The Open Group OGBA-101 Practice Test - Questions Answers, Page 4

To analyze a new value stream within the scope of a project, it is effective to combine information mapping with a business process model. This approach allows for a comprehensive understanding of the value stream, including the information required and produced at each stage, and how this information supports the business processes involved in delivering value.

The statement that best describes iteration and the ADM is that the ADM is iterative, over the whole process, between phases, and within phases4.Iteration is a key concept in managing the complexity of developing an Enterprise Architecture and managing its lifecycle4. The ADM supports several forms of iteration as follows:

Iteration over the whole process: Projects will iterate through the entire ADM cycle, commencing with Phase A (Architecture Vision) and ending with Phase H (Architecture Change Management)4.Each cycle of the ADM will be bound by a Request for Architecture Work that defines the scope and objectives of the project4.The architecture output will populate or update the Architecture Landscape that describes the current and target states of the enterprise4.

Iteration between phases: Projects may cycle between ADM phases in planned cycles covering multiple phases4.Typically, this is used to converge on a detailed Target Architecture when higher-level architecture does not exist to provide context and constraint4.For example, a project may iterate between Phase B (Business Architecture), Phase C (Information Systems Architectures), and Phase D (Technology Architecture) until a satisfactory solution is achieved4.

Iteration within phases: Projects may return to previous activities within an ADM phase in order to circle back and update work products with new information4.Typically, this is used to manage the inter-relationship between different aspects of an architecture domain or viewpoint4.For example, a project may revisit Business Architecture models after developing Information Systems Architecture models to ensure alignment and consistency4.

According to the TOGAF Series Guide: Organization Mapping, one of the derived relationships in an organization map is value flow1.A value flow is a relationship that shows how value is exchanged between business units or other entities in an organization map1.A value flow can be expressed as a verb phrase that indicates what type of value is transferred or shared between entities1. For example, in an organization map for an online retailer, a possible value flow could be ''Delivers products'' between the Warehouse business unit and the Customer entity.

The ADM Phases that match the purpose descriptions provided are: Phase C for the development of Information Systems Architectures to support the agreed Architecture Vision, Phase F for addressing the move from the Baseline to the Target Architectures by finalizing a detailed Implementation and Migration Plan, Phase G for providing architectural oversight of the implementation, and Phase D for describing the development of the Technology Architecture to support the agreed Architecture Vision.

One of the benefits of organization mapping is that it improves strategic planning2.Organization mapping is a technique that can be used to document and visualize the organizational structure and relationships of an enterprise or a part of it2.Organization mapping can help to align the organizational design with the business strategy, goals, and objectives2.Organization mapping can also help to identify the roles, responsibilities, authorities, accountabilities, and dependencies of different organizational entities2. By providing a clear and consistent view of the organizational landscape, organization mapping can enable better informed and more effective decisions for strategic planning.

The step during development of a business scenario that ensures that each iteration is managed as a mini-project is the Planning Step3.The Planning Step is a preparatory step that defines how to approach each iteration of developing a business scenario3.The Planning Step involves setting up a project team with clear roles and responsibilities, defining a project plan with milestones and deliverables, identifying stakeholders and their concerns, establishing communication channels and feedback mechanisms, and securing resources and budget3. The Planning Step can help to ensure that each iteration is managed as a mini-project with clear objectives, scope, schedule, quality criteria, risks, and issues.

According to the TOGAF Series Guide to Business Capabilities (Version 2), a business capability is defined as ''a particular ability or capacity that a business may possess or exchange to achieve a specific purpose or outcome''4.A business capability delineates what a business does without an explanation of how, why, or where the capability is used4.A business capability can be expressed as a verb phrase that indicates what function or service the capability provides4. For example, some possible business capabilities are ''Manage Customer Relationships'', ''Deliver Products'', or ''Perform Financial Analysis''.

According to the TOGAF Series Guide to Value Streams (Version 1), a value stream stage is defined as ''a distinct part of a value stream that represents a group of activities contributing to an overall result''5.A value stream stage can be expressed as a noun phrase that indicates what outcome or state is achieved by completing the stage5. For example, some possible value stream stages are ''Product Ordered'', ''Payment Processed'', or ''Customer Satisfied''.The example value stream shows how an online retailer creates and delivers value for its customers by performing five value stream stages: ''Acquire Retail Product'', ''Advertise Channels'', ''Display Products'', ''Enable Selection'', ''Process Payment'', and ''Deliver Product(s)''5. Therefore, the value stream is decomposed into five value stream stages.

According to the TOGAF standard, business models are used to understand and describe the business itself, including its organization, its objectives, and how it operates. This understanding is crucial when defining an enterprise architecture as it provides a frame of reference. Business models help in identifying new capabilities that the business must develop to achieve its future state as outlined in the target business model. These capabilities may be processes, information, or technologies that the business must adopt or adapt to fulfill the strategic objectives and deliver value. TOGAF emphasizes the alignment of IT with business strategy, and the business model serves as a key link in ensuring that the capabilities delivered by the enterprise architecture will enable the desired business outcomes.