OGBA-101 Exam Dumps - TOGAF Business Architecture Foundation Exam

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 toPhase 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 References:

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.

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.

A Business Capability Map is structured by categorizing and grouping capabilities into high-level clusters that align with business objectives. This approach aligns with TOGAF principles for clarity and simplification in business capability representation, enabling a coherent view of business abilities.

References: TOGAF Standard, Capability Mapping Techniques.

Business capability maps provide a structured view of what an organization does to achieve its objectives. To create a clear and understandable map, capabilities need to be organized effectively.Categorizing and groupingare the primary methods used for this purpose:  

Categorizing:This involves classifying capabilities into different types or categories based on their characteristics or purpose. Common categories include:

Core capabilities:Essential for the organization's core business.

Supporting capabilities:Enable or enhance core capabilities.  

Customer-facing capabilities:Directly interact with customers.  

Operational capabilities:Focus on internal operations.

 

Grouping:This involves grouping related capabilities together to create a hierarchical structure. This helps to visualize relationships between capabilities and understand how they contribute to broader business functions

When creating value streams, it is recommended to start with customer-based value streams. Here’s a detailed explanation:

Value Streams:

Definition: Value streams represent the end-to-end activities that create value for customers or stakeholders. They provide a high-level view of how value is delivered within the organization.

Starting with Customer-Based Value Streams:

Customer Focus: Starting with customer-based value streams ensures that the architecture is aligned with the needs and expectations of the customers. This approach helps in identifying the most critical value-creating activities and aligning them with business goals.

Value Delivery: Customer-based value streams provide a clear understanding of how value is delivered from the customer’s perspective. This helps in designing processes and capabilities that enhance customer satisfaction and business performance.

TOGAF References:

Phase B: Business Architecture: In this phase, value streams are identified and modeled to ensure that the architecture supports the delivery of value to customers. Starting with customer-based value streams is a key activity in this phase.

Capability-Based Planning: TOGAF emphasizes the importance of aligning business capabilities with value streams to ensure that the architecture supports value creation and delivery.

Benefits:

Customer-Centric Design: Starting with customer-based value streams ensures that the architecture is designed with a focus on customer needs and value delivery.

Strategic Alignment: Aligning value streams with customer needs helps in ensuring that the architecture supports the strategic goals of the organization and enhances customer satisfaction.

In summary, when creating value streams, starting with customer-based value streams ensures a customer-centric design, aligning the architecture with the needs and expectations of the customers and supporting strategic goals.

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.

https://pubs.opengroup.org/togaf-standard/business-architecture/business-models.html Figure 8: The Business Model Canvas[6]