OGBA-101 TOGAF Business Architecture Foundation Exam (English) Question and Answers

The development of Business Architecture Descriptions is always iterative because it involves constant refinement and validation of the architecture models and views based on stakeholder feedback and changing requirements. Therefore, any Architecture Description that was created in Phase A may need to be updated in Phase B as new information or insights emerge. Phase B does not require that all Architecture Descriptions be updated, only those that are relevant and necessary for the Business Architecture. Phase B is an ADM Architecture Development phase, but that does not explain why Architecture Descriptions need to be updated. A new value stream may or may not require updating existing Architecture Descriptions depending on its scope and impact.

In TOGAF's ADM, the development of architecture is an iterative process. During Phase A, initial business capability maps and value streams are created to establish the Architecture Vision. However, as stakeholders provide more detailed inputs and requirements are refined, it is necessary to update the Architecture Descriptions. This is an iterative process that continues into Phase B, Business Architecture, where these descriptions are further developed and refined.

The statement that best describes iteration and the ADM is that the ADM is iterative, over the whole process, between phases, and within phases4. Iteration is a key concept in managing the complexity of developing an Enterprise Architecture and managing its lifecycle4. The ADM supports several forms of iteration as follows:

• Iteration over the whole process: Projects will iterate through the entire ADM cycle, commencing with Phase A (Architecture Vision) and ending with Phase H (Architecture Change Management)4. Each cycle of the ADM will be bound by a Request for Architecture Work that defines the scope and objectives of the project4. The architecture output will populate or update the Architecture Landscape that describes the current and target states of the enterprise4.
• Iteration between phases: Projects may cycle between ADM phases in planned cycles covering multiple phases4. Typically, this is used to converge on a detailed Target Architecture when higher-level architecture does not exist to provide context and constraint4. For example, a project may iterate between Phase B (Business Architecture), Phase C (Information Systems Architectures), and Phase D (Technology Architecture) until a satisfactory solution is achieved4.
• Iteration within phases: Projects may return to previous activities within an ADM phase in order to circle back and update work products with new information4. Typically, this is used to manage the inter-relationship between different aspects of an architecture domain or viewpoint4. For example, a project may revisit Business Architecture models after developing Information Systems Architecture models to ensure alignment and consistency4.

The TOGAF standard covers the development of four architecture domains: Business, Data, Technology, and Application. The Application Architecture domain defines the applications required to process the data and support the business functions.

The TOGAF standard describes the development of four architecture domains, which are considered its pillars. These are Business, Data, Technology, and Application. The Application Architecture domain provides a blueprint for the individual application systems to be deployed, their interactions, and their relationships to the core business processes of the organization.

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.

Information mapping is beneficial in identifying and highlighting the information requirements and flows that are not currently addressed by the existing business architecture. This helps in ensuring that all necessary information needed for business operations is captured, and that the architecture can support the business in decision-making and process execution.

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 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.

One of the purposes of mapping capabilities to value stream stages is to classify, group, and align capabilities into categories for a deeper understanding of how they support value creation and delivery2. By mapping capabilities to value stream stages, the architect can identify which capabilities are required for each stage of the value stream, how they relate to each other, and how they contribute to the overall value proposition. This can help to assess the maturity, effectiveness, performance, and value or cost contribution of each capability.

The segments labeled A, D and I in the Business Model Canvas are Key Partners, Customer Relationships, and Revenue Streams respectively1. The Business Model Canvas is a tool that can be used to describe how an organization creates, delivers, and captures value for its stakeholders1. The Business Model Canvas consists of nine segments that cover four main areas: customers (segments B,C,D), offer (segment E), infrastructure (segments A,F,G), and financial viability (segments H,I)1. The segments are defined as follows:

• Key Partners (segment A): The network of suppliers and partners that make the business model work1. Key partners can provide resources, activities, or support that enable the organization to offer its value proposition1.
• Customer Relationships (segment D): The type of relationship that the organization establishes with its customer segments1. Customer relationships can be driven by customer acquisition, retention, or loyalty objectives1. Customer relationships can also influence the customer experience and satisfaction1.
• Revenue Streams (segment I): The sources of income that the organization generates from each customer segment1. Revenue streams can be derived from different pricing mechanisms, such as asset sale, subscription, fee, commission, or advertising1. Revenue streams can also reflect the value that customers are willing to pay for the organization’s offer1.

One of the benefits of organization mapping is that it improves strategic planning2. Organization mapping is a technique that can be used to document and visualize the organizational structure and relationships of an enterprise or a part of it2. Organization mapping can help to align the organizational design with the business strategy, goals, and objectives2. Organization mapping can also help to identify the roles, responsibilities, authorities, accountabilities, and dependencies of different organizational entities2. By providing a clear and consistent view ofthe organizational landscape, organization mapping can enable better informed and more effective decisions for strategic planning.

An information map is most closely related to a Business Capability Map in the sense that both are tools used to visualize and understand different aspects of an enterprise's architecture. While an information map focuses on the relationships and flow of information within the organization, a Business Capability Map outlines the abilities and capacities the business possesses. Both are used to analyze and design architectures that support the business's objectives.

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.

To analyze a new value stream within the scope of a project, it is effective to combine information mapping with a business process model. This approach allows for a comprehensive understanding of the value stream, including the information required and produced at each stage, and how this information supports the business processes involved in delivering value.

A business model is a description of the rationale for how an organization creates, delivers, and captures value4. Value is defined as the worth or importance of something to someone6. A business model explains what value proposition the organization offers to its customers, what revenue streams it generates from delivering the value proposition, what cost structure it incurs to create and deliver the value proposition, what key resources and activities are needed to create and deliver the value proposition, and what key partnerships are leveraged to support the value creation and delivery process4.

In the absence of existing Architecture Descriptions, the development of a Business Architecture would begin with the gathering of relevant information about the business. This information can come from strategic documents, business plans, process documents, and stakeholder interviews, among other sources. Once gathered, this information would be used to create Business Architecture models that articulate the business vision, strategy, governance, organization, and key business processes. These models provide a blueprint that captures the essence of the business and guides subsequent architecture work.