The Open Group New 2025 OGBA-101 Sample Questions Reliable OGBA-101 Test Engine [Q60-Q81]

NO.60 In business capability mapping, when you have documented all of the business capabilities, what should you do next?

Map the business capabilities to stakeholder concerns.

Draw up a business value assessment for each of the business capabilities.

Organize the business capabilities in a logical manner.

Identify the human and computer actors associated with each business capability.

NO.61 When developing a Business Architecture, which of the following is recommended if an enterprise has existing Architecture Descriptions?

They should be reviewed, and work packages identified for portfolio planning.

They should be added to the Governance Repository within the Architecture Repository.

They should be used as the basis for the Baseline Description.

They should be used to validate the business principles.

When developing a Business Architecture, TOGAF provides guidance on how to leverage existing architecture descriptions to build a comprehensive and accurate Baseline Description. Here’s a step-by-step explanation:
* Existing Architecture Descriptions:
* Existing architecture descriptions provide valuable insights into the current state of the enterprise’s architecture. These descriptions can include documentation of processes, systems, technologies, and organizational structures.
* Baseline Description:
* The Baseline Description represents the current state of the enterprise architecture. It serves as the starting point for developing the Target Architecture and planning the transition from the current state to the future state.
* Using Existing Descriptions:
* Review and Analyze: Existing architecture descriptions should be reviewed and analyzed to understand the current state accurately. This involves identifying all relevant artifacts, documents, and data.
* Integration into Baseline: The information from the existing descriptions should be integrated into the Baseline Description. This ensures that the Baseline accurately reflects the current state, providing a solid foundation for future planning.
* Gaps and Opportunities: By using existing descriptions, architects can identify gaps in the current architecture and opportunities for improvement. This helps in formulating a more effective Target Architecture.
* TOGAF ADM References:
* Phase A: Architecture Vision: This phase involves establishing the architecture vision, which includes defining the scope and approach for the Baseline Description.
* Phase B: Business Architecture: During this phase, the Baseline Business Architecture is developed using existing architecture descriptions as a key input.
In summary, using existing architecture descriptions as the basis for the Baseline Description ensures that the current state is accurately documented, providing a reliable foundation for developing the Target Architecture and planning the transition.

NO.62 Consider the following representation of a business model:

Which of the following business models is this an example of?

The Business Model Cube

The Four Box Framework

The Business Model Innovation factory

NO.63 Consider the following representation of a business model:
Which of the following business models is this an example of?

The Business Model Cube

The Four Box Framework

The Business Model Innovation factory

NO.64 Consider the following example value stream:

What does this show?

The service “Acquire Retail Product” consists of five events

The value stream consists of five business capabilities.

A series of five subprocesses that makeup the value stream

A decomposition into a sequence of value-creating stages.

NO.65 Consider the diagram of an architecture development cycle.
Which description matches the phase of the ADM labeled as item 2?

Conducts Implementation planning for the architecture defined in previous phases

Provides architectural oversight for the implementation

Operates the process of managing architecture requirements

Establishes procedures for managing change to the new architecture

NO.66 Question: Which ADM Phases match the following purpose descriptions?

1 Phase D – 2 Phase B – 3 Phase G – 4 Phase A

1 Phase C – 2 Phase E – 1 Phase H – 4 Phase C

1 Phase C – 2 Phase F – 3 Phase H – 4 Phase B

1 Phase C – 2 Phase F – 3 Phase G- 4 Phase D

NO.67 Consider the following:
In Phase A a business capability map and a core set of value streams were created while developing the Architecture Vision.
Why would such Architecture Descriptions need to be updated in Phase B?

Phase B requires that all Architecture Descriptions be updated.

The development of Business Architecture Descriptions is always iterative.

Phase B is an ADM Architecture Development phase.

A new value stream was assessed as in the project scope.

NO.68 Which of the following is a difference between an organization map and an organization chart?

An organization map highlights where in the organization that stakeholder concerns are not being addressed by a business architecture.

An organization map can be impacted by a business model change.

An organization map reduces the time, cost, and risk of business operations.

An organization map is limited to formal relationships between business units.

NO.69 Consider the following output from Phase A:
What is this an example of?

Capability Map

Organization Map

Process Map

Value Stream Map

NO.70 In what TOGAF ADM phase is the organization map linked built out with the detail and relationships to overviews in order to understand the needs of the organization?

Phase B

Phase E

Preliminary Phase

Phase A

NO.71 Which of the following best describes where business scenarios are used in the TOGAF ADM?

They are used to resolve impacts across the Architecture Landscape in Phases B, C, and D.

They are used in the Preliminary Phase, Phase A, and Phase B.

They are used as part of the lessons learned activity at the end of Phase F.

They are used as part of a business transformation readiness assessment in Phase E.

NO.72 In which part of a business scenario are business capabilities and value streams modeled?

When identifying the business and technology environment

When identifying the human actors

When identifying and documenting desired outcomes

When identifying, documenting and ranking the problem

In a business scenario, business capabilities and value streams are modeled when identifying the business and technology environment. Here’s a detailed explanation:
* Business Scenarios in TOGAF:
* Business scenarios are used to capture and describe the business requirements, providing a context for the architecture development. They help in understanding the business environment, identifying problems, and defining desired outcomes.
* Identifying the Business and Technology Environment:
* Business Capabilities: During this phase, the architect identifies the key business capabilities required to achieve the business objectives. These capabilities represent what the organization
* needs to be able to do.
* Value Streams: Value streams are also identified and modeled to understand how value is delivered to customers and stakeholders. They provide a high-level view of the end-to-end processes that create value.
* TOGAF ADM References:
* Phase A: Architecture Vision: In this phase, understanding the business and technology environment is crucial for defining the architecture vision. Modeling business capabilities and value streams provides a foundation for this understanding.
* Phase B: Business Architecture: This phase involves a detailed analysis of business capabilities and value streams to ensure that the architecture supports the business strategy and objectives.
* Importance:
* Contextual Understanding: By modeling business capabilities and value streams, architects gain a comprehensive understanding of the business and technology environment. This helps in aligning the architecture with business needs and ensuring that it supports value creation.
* Strategic Alignment: Identifying and modeling these elements ensures that the architecture is aligned with the strategic goals of the organization and supports its key business activities.
In summary, business capabilities and value streams are modeled when identifying the business and technology environment, providing a comprehensive understanding of how the organization operates and how the architecture can support its objectives.

NO.73 Consider the following Business Capability Example:

Which of the following are A and C?

Organization. Data.

Who. What.

Roles, Information.

Actors, Actions.

NO.74 Consider the following graphic illustrating a method supporting the TOGAF ADM.

What does the method help identify?

Solution Building Blocks

Business Scenarios

Alternative Target Architectures

Architecture Solutions

NO.75 In the diagram, what are the items labelled A, B, and C?

A-Enterprise Repository, B-Governance Repository. C-Board Repository

A-Architecture Repository, B-Governance Repository. C-Architecture Capability

A-Architecture Repository, B-Governing Board, C-Enterprise Capability

Enterprise Repository, B-Board repository, C-Enterprise Capability

NO.76 Which approach to modeling business value is designed to create and end-to-end perspective of value from the customer’s perspective?

Value chains

Value streams

Lean value streams

Value networks

NO.77 In what TOGAF ADM phase is the information map linked to other business blueprints?

Phase B

Phase E

Phase A

Preliminary Phase

NO.78 In which part of a business scenario are business capabilities and value streams modeled?

When identifying the business and technology environment

When identifying the human actors

When identifying and documenting desired outcomes

When identifying, documenting and ranking the problem

In a business scenario, business capabilities and value streams are modeled when identifying the business and technology environment. Here’s a detailed explanation:
* Business Scenarios in TOGAF:
* Business scenarios are used to capture and describe the business requirements, providing a context for the architecture development. They help in understanding the business environment, identifying problems, and defining desired outcomes.
* Identifying the Business and Technology Environment:
* Business Capabilities: During this phase, the architect identifies the key business capabilities required to achieve the business objectives. These capabilities represent what the organization needs to be able to do.
* Value Streams: Value streams are also identified and modeled to understand how value is delivered to customers and stakeholders. They provide a high-level view of the end-to-end processes that create value.
* TOGAF ADM References:
* Phase A: Architecture Vision: In this phase, understanding the business and technology environment is crucial for defining the architecture vision. Modeling business capabilities and value streams provides a foundation for this understanding.
* Phase B: Business Architecture: This phase involves a detailed analysis of business capabilities and value streams to ensure that the architecture supports the business strategy and objectives.
* Importance:
* Contextual Understanding: By modeling business capabilities and value streams, architects gain a comprehensive understanding of the business and technology environment. This helps in aligning the architecture with business needs and ensuring that it supports value creation.
* Strategic Alignment: Identifying and modeling these elements ensures that the architecture is aligned with the strategic goals of the organization and supports its key business activities.
In summary, business capabilities and value streams are modeled when identifying the business and technology environment, providing a comprehensive understanding of how the organization operates and how the architecture can support its objectives.

NO.79 Consider the following example value stream:

Which of the following statements is most correct?

The value stream is decomposed into five value stream stages

The value stream consists of five sequential subprocesses.

The value stream is decomposed into five sequential events.

The value stream is mapped to five subsidiary value streams.

NO.80 What is presented as “striking a balance between positive and negative outcomes resulting from the realization of either opportunities or threats”?

Agile development

Transition Management

Architecture Security

Risk Management

NO.81 Which of the following is guidance for creating value streams?

Create an initial set of value streams that provide a one-to-one mapping to existing capabilities.

Identify the top-level value streams from components of capabilities.

Clearly define the triggering stakeholder.

Include operational levels of detail.

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