TOGAF EA practitioner (L2) Practice Exam
Question 1: Your company, TechFusion Inc., has recently merged with another organization, and now there are multiple overlapping systems causing inefficiencies. You are tasked with enabling seamless collaboration across these newly merged business units while ensuring existing systems' scalability. Which approach best aligns with the purpose of Enterprise Architecture in guiding this change effectively?
Question 2: In your organization, architecture practices vary widely across different projects, leading to inconsistent outcomes and misalignment with enterprise goals. As the lead architect, how should you assess and enhance Architecture Capability to ensure alignment across the enterprise?
Question 3: A department in your company has adopted a new software tool that deviates from the standard technology stack approved by the enterprise. As an enterprise architect, how would you ensure compliance while maintaining flexibility for innovation?
Question 4: During an architecture review, you discover that several project components do not adhere to the defined standards, potentially causing integration issues later. How should you ensure compliance without delaying the ongoing project?
Question 5: A product team practicing Agile development delivers iterative features rapidly but struggles to align with the target enterprise architecture. What steps should you take to align Agile practices with enterprise architecture objectives?
Question 6: Your company is transitioning from on-premises infrastructure to a cloud-based architecture. How would you manage the current, transition, and target states to minimize disruption and achieve the desired outcome?
Question 7: A new regulation mandates enhanced data protection measures across all business units. How would Enterprise Security Architecture address this cross-cutting concern without affecting operational efficiency?
Question 8: Your organization is undergoing a digital transformation initiative with uncertain return on investment (ROI). How would you create an environment that optimizes potential benefits while minimizing risks associated with this change?
Question 9: You are creating a strategic architecture for a multinational company with diverse stakeholders. How would you identify key stakeholders, understand their concerns, and ensure effective communication throughout the architecture lifecycle?
Question 10: The IT team proposes purchasing high-end servers to enhance performance, but the finance team highlights budget constraints. How would you perform a trade-off analysis to balance performance with cost efficiency?
Question 11: During Phase A of the Architecture Development Method (ADM), stakeholders cannot agree on a unified vision for the project. How would you define and communicate the Architecture Vision to address stakeholders' concerns and establish the project scope effectively?
Question 12: You are tasked with defining a Business Architecture to streamline supply chain operations. What steps would you take in Phase B to ensure the architecture aligns with business drivers and constraints?
Question 13: Your project requires integrating several legacy systems with new applications. How would you gather and prioritize information during Phase C to ensure seamless data flow and application interoperability?
Question 14: During Phase D, you are tasked with designing a scalable network architecture to support anticipated business growth over the next five years. How would you approach this design while considering cost and maintainability?
Question 15: A proposed architecture includes integrating third-party services that might introduce security vulnerabilities. How would you assess and mitigate these risks while ensuring the architecture’s goals are met?
Question 16: You need to implement a new Customer Relationship Management (CRM) system across multiple departments without disrupting daily operations. How would you define an Implementation and Migration Strategy to ensure smooth adoption?
Question 17: A critical change request has emerged that requires immediate action, potentially impacting other ongoing projects. How would you manage this change while maintaining alignment with the overall architecture strategy?
Question 18: Midway through the ADM cycle, a key stakeholder introduces new requirements that could alter the project scope. How would you incorporate these changes without compromising the project's timeline and objectives?
Question 19: A junior architect is tasked with designing a Business Architecture but is unsure about the correct methods to use. How would you guide them in leveraging The Open Group TOGAF Library to support their work?
Question 20: During a gap analysis, you find that your organization lacks the necessary skills to implement a new technology critical for the target architecture. How would you document and address this gap while developing the architecture?
Question 21: Your project environment is dynamic, requiring frequent updates based on evolving customer needs. How would you use iteration within the ADM to accommodate these updates without losing sight of the target architecture?
Question 22: A proposed migration to a cloud infrastructure introduces potential downtime risks during peak business hours. How would you conduct a risk assessment to identify and mitigate these risks while maintaining service reliability?
Question 23: During a review of your organization's current architecture, you identify gaps in data security and overlapping dependencies between legacy systems and new applications. How would you use the Consolidated Gaps, Solutions, and Dependencies Matrix along with the Architecture Definition Increments Table to prioritize and address these gaps?
Question 24: Your enterprise is moving towards a model-driven approach for architecture development. How would you explain the need for an enterprise metamodel and its relationship to the Architecture Content Framework (ACF) in facilitating this shift?
Question 25: During successive ADM cycles, new requirements and architecture elements emerge. How would you determine when and how to update the Architecture Content Framework (ACF) to reflect these changes effectively?
Question 26: Your team is building a comprehensive enterprise metamodel to manage relationships between business processes, data entities, and application systems. How would you use the TOGAF Enterprise Metamodel as a reference to achieve this?
Question 27: A large organization struggles to classify and manage its growing architecture assets, leading to confusion and inefficiencies. How would you implement a taxonomy to organize and standardize these assets for better accessibility and governance?
Question 28: You’re the Lead Enterprise Architect at Getaway Holdings, a vacation property management company that has ballooned through acquisitions. It now manages 200+ resorts across North America. Each resort still runs the home grown IT stack it used pre acquisition; the only centrally enforced rule is a weekly upload of financials using a common reporting tool. The CEO is fed up with the inefficiencies. His new strategic vision is to standardise operations end to end—finance, HR, logistics, sales & marketing, yield management—and to land concrete results before this fiscal year closes. Key enablers include: • A single, hospitality focused integrated application suite • A corporate data warehouse to boost targeted marketing and price yield decisions The company already has a mature TOGAF 10 practice; the CIO sponsors the effort. A top tier strategy consultancy has delivered a strategic architecture with approved business and technical requirements. Getaway’s leadership has green lit the integrated suite. The Chief Architect has tasked you with recommending how to structure the Architecture Development so the vision lands on time. Based on the TOGAF® Standard, 10ᵗʰ Edition, which approach best realises the CEO’s vision?
Question 29: You’re the Chief Enterprise Architect at a top tier North American IT services firm with portfolios spanning infrastructure, apps, BPO, accounting and finance. Dozens of client engagements run in parallel, making governance and reputation risk a daily juggling act. To protect its CMM ratings and global standing, the CEO & CIO have co sponsored a TOGAF 10 based EA programme and established a cross practice Architecture Board. The EA team, working with Strategic Planning, has: • Published an Architecture Vision and high level Principles • Completed baseline & target Architecture Definitions for all four domains • Outlined a five year future state featuring three major transformation waves Before green lighting a detailed Implementation & Migration Plan, the CIO wants a hard look at the risks versus value of the ambitious roadmap—senior partners fear the payoff may not justify the exposure. You must recommend how to address those concerns. Based on the TOGAF® Standard, 10ᵗʰ Edition, which approach best meets the brief?
Review and consolidate the Phase B D gap analyses, gauge organisational change readiness, then apply a state evolution table to derive Transition Architectures before migration planning begins.
Apply the Business Transformation Readiness Assessment to surface and mitigate transformation risks, bake the resulting improvement actions into the Implementation & Migration Plan, and run a Business Value Assessment to balance value against risk for every transformation step.
Collect solution options, assemble the Solution Architecture, use a state evolution table for Transition Architectures, and launch a value realisation process to monitor concerns as the roadmap executes.
Run an interoperability analysis across the Solution Architecture, create a matrix of interoperability requirements, resolve all gaps, and then finalise the Architecture Roadmap and Migration Plan.
Question 30: You’re the Lead Enterprise Architect at a century old musical instrument manufacturer that has grown into North America, Europe and soon Latin America—Asia Pac next on the horizon. Each product group (brass, woodwind, percussion, etc.) has gobbled up smaller makers, leaving a patchwork of sales, manufacturing and analytics systems. The EA practice is mature (TOGAF 10, active Architecture Board, tight linkage with PMO/SDLC/Ops). A fresh Request for Architecture Work kicks off the re org of Sales & Marketing into four geo market teams, with a mandate to harvest richer market analytics for pinpoint campaigns and global brand presence. The CIO worries: Can we really absorb this architecture, and what’s the risk profile? You need to recommend an approach that addresses those concerns.
Question 31: You’re the Lead Architect at a multinational ball bearing manufacturer with plants in the US, Germany and the UK. Each site has its own home grown MRP, MPS, BOM and Shop Floor systems. “Just in Time” keeps inventory lean, but global demand swings are now brutal—and new EU regulations kick in within six months. Leadership has green lit a single Enterprise Resource Planning (ERP) suite to coordinate capacity across all plants. The CIO sponsors an EA programme based on TOGAF® 10; the Chief Architect insists that: • Complex, event driven manufacturing processes must be modelled • All IT asset locations need to be captured so the ERP ultimately runs from one data centre The project is in the Preliminary Phase. Your task: advise how to tailor the TOGAF Content Metamodel so the architecture toolset can handle both requirements. Which tailoring choice best meets the brief?
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