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Exam OGEA-103 topic 1 question 47 discussion

Actual exam question from The Open Group's OGEA-103
Question #: 47
Topic #: 1
[All OGEA-103 Questions]

Please read this scenario prior to answering the question.
You are the Lead Enterprise Architect at a major agribusiness company. The company's main annual harvest is lentils, a highly valued food grown worldwide. The lentil parasite, broomrape, has been an increasing concern for many years and is now becoming resistant to chemical controls. In addition, changes in climate favor the propagation and growth of the parasite. As a result, the parasite cannot realistically be exterminated and it has become pandemic, with lentil yields falling globally.
The CEO appreciates the seriousness of the situation and has set out a change in direction that is effectively a new business for the company. There are opportunities for new products, and new markets. The company will use the fields for another harvest and will cease to process third-party lentils. Thus, the target market will change, and the end-products will be different and more varied. This is a major decision and the CEO has stated a desire to repurpose rather than replace so as to manage the risks and limit the costs.
The company has a mature Enterprise Architecture practice based in its headquarters and uses the TOGAF standard as the method and guiding framework. The practice has an established Architecture Capability, and uses iteration for architecture development. The CIO is the sponsor of the activity.
The CIO has assigned the Enterprise Architecture team to this activity. At this stage there is no shared vision, or requirements.
Refer to the scenario.
You have been asked to propose the best approach for architecture development to realize the CEO’s change in direction for the company.
Based on the TOGAF standard which of the following is the best answer?

  • A. You propose that this engagement define the baseline Technology Architecture first in order to assess the current infrastructure capacity and capability for the company. Then the focus should be on transition planning and incremental architecture deployment. This will identify requirements to ensure that the projects are sequenced in an optimal fashion so as to realize the change.
  • B. You propose that the team focus on architecture definition, with emphasis on defining the change parameters to support this new business strategy that the CEO has identified. Once understood, the team will be in the best position to identify the requirements, drivers, issues, and constraints for the change. You would ensure that the architecture development addresses non-functional requirements to assure that the target architecture is robust and secure.
  • C. You propose that the priority is to understand and bring structure to the definition of the change. The team should focus iteration cycles on a baseline first approach to architecture development, and then transition planning. This will identify what needs to change in order to transition from the baseline to the target, and can be used to work out in detail what the shared vision is for the change.
  • D. You propose that the team focus its iteration cycles on architecture development by going through the architecture definition phases (B-D) with a baseline first approach. This will support the change in direction as stated by the CEO. It will ensure that the change can be defined in a structured manner and address the requirements needed to realize the change.
Show Suggested Answer Hide Answer
Suggested Answer: C 🗳️
by TamZei at Dec. 30, 2023, 3:21 a.m.

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KCjoe
3 weeks, 3 days ago
Selected Answer: B
As per chatGPT: Why Not the Other Options? A: Starting with Technology Architecture might overlook the business context and strategic objectives, which are critical at this stage. C: While transition planning is important, it is premature without first defining the target and understanding the change parameters. D: A baseline-first approach is less suitable in this scenario, as it might delay the team's understanding of the future state and strategic goals.
upvoted 2 times
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JW211608
1 month, 3 weeks ago
Selected Answer: B
Answer B
upvoted 2 times
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Certsfds
4 months, 2 weeks ago
Selected Answer: C
C is the answer
upvoted 1 times
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Njaff
6 months, 1 week ago
ChatGTP says it's B, which is what I thought it was **Reasoning:** 1. **Focus on Architecture Definition:** 2. **Understanding the Change Parameters:** 3. **Identifying Requirements, Drivers, Issues, and Constraints:** 4. **Addressing Non-Functional Requirements:** - **Option C:** Suggests focusing on a baseline-first approach without a clear emphasis on understanding the new business strategy parameters initially. It also leans heavily on transition planning early on, which should come after understanding the strategic change.
upvoted 4 times
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Andres123456
8 months, 2 weeks ago
Selected Answer: C
There is not shared vision which is involved in phase A, therefore you can not start with phases(B-D), it is necessary to have a structured definition for the new business requeriments
upvoted 1 times
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Jeenia
9 months ago
Selected Answer: D
D is the right choice - it talks about all the phases (B-D) baseline architecture development, because a transformation in business will impact all these phases, and not just one (as mentioned in option A). Other two options rarely talk about the requirements, and have somewhat derailed form the central theme of the question, and can be discarded.
upvoted 2 times
Jeenia
8 months, 4 weeks ago
I revoke this answer because C is the right answer. Reasons - it talks about giving a structure to the entire scenario since there are no shared vision or requirements so far. Giving a structure will aid identifying the requirements and hence will help in developing the arch vision as well.
upvoted 4 times
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MMStrong
11 months ago
C is a better answer than D. Because the question clearly states that there is no shared vision. So, aiming to address that would be the first task. That is only addressed in option C
upvoted 1 times
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TamZei
1 year ago
Selected Answer: C
The scenario describes a major business transformation that requires a clear understanding of the current and future states of the enterprise, as well as the gaps and opportunities for change. Therefore, the priority is to understand and bring structure to the definition of the change, rather than focusing on the implementation details or the technology aspects.
upvoted 4 times
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