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The Open Group OGBA-101 Exam Syllabus Topics:

Topic
Details

Topic 1

Enterprise Architecture and the TOGAF Standard: In this topic of the OGBA-101 exam, TOGAF business architects learn about the contents of the TOGAF framework, the TOGAF Architecture Development Method (ADM), and the TOGAF Library.

Topic 2

Development of a Business Architecture: This topic explains how a Business Architecture is developed with the TOGAF ADM.

Topic 3

TOGAF ADM: This topic of the OGBA-101 exam gives TOGAF business architects an introduction to the TOGAF ADM, its objectives, and usage.

Topic 4

Organization Mapping: In this topic of the TOGAF Business Architecture Foundation exam, TOGAF business architects learn how to apply organization mapping when developing a Business Architecture.

Topic 5

Introduction to TOGAF Business Architecture Foundation: This topic gives aspiring TOGAF business architects basic knowledge about the Business Architecture Foundation.

Topic 6

Key Terminologies: The focal point of this TOGAF Business Architecture Foundation exam topic is about key terminologies of the Business Architecture.

Topic 7

Information Mapping: The topic is all about applying information mapping when developing a TOGAF Business Architecture.

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The Open Group TOGAF Business Architecture Foundation Exam Sample Questions (Q71-Q76):

NEW QUESTION # 71
Consider the following extract of a model showing relationships between Business Architecture concepts:

A. Consists of
B. Receives
C. Creates
D. Enables

Answer: A

Explanation:
In the context of TOGAF and Business Architecture, the diagram depicts the relationship between a Value Stream, Value Stage, and Value.
Value Stream: Represents the end-to-end set of activities that create and deliver value to a stakeholder.
Value Stage: A distinct step or phase within the Value Stream.
Value: The benefit delivered to the stakeholder.
The relationship "X" indicates that a Value Stream is composed of multiple Value Stages.
Think of it like a journey (Value Stream) with multiple stops along the way (Value Stages). Each stage contributes to the overall value delivered at the end of the journey.

NEW QUESTION # 72
Complete the sentence An information map is a_______________________________________.

A. representation of where the business information is held within the enterprise
B. description of the business units that use capabilities and participate in value streams
C. collection of information concepts and their relationships to one another
D. target description of information assets needed to support the business

Answer: A

Explanation:
An information map, in the context of TOGAF and Enterprise Architecture, serves as a visual representation of how information is structured, stored, and accessed within an organization. It essentially provides a map of the information landscape of the enterprise. This includes:
* Identifying key information assets:This involves pinpointing critical data entities, such as customer data, product information, financial records, etc.
* Locating information:The map shows where this information resides, whether it's in databases, applications, file systems, or other repositories.
* Illustrating information flows:It may also depict how information moves between different parts of the organization, highlighting dependencies and relationships.

NEW QUESTION # 73
Which of the following best describes where business scenarios are used in the TOGAF ADM?

A. They are used as part of the lessons learned activity at the end of Phase F.
B. They are used to resolve impacts across the Architecture Landscape in Phases B, C, and D.
C. They are used as part of a business transformation readiness assessment in Phase E.
D. They are used in the Preliminary Phase, Phase A, and Phase B.

Answer: D

Explanation:
According to the TOGAF Standard, business scenarios are an important technique that may be used at various stages of the enterprise architecture, principally the Architecture Vision and the Business Architecture, but in other architecture domains as well, if required, to derive the characteristics of the architecture directly from the high-level requirements of the business1. The Architecture Vision is developed in Phase A, and the Business Architecture is developed in Phase B. The Preliminary Phase is also a stage where business scenarios can be used to help identify and understand business needs2.

NEW QUESTION # 74
What process turns a set of business capabilities into a structure that communicates the right amount of detail to different stakeholder groups?

A. Stratification
B. Layering
C. Categorization
D. Mapping

Answer: D

Explanation:
Mapping is the process that turns a set of business capabilities into a structure that communicates the right amount of detail to different stakeholder groups. Here's a detailed explanation:
* Definition of Mapping:
* Mapping: In the context of business architecture, mapping refers to the process of visually representing the relationships between business capabilities and other elements such as processes, value streams, and organizational units. This helps in communicating the structure and interactions within the business.
* Purpose:
* Communication: Mapping provides a clear and structured way to communicate the details of business capabilities to different stakeholder groups. It ensures that each group receives the appropriate level of detail needed for their role and decision-making.
* Alignment: Helps in aligning business capabilities with strategic goals, processes, and organizational structure, ensuring that the architecture supports the overall business strategy.
* TOGAF References:
* Phase B: Business Architecture: During this phase, mapping is used to represent business capabilities and their relationships with other business elements. This helps in creating a coherent and comprehensive business architecture.
* Capability Mapping: TOGAF emphasizes the use of capability mapping to understand and analyze how different capabilities support business processes and value streams.
* Benefits:
* Clarity and Understanding: Mapping provides a visual representation that enhances clarity and understanding of the business architecture. It helps stakeholders see the big picture and understand how different parts of the business fit together.
* Stakeholder Engagement: By providing the right amount of detail to different stakeholders, mapping ensures effective engagement and collaboration across the organization.
In summary, mapping is the process that turns a set of business capabilities into a structure that communicates the right amount of detail to different stakeholder groups, facilitating clarity, understanding, and alignment.

NEW QUESTION # 75
Which approach to model, measure, and analyze business value is primarily concerned with identifying the participants involved in creating and delivering value?

A. Value networks
B. Value streams
C. Value chains
D. Lean value streams

Answer: A

Explanation:
Value networks are an approach to model, measure, and analyze business value that is primarily concerned with identifying the participants involved in creating and delivering value3. Value networks focus on the relationships and interactions among the participants, such as customers, suppliers, partners, employees, and other stakeholders3. Value networks can help to understand how value flows through the network and how it can be improved or optimized.
Value networks emphasize the interconnectedness of various entities involved in creating and delivering value. This approach goes beyond the linear view of a value chain and recognizes the complex relationships and interactions between:
* Internal participants:Different departments, teams, and individuals within the organization.
* External participants:Suppliers, partners, customers, and other stakeholders outside the organization.
By identifying and analyzing these participants, value networks help to:
* Understand the ecosystem:Gain a holistic view of how value is created and delivered within a broader network of relationships.
* Identify key dependencies:Recognize how different participants rely on each other and how their actions affect the overall value creation process.
* Optimize collaboration:Improve coordination and collaboration between participants to enhance efficiency and value delivery.
* Identify potential risks and opportunities:Assess the impact of changes or disruptions within the network on value creation

NEW QUESTION # 76
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