valid OGBA-101 Vce

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The Open Group TOGAF Business Architecture Foundation Exam Sample Questions (Q18-Q23):

NEW QUESTION # 18
Consider the following:
You need to analyze a new value stream within the scope of a project.
Which of the following would you use?

  • A. Converting the value stream stages to entities and then building a logical data model
  • B. Heat mapping by value stream stages.
  • C. Combining information mapping with a business process model.
  • D. An organization chart showing the business units that work with the enterprise and their value.

Answer: B

Explanation:
A new or existing value stream can be analyzed within the scope of a project through heat mapping by value stream stages4. Heat mapping is a technique that can be used to show a range of different perspectives on a value stream map, such as maturity, effectiveness, performance, and value or cost contribution of each activity in the value stream4. Different attributes determine the colors of each activity on the value stream map. Heat mapping can help to identify strengths, weaknesses, opportunities, and threats in the value stream.


NEW QUESTION # 19
Consider the diagram of an architecture development cycle.
Which description matches the phase of the ADM labeled as item 1?

  • A. Provides architectural oversight for the implementation.
  • B. Establishes procedures for managing change to the new architecture.
  • C. Operates the process of managing architecture requirements.
  • D. Conducts implementation planning for the architecture defined in previous phases.

Answer: D

Explanation:
In the context of the TOGAF ADM (Architecture Development Method), the phase labeled as item 1, which conducts implementation planning for the architecture defined in previous phases, corresponds to Phase E: Opportunities and Solutions. Here's a detailed explanation:
Phase E: Opportunities and Solutions:
Objective: This phase focuses on identifying delivery vehicles (projects, programs, or portfolios) that can deliver the target architecture identified in previous phases. It bridges the gap between the architecture vision and the detailed implementation.
Implementation Planning: In this phase, the architect develops the detailed Implementation and Migration Plan. This includes identifying work packages, sequencing activities, and preparing for the transition to the target architecture.
Key Activities:
Identify Opportunities and Solutions: This involves identifying potential solutions that address the gaps identified during the architecture definition phases (Phases B, C, and D).
Work Package Definition: Work packages are defined, which include specific projects or initiatives required to implement the architecture.
Transition Planning: Detailed plans for transitioning from the baseline to the target architecture are developed, ensuring that all necessary steps and resources are accounted for.
TOGAF Reference:
Phase E Deliverables: Key deliverables of this phase include the Implementation and Migration Plan, project charters, and work package descriptions.
Alignment with Business Strategy: This phase ensures that the implementation plans are aligned with the business strategy and objectives, providing a clear path for executing the architecture vision.
Benefits:
Structured Implementation: Conducting implementation planning ensures that the architecture is implemented in a structured and controlled manner, reducing risks and enhancing the likelihood of success.
Resource Allocation: It helps in efficient allocation of resources by identifying the specific projects and initiatives needed to achieve the target architecture.
In summary, Phase E of the TOGAF ADM focuses on conducting implementation planning for the architecture defined in previous phases, ensuring a structured and controlled approach to executing the architecture vision and achieving the desired business outcomes.


NEW QUESTION # 20
In business capability mapping, when you have documented all of the business capabilities, what should you do next?

  • A. Identify the human and computer actors associated with each business capability.
  • B. Map the business capabilities to stakeholder concerns.
  • C. Organize the business capabilities in a logical manner.
  • D. Draw up a business value assessment for each of the business capabilities.

Answer: C

Explanation:
In business capability mapping, once all business capabilities have been documented, the next step is to organize these capabilities logically. This organization helps in understanding how different capabilities interact and align with the business strategy. Here's a detailed explanation based on TOGAF principles:
Business Capability Mapping:
Business capability mapping involves identifying and documenting the capabilities required to execute the business strategy. Capabilities are the building blocks of the business, representing what the business does.
Logical Organization:
Grouping and Categorization: Capabilities should be grouped and categorized logically to reflect their relationships and dependencies. This can be done by aligning capabilities with business functions, processes, or strategic objectives.
Hierarchical Structure: Organizing capabilities into a hierarchical structure helps in visualizing how high-level capabilities decompose into more specific, detailed capabilities. This hierarchical view aids in understanding the complexity and scope of capabilities.
Alignment with Strategy: Logical organization ensures that capabilities are aligned with the business strategy and objectives. It helps in identifying which capabilities are critical for achieving strategic goals and which ones need development or improvement.
TOGAF ADM Reference:
Phase B: Business Architecture: This phase involves developing the business architecture, including capability mapping. Organizing capabilities logically is a key step in this process, as it helps in creating a coherent and comprehensive business architecture.
Capability Models: TOGAF recommends using capability models to represent the organization's capabilities. These models should be logically organized to facilitate analysis and planning.
Practical Steps:
Analyze Relationships: Examine the relationships between capabilities to identify dependencies and interactions. This analysis helps in grouping related capabilities together.
Create a Capability Map: Develop a visual representation of the capabilities, organized logically. This map serves as a reference for understanding the business architecture and planning initiatives.
In summary, after documenting all business capabilities, organizing them in a logical manner is essential for creating a coherent and effective business architecture. This logical organization facilitates better analysis, planning, and alignment with business strategy.


NEW QUESTION # 21
Which of the following best describes a TOGAF business scenario?

  • A. A use-case providing detailed descriptions.
  • B. A method to develop a business model.
  • C. A business case.
  • D. A technique to elaborate an architecture effort.

Answer: D

Explanation:
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.


NEW QUESTION # 22
Consider the following output from Phase A:
What is this an example of?

  • A. Process Map
  • B. Organization Map
  • C. Capability Map
  • D. Value Stream Map

Answer: C

Explanation:
The diagram provided illustrates aCapability Map. Here's why:
* Focus on "what" the organization does:The diagram depicts various functions and activities that the organization performs, such as "Program/Human Resource Matching," "EmployeeSupply and Demand Mgmt," "Benefits Management," etc. These represent the capabilities of the organization, or what it is able to do.
* Hierarchical structure:The capabilities are organized hierarchically, with broader functions like "HR Mgmt." encompassing more specific capabilities like "Position Advertising" and "Skills Assessment." This shows how different capabilities relate to each other and contribute to higher-level functions.
* No specific process flow:Unlike a process map or value stream map, this diagram doesn't show a sequence of steps or flow of activities. It focuses on the capabilities themselves, not how they are executed


NEW QUESTION # 23
......

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