The Open Group OGB-001 Practice Test - Questions Answers, Page 3

This answer is based on the definition and focus of value networks as "a set of roles and interactions that are necessary to create value for a customer or beneficiary" . Value networks are primarily concerned with identifying the participants involved in creating and delivering value, as they show how different actors collaborate and exchange value with each other. Value networks can include both internal and external actors, such as suppliers, partners, customers, employees, regulators, etc. The other options are not correct, as they are not approaches to model, measure, and analyze business value that are primarily concerned with identifying the participants involved in creating and delivering value.

This answer is based on the TOGAF Standard, Version 9.2 - Business Scenarios , which states that "The business and technology environment is a description of the current situation in terms of business processes (including business capabilities), people (including skills), information (including data), applications (including software), infrastructure (including hardware), and governance (including standards)." Business capabilities and value streams are modeled when identifying the business and technology environment, as they provide a high-level view of what the business does or can do, and how it delivers value to its stakeholders. The other options are not correct, as they are not parts of a business scenario where business capabilities and value streams are modeled.

This answer is based on the TOGAF Standard, Version 9.2 - Business Scenarios , which states that "The Planning Step ensures that each iteration is managed as a mini-project. It involves defining the scope of work for each iteration; identifying the participants; scheduling the activities; allocating resources; defining deliverables; establishing quality criteria; and setting up communication channels." The Planning Step is part of the development process of a business scenario, which consists of four steps: Planning, Gathering, Documenting, and Reviewing. The other options are not correct, as they are not steps that ensure that each iteration is managed as a mini-project.

This answer is based on the definition of a TOGAF Business Scenario as "a technique for articulating, developing, and validating the requirements of the business" 1. A TOGAF Business Scenario is a complete description of a business problem in both business and architectural terms, which enables individual requirements to be viewed in relation to one another in the context of the overall problem. A TOGAF Business Scenario consists of six elements: business environment, actors, roles, business process, desired outcome, and quality attributes. The other options are not correct, as they do not describe a TOGAF Business Scenario.

his answer is based on the TOGAF Standard, Version 9.2 - Phase C: Information Systems

Architectures 2, which states that "The objective of Phase C is to develop Target Information Systems (Data and Application) Architecture descriptions that will enable the enterprise to address the Request for Architecture Work and stakeholder concerns." In this phase, the Information Map is translated into data models that describe the structure and relationships of the data entities required by the enterprise. The data models are part of the Data Architecture, which is one of the two components of the Information Systems Architecture. The other options are not correct, as they are not phases where the Information Map is translated into data models.

This answer is based on the definition and purpose of heat mapping as "a technique for visualizing data where values are depicted by color" 3. Heat mapping is a technique that can be applied to a business capability model to represent different levels or aspects of the capabilities using a color scale. For example, the colors can indicate the maturity, importance, performance, or alignment of the capabilities. In the image provided by the user, the colors represent different levels of maturity or readiness for transformation. The other options are not correct, as they are not techniques that use colors to represent levels or aspects of capabilities.

This answer is based on the TOGAF Series Guide: Business Capabilities , which states that "A business capability model is a structured representation of the capabilities of an organization. It is typically structured using two concepts: categorizing and grouping." Categorizing is the process of assigning capabilities to different categories based on their nature, purpose, or function. Grouping is the process of arranging capabilities into different levels or layers based on their granularity, abstraction, or dependency. The other options are not correct, as they are not concepts used for structuring a business capability model.

This answer is based on the definition and components of a business capability as "an ability that a business possesses to achieve a specific outcome" . A business capability consists of four components: who, what, where, and how. Who refers to the roles or actors that perform or enable the capability. What refers to the functions or activities that constitute the capability. Where refers to the locations or channels where the capability is executed or delivered. How refers to the processes or methods that govern the capability. In the image provided by the user, A and C are examples of who and what components, respectively. Therefore, A and C are roles and information, which are two types of who and what components.

This answer is based on the definition and purpose of a business capability map as "a technique for the representation of an organization's business anchor model, independent of the organization's structure, processes, people, or domains" . A business capability map is an end product of business capability modeling, as it shows the complete set of capabilities that an organization possesses or requires to achieve its goals and objectives. A business capability map provides a high-level and stable view of what a business does or can do, regardless of how or where it does it. The other options are not correct, as they are not end products of business capability modeling.