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CBA > Business Architecture / IT Alignment > Flashcards

Business Architecture / IT Alignment Flashcards

1
Q

Business/IT architecture alignment is the fundamental link that enables ___ to be translated into IT architectural concepts and deployable solutions.

A

Business strategy, vision, design, and requirements

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2
Q

Business/IT architecture alignment is the fundamental link that enables business strategy, vision, design, and requirements to be translated into

A

IT architectural concepts and deployable solutions.

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3
Q

Have direct, traceable, and unambiguous relationships to IT application and data architecture.

A

Capabilities, value streams, and information concepts

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4
Q

Business/IT architecture alignment enables IT to leverage strategic impacts on the business architecture to drive __, __, __, and __ as appropriate to a given business strategy.

A

IT architecture planning, decision making, evolution, and transformation

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5
Q

The four aspects of IT architecture (___) collectively enable and automate business capabilities, value streams, and information concepts.

A

Application, data, technical and shadow system domains

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6
Q

Is a blueprint of the data and related data structures business professionals rely on to run the business.

A

Data architecture

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7
Q

Provides views into the business systems and services that deliver value to business professionals and customers.

A

Application architecture

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8
Q

Represents the underlying platforms, languages, operating systems, security software, middleware, and supporting technologies required to enable an overall IT environment.

A

Technical architecture

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9
Q

Lie beyond the line of sight of IT and create a fourth category of automation deployed by the business and frequently omitted from representations of IT architecture.

A

Shadow systems

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10
Q

The most visible aspect of IT architecture to the business and is comprised of in-house application software and services, third party software, and external systems such as found within cloud implementations

A

Application architecture

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11
Q

Deployment of reusable, automated business services that can be leveraged broadly across any number of front-end, process automation, case management, and other automation environments is a sign of

A

Higher IT maturity

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12
Q

When workflow rules are externalised and decoupled from application deployments, providing improved agility for modifying state transition and workflow automation there is

A

Higher IT maturity

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13
Q

Includes the formal and informal representations of the data used by the business.

A

Data architecture

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14
Q

Includes various types of conceptual, logical, and physical data models.

A

Data architecture

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15
Q

Represented by additional drawings, data layouts, or physical deployment views.

A

Current state data representations

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16
Q

Data architecture is an important component in a robust IT architecture because it formalises __ and enables __.

A

the management of business information, deployment of agile application architecture.

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17
Q

Ensures that data architecture reflects business information so that rapid, flexible access to information is established as the norm in organisations and not as the exception.

A

Evolving data architectures from information concepts

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18
Q

Flexible information access enables more effective __, __, __, __, and timely __ to customers and other key stakeholders.

A

Customer management, financial reporting, market analysis, competitive analysis, and timely delivery of products and services

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19
Q

Any business-owned, business-maintained technology not under IT stewardship.

A

Shadow system

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20
Q

Support numerous critical business capabilities across an enterprise.

A

Shadow systems

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21
Q

Executive reports, business intelligence, or operational roles processed and supported by Excel, Access, or more sophisticated tools are examples of

A

Shadow systems

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22
Q

Augment manual tasks and limitations in data and application architectures.

A

Shadow systems

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23
Q

Often represent crucial automations that should be considered in a business/IT alignment effort.

A

Shadow systems

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24
Q

Informally automate portions of the application architecture and aspects of technical architecture that are beyond IT’s line of sight.

A

Shadow systems

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25
Q

Data often resides within shadow systems that do not

A

Exist within the formal view of data architecture.

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26
Q

Shadow systems can be thought of as the ___, often resulting in shadow architectures that are misaligned with formal data and application architectures.

A

Opaque application and data architectures

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27
Q

Analogous to the wiring and plumbing that runs through a building, ship, or city.

A

Technical architecture

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28
Q

Enables data architecture, application architecture, and shadow systems that directly service business professionals

A

Technical architecture

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29
Q

A secondary consideration in business- driven, business/IT architecture alignment.

A

Technical architecture

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30
Q

If improvements or transformation requirements can be established from an application and data architecture perspective, IT can apply best practices to

A

define and implement a technical architecture that enables the appropriate application and data architectures.

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31
Q

The information map is implemented by

A

Data architecture

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32
Q

The value map is the basis for prioritising & packaging requirements for

A

Process & Case Management Automation, Service Choreography, UI Deployment

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33
Q

The capability map is the basis for prioritising & packaging requirements for

A

Deployable Business Services

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34
Q

The importance of information-to-data mapping is that it provides a foundation of __ and __ that equip data architects with concise, agreed-upon building blocks for the data architecture.

A

Business semantics and basic relationship concepts

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35
Q

The importance of information-to-data mapping is that it provides a foundation of business semantics and basic relationship concepts that equip data architects with

A

Concise, agreed-upon building blocks for the data architecture.

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36
Q

Value streams provide a framework for envisioning how the business can establish ___ to enable a case to visibly transition across and among value streams.

A

Innovative solutions for managing stakeholder interaction and automation

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37
Q

Value streams provide a framework for envisioning how the business can establish innovative solutions for managing

A

Stakeholder interaction and automation to enable a case to visibly transition across and among value streams.

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38
Q

Provides a basis for transforming application architecture, including establishment and use of new automated business services

A

Capability mapping

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39
Q

Capabilities can be mapped directly to current state application architecture, which allows a business to ___, ___, and ___ to address these and related challenges.

A

Determine where a given capability is automated, if it is automated consistently, and what type of strategy should be employed

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40
Q

Where no mapping to IT automation exists, it is a sign of a capability that has __, or __, which can also be incorporated into analysis.

A

No automation, or may be automated through shadow systems,

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41
Q

Capability to application architecture mapping provides business and IT with a concise set of ___ and, as a result, provide insights into design, transformation, modernisation, and automation options.

A

conceptual business/IT mappings that can be driven down to a significant degree of detail

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42
Q

Capability to application architecture mapping provides business and IT with a concise set of conceptual business/IT mappings that can be driven down to a significant degree of detail and, as a result, provide insights into

A

Design, transformation, modernisation, and automation options.

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43
Q
  1. Establish baseline capability, value, and information maps as discussed in the BIZBOK® Guide part 2.
A

Business/IT Architecture Mapping Guideline

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44
Q
  1. Craft business strategy, business model interpretation, and business priorities in the context of their impact on the business architecture.
A

Business/IT Architecture Mapping Guideline

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45
Q
  1. Use the business information map and related business objectives to craft target state data architecture or modify current-state data architecture.
A

Business/IT Architecture Mapping Guideline

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46
Q
  1. Use value stream priorities and related business designs to drive end-to-end process, case management, and user interface deployment designs.
A

Business/IT Architecture Mapping Guideline

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47
Q
  1. Use capability map and related business objectives to identify current state application architecture strategies.
A

Business/IT Architecture Mapping Guideline

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48
Q
  1. Use capability map to identify and specify target state services requirements.
A

Business/IT Architecture Mapping Guideline

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49
Q
  1. Apply variations on the above guidelines based on specific situations, requirements, scenarios, and funding availability.
A

Business/IT Architecture Mapping Guideline

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50
Q

Support new financial fund models that the market is increasingly demanding

A

Business/IT Architecture Alignment Usage Scenario Example

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51
Q

Deploy certain new products that the application systems were never built to support

A

Business/IT Architecture Alignment Usage Scenario Example

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52
Q

Address new regional expansion requirements that place demands on individual applications that had to be addressed in externally developed systems or desktop solutions

A

Business/IT Architecture Alignment Usage Scenario Example

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53
Q

Align business information for executive reporting, competitive analysis, profitability analysis, and streamline deployment of new requirements.

A

Business/IT Architecture Alignment Usage Scenario Example

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54
Q

Business architecture represents a business in the absence of any IT architecture while enterprise architecture provides

A

An overarching framework for business and IT architecture.

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55
Q

Business architecture represents __ while enterprise architecture provides an overarching framework for business and IT architecture.

A

A business in the absence of any IT architecture

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56
Q

A widely practiced discipline for understanding an organisation and furthering that organisation’s mission, goals, and practices.

A

Enterprise architecture

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57
Q

Subject Area: Describes architecture in terms of the subjects (typically called domains) that it covers. In general, each domain can be decomposed into more detailed subject areas.

A

Architectural Foundation

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58
Q

Artefacts: Describes architecture in terms of the blueprints that are produced.

A

Architectural Foundation

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59
Q

Methods: Describe architecture in terms of the activities that are performed by
architects to produce the artefacts specific to each domain.

A

Architectural Foundation

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60
Q

Business Architecture Foundational Domains:

A

Capability, Value, Information, Organisation

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61
Q

Business Architecture Extended Domains:

A

Vision, Strategy, Tactics; Products and Services; Policies, Rules, Regulations; Events; Stakeholders; Initiatives and Projects; Measures and Metrics

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62
Q

Business Architecture Foundational Artefacts:

A

Capability Map, Value Map, Information Map, Organisation Map, Cross Mappings

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63
Q

Business Architecture Extended Artefacts:

A

Strategy Map, Initiative Map, Stakeholder Map, Product Map

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64
Q

Business Architecture Methods:

A

Capability Mapping, Value Mapping, Information Mapping, Organisation Mapping, Cross-mapping, Extended Domain Mappings, Scenario Analysis, Root Cause Analysis; etc.

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65
Q

Enterprise Architecture Foundations:

A

Business Architecture Data Architecture Application Architecture Technology Architecture

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66
Q

For each architectural domain, there is an associated set of concerns, goals, or concepts.

A

Concerns, goals, or concepts.

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67
Q

For each architectural domain, each set of concerns, goals, or concepts can be described by some kind of

A

Conceptual model and perhaps documented in a commonly used formal model.

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68
Q

An important factor is the scope of a particular architecture effort or focus:

A

Enterprise level scope, and project level scope.

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69
Q

The business architect is concerned with defining the business such that strategies and goals

A

Can be clearly articulated

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70
Q

The business architect is concerned with defining the business such that management decisions

A

Can be based on facts

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71
Q

The business architect is concerned with defining the business such that transformations

A

Can be focused on the most important aspects

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72
Q

The business architect is concerned with defining the business such that issues

A

Can be addressed based on clarity and facts, rather than hunches.

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73
Q

At the project level, business architects seek ___ with systems implementations, often within a single business unit.

A

To align business requirements, established in an enterprise context,

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74
Q

The data architect is concerned with providing a managed information environment for

A

Operational and transactional data.

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75
Q

The data architect is concerned with transforming data into

A

Information to support business analysis and reporting.

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76
Q

At the enterprise level, the data architect wants to provide a

A

Consistent view and usage of operational data across multiple applications

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77
Q

At the enterprise level, the data architect wants to rationalise

A

Data and information storage to minimise duplication and simplify access.

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78
Q

The data architect is interested in commonality, specifically in providing a common mechanism for ___, sometimes called data flow architecture.

A

Moving and transforming operational data into analytical data

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79
Q

The data architect is interested in commonality, specifically in providing a common mechanism for moving and transforming operational data into analytical data, sometimes called

A

Data flow architecture.

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80
Q

Information models are typically created as conceptual Entity Relationship Diagrams (ERD) where the important concepts are

A

Enterprise entities, and the relationships and constraints associated with them.

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81
Q

At the project level, the information architect is concerned with information that has a more limited scope:

A

Access and utilisation of the information is based on business rules and is governed by security and privacy requirements of both the enterprise and the application.

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82
Q

Access and utilisation of the information is based on __ and is governed by security and privacy requirements of both the enterprise and the application.

A

Business rules

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83
Q

Access and utilisation of the information is based on business rules and is governed by

A

Security and privacy requirements of both the enterprise and the application.

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84
Q

At the project level, a data model describes the application level information, which is likely to be

A

Different than (but related to) the common enterprise information model.

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85
Q

The application architect is concerned with commonality

A

In applications.

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86
Q

At the enterprise level, this means creating reference models and standards that specify a common structure or architectural style that promotes sharing

A

Of common responsibilities

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87
Q

At the enterprise level, this means creating reference models and standards that specify a common structure or architectural style that promotes using

A

Common services in a consistent fashion

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88
Q

At the enterprise level, this means creating reference models and standards that specify a common structure or architectural style that promotes supporting

A

A common user interaction style and configuration mechanisms

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89
Q

At the enterprise level, this means creating reference models and standards that specify a common structure or architectural style that promotes using

A

A standard technology platform, having common management, monitoring and operations procedures, etc.

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90
Q

The application architect is concerned with commonality in applications to improve

A

Integration between applications

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91
Q

The application architect is concerned with commonality in applications to allow for

A

Sharing of common information

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92
Q

The application architect is concerned with commonality in applications to have

A

Consistent results for the same operation no matter how it is performed

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93
Q

The application architect is concerned with commonality in applications to reduce

A

The cost and complexity of maintenance and enhancements.

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94
Q

To achieve commonality in applications goals, the application architect first specifies the

A

Architectural styles to be used and specific roles and responsibilities of the architectural elements that make up that style.

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95
Q

Technology aspects such as __, __, __, and __ are factored into the reference architecture, not each individual project.

A

Performance, scalability, reliability, and security

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96
Q

A formal modelling discipline for specifying architecture.

A

Unified Modeling Language (UML)

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97
Q

At the project level, the application architect is concerned with applying ___ to a specific project.

A

The enterprise context (reference models, patterns, standards, guidelines, templates)

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98
Q

It is the responsibility of the application/solution architect to help the project meet requirements in a way

A

That conforms to the enterprise application architecture.

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99
Q

The technology architect is responsible for providing common platforms that support

A

The different (hopefully few) application architecture styles with the appropriate quality of service.

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100
Q

At the project level, technology is tasked with ___ and integrating it into the common management, security, backup, services, and related systems and plans.

A

Provisioning a specific instance of the standard platform for the specific application

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101
Q

At the project level, technology is tasked with provisioning a specific instance of the standard platform for the specific application and

A

Integrating it into the common management, security, backup, services, and related systems and plans.

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102
Q

Conventions, principles and practices for the description of architectures established within a specific domain of application and/or community of stakeholders

A

Architecture Framework

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103
Q

Information identifying the framework
Vocabulary and taxonomy
One or more concerns or abstractions
One or more stakeholders having those concerns
One or more architecture viewpoints and their specifications Rules that integrate the viewpoints
Conditions on applicability.

A

Specified by architecture frameworks

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104
Q

A schema for describing all aspects of the enterprise in terms of fundamental, unique primitives.

A

Zachman Framework

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105
Q

The largest and most well-known component of TOGAF

A

Architecture Development Method (ADM)

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106
Q

DoDAF describes a system in terms of eight different viewpoints:

A

All Viewpoint (AV), Capability Viewpoint (CV), Data and Information Viewpoint (DIV), Operational Viewpoint (OV), Project Viewpoint (PV), Services Viewpoint (SvcV), Standard Viewpoint (StdV), and Systems Viewpoint (SV)

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107
Q

The Zachman Framework focuses on the core value of the framework as an

A

Ontology of fundamental enterprise concepts, or primitives

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108
Q

The Zachman primitives are defined from the intersection of six interrogative categories: What, How, Where, Who, When, Why, and six perspectives: Executive, Business Management, Architect, Engineer, Technician, and Enterprise.

A

Executive, Business Management, Architect, Engineer, Technician, and Enterprise.

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109
Q

The Zachman primitives are defined from the intersection of six interrogative categories: ___, and six perspectives:

A

What, How, Where, Who, When, Why

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110
Q

The business architect is interested in the top two audience perspectives (rows) in the Zachman Framework

A

The Executive Perspective and the Business Management Perspective

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111
Q

Zachman - What:

A

The information map describes “what” information the enterprise needs

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112
Q

Zachman - How:

A

Capability: From the perspective of the Zachman framework, the How column is defining what business transformations an organisation performs, not how those transformations are executed.

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113
Q

Zachman - Where:

A

The organisation map describes “where” in the enterprise things are done.

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114
Q

Zachman - Who:

A

Stakeholder identification describes “who” (customers, employees, suppliers, partners) interacts with the enterprise (internally and externally) and what their responsibilities are.

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115
Q

Zachman - When:

A

No current mapping.

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116
Q

Zachman - Why:

A

Business Strategy Maps and the Business Motivation Model describe why things are done and how to measure them.

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117
Q

Identifying a unique primitive (like the capability), allows us to create

A

Composites (mappings) that bring clarity to the redundancies, gaps, and inefficiencies.

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118
Q

BIZBOK Business Blueprint: Business Strategy Map

A

Zachman Framework Concept: Motivation Types; Buiness Ends, Business Means

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119
Q

BIZBOK Business Blueprint: Capability Map

A

Zachman Framework Concept: Business Transformations

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120
Q

BIZBOK Business Blueprint: Organization Map

A

Zachman Framework Concept: Distribution Types; Locations

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121
Q

BIZBOK Business Blueprint: Value Map

A

Zachman Framework Concept: Composite of: Process Types, Transforms; Business Ends; Responsibiliy Types

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122
Q

BIZBOK Business Blueprint: Business Information Map

A

Zachman Framework Concept: Inventory Types; Business Entities

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123
Q

BIZBOK Business Blueprint: Initiative Map

A

Zachman Framework Concept: No Mapping

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124
Q

BIZBOK Business Blueprint: Stakeholder Map

A

Zachman Framework Concept: Responsibility Types; Busines Roles

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125
Q

BIZBOK Business Blueprint: Performance Measurement

A

Zachman Framework Concept: No Mapping

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126
Q

BIZBOK Business Blueprint: Product Map

A

Zachman Framework Concept: Composite of: Business Entity; Business Transform; Business Location

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127
Q

TOGAF is an architecture framework that provides

A

The methods and tools for assisting in the acceptance, production, use, and maintenance of enterprise architecture.

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128
Q

TOGAF is based on

A

An iterative process model supported by best practices and a re-usable set of existing architecture assets

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129
Q

A step-by-step approach to developing the enterprise architecture

A

TOGAF Architecture Development Method

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130
Q

A collection of guidelines and techniques available for use in applying TOGAF and the TOGAF ADM

A

ADM Guidelines and Techniques

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131
Q

A structured metamodel for architectural artifacts, the use of re-usable architecture building blocks, and an overview of typical architecture deliverables

A

Architecture Content Framework

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132
Q

Appropriate taxonomies and tools to categorize and store the outputs of architecture activity within an enterprise

A

Enterprise Continuum & Tools

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133
Q

A selection of architectural reference models, which includes the TOGAF Foundation Architecture, and the Integrated Information Integration Reference Model

A

TOGAF Reference Models

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134
Q

The organization, processes, skills, roles, and responsibilities required to establish and operate an architecture function within an enterprise

A

Architecture Capability Framework

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135
Q

Align the TOGAF ADM with the BIZBOK:

A

Adapt the ADM to use the BIZBOK® Guide for business architecture

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136
Q

Align the TOGAF Guidelines and Techniques with the BIZBOK

A

The BIZBOK® Guide contains specific guidelines and techniques for the practice of business architecture. Although these could be included in the guidelines and techniques section, we have not attempted to do this.

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137
Q

Align the TOGAF Architecture Content Framework with the BIZBOK

A

Extend the content framework and metamodel to include the models in the BIZBOK® Guide. Cross reference the current context framework with the BIZBOK® Guide.

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138
Q

Align the TOGAF Enterprise Continuum and Tools with the BIZBOK

A

Provide references to appropriate business architecture content, models, and best practices.

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139
Q

Align the TOGAF Architecture Capability Framework with the BIZBOK

A

Extend the capability framework to include specific business architecture capabilities.

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140
Q

BIZBOK® Guide is used to adapt the terminology, process, and content of TOGAF:

A

Phase B, Business Architecture

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141
Q

BIZBOK® Guide is used to adapt the terminology, process, and content of TOGAF Phase B, Business Architecture during:

A

Phase 0, the Preliminary Phase, Step 5, called “Tailor TOGAF”

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142
Q

BIZBOK adaptation to TOGAF Phase B - Objectives

A

The objectives have been expanded slightly to be more specific about items that were listed in the “approach” section of standard TOGAF.

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143
Q

BIZBOK adaptation to TOGAF Phase B - Approach

A

The basic method described in the BIZBOK® Guide using scenarios has been substituted for the approach section. In particular, the section on Business Modelling (TOGAF 8.2.3) has been replaced. TOGAF recommends UML Activity, Use Case, and Class Models as the basis of Business Modelling. The BIZBOK® Guide foundational models have been used instead.

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144
Q

BIZBOK adaptation to TOGAF Phase B - Inputs

A

The non-architectural inputs have been strengthened to be more specific about the business strategy and sponsorship. In general, many of the architectural inputs could be simplified, but we have left them here to keep the TOGAF flavour of the adaptation.

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145
Q

BIZBOK adaptation to TOGAF Phase B - Steps

1. Select Reference Models, Viewpoints, and Tools

A

The BIZBOK® Guide viewpoints and mappings have been used rather than TOGAF recommended artefacts (diagrams, list, and matrices).

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146
Q

BIZBOK adaptation to TOGAF Phase B - Steps

4. Perform Gap Analysis

A

Gap Analysis has been focused on using capabilities as the concept of comparison and planning.

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147
Q

BIZBOK adaptation to TOGAF Phase B - Steps

8. Finalize the Business Architecture

A

The use of “Architecture Building Blocks” for the business architecture has been dropped. We expect that knowledge and artefacts from the process will be reused and kept in the Architecture Knowledge Base (repository). However, we find the attempt to formalise these as ABBs tends to cause confusion.

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148
Q

BIZBOK adaptation to TOGAF Phase B - Steps

9. Create Architecture Definition Document

A

The content of the business section of the ADD has been adjusted to use the BIZBOK® Guide artefacts.

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149
Q

BIZBOK adaptation to TOGAF Phase B - Outputs

A

The content of the target business architecture has been adjusted to use the BIZBOK® Guide artefacts.

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150
Q

Although TOGAF doesn’t explicitly include capability as part of their Business Architecture domain, it does include it as part of

A

The architecture context.

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151
Q

The TOGAF concept of Role/Actor is addressed through the BIZBOK® Guide concept of

A

Stakeholder.

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152
Q

TOGAF Business Architecture Artefacts: Business goals and objectives, driver/goal/objective catalog

A

BIZBOK Business Architecture Blueprint: Business Strategy Map

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153
Q

TOGAF Business Architecture Artefacts: Business service/function catalog, business footprint diagram, functional decomposition diagram

A

BIZBOK Business Architecture Blueprint: Capability Map

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154
Q

TOGAF Business Architecture Artefacts: Organization structure, organization decomposition diagram, business functions, business roles, location catalog, correlation of organization and functions, organization/actor catalog, role catalog, actor/role matrix

A

BIZBOK Business Architecture Blueprint: Organization Map

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155
Q

TOGAF Business Architecture Artefacts: Business processes, business services, process flow diagram, process/event/control/product catalog, business interaction matrix, product lifecycle diagram, goal/objective/service diagram, business use-case diagram, event diagram

A

BIZBOK Business Architecture Blueprint: Value Map

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156
Q

TOGAF Business Architecture Artefacts: Business data model, business service/information diagram

A

BIZBOK Business Architecture Blueprint: Business Information Map

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157
Q

BIZBOK Business Architecture Blueprint: Initiative Map

A

TOGAF Business Architecture Artefacts: No Mapping

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158
Q

TOGAF Business Architecture Artefacts: Actor catalog, actor role matrix

A

BIZBOK Business Architecture Blueprint: Stakeholder Map

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159
Q

BIZBOK Business Architecture Blueprint: Product & Service Map

A

TOGAF Business Architecture Artefacts: No Mapping

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160
Q

TOGAF Business Architecture Artefacts: Contract/measure catalog

A

BIZBOK Business Architecture Blueprint: Performance Measurement

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161
Q

TOGAF Rationale for Enterprise Architecture: Business Transformation Preparation

A 
BIZBOK Business Scenarios: 
Shift to Customer Centric Business Model
Merger & Acquisition Analysis
New Product / Service Rollout
Globalisation
Business Capability Outsourcing
Supply Chain Streamlining
Divestiture
Regulatory Compliance
Change Management
Joint Venture Deployment
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162
Q

BIZBOK Business Scenarios: Investment Analysis

A

TOGAF Rationale for Enterprise Architecture: No Mapping

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163
Q

TOGAF Rationale for Enterprise Architecture: Radical Infrastructure Change

A

BIZBOK Business Scenarios: Operational Cost Reduction

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164
Q

BIZBOK Business Architecture Knowledgebase: Business Unit

A

TOGAF Content Metamodel: Organization unit, Location

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165
Q

BIZBOK Business Architecture Knowledgebase: Information Concept

A

TOGAF Content Metamodel: Data entity

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166
Q

BIZBOK Business Architecture Knowledgebase: Capability

A

TOGAF Content Metamodel: Capability (in architecture context), Function

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167
Q

BIZBOK Business Architecture Knowledgebase: Value Stream, Value Stream Stage

A

TOGAF Content Metamodel: Process

168
Q

BIZBOK Business Architecture Knowledgebase: Policy, Rule

A

TOGAF Content Metamodel: No mapping

169
Q

BIZBOK Business Architecture Knowledgebase: Regulation

A

TOGAF Content Metamodel: Driver

170
Q

BIZBOK Business Architecture Knowledgebase: Customer, Partner, Competitor

A

TOGAF Content Metamodel: Actor

171
Q

BIZBOK Business Architecture Knowledgebase: Vision

A

TOGAF Content Metamodel: Architecture vision

172
Q

BIZBOK Business Architecture Knowledgebase: Strategy, Tactic

A

TOGAF Content Metamodel: No mapping

173
Q

BIZBOK Business Architecture Knowledgebase: Initiative, Project

A

TOGAF Content Metamodel: Work package

174
Q

BIZBOK Business Architecture Knowledgebase: Decision

A

TOGAF Content Metamodel: Control

175
Q

BIZBOK Business Architecture Knowledgebase: Event

A

TOGAF Content Metamodel: Event

176
Q

BIZBOK Business Architecture Knowledgebase: Metric

A

TOGAF Content Metamodel: Measure

177
Q

BIZBOK Business Architecture Knowledgebase: Measure

A

TOGAF Content Metamodel: Measure, goal, objective

178
Q

BIZBOK Business Architecture Knowledgebase: Product

A

TOGAF Content Metamodel: Product

179
Q

BIZBOK Business Architecture Knowledgebase: Service

A

TOGAF Content Metamodel: Business service, contract

180
Q

A framework used by IT organizations to define the path taken to plan, specify, design, build, deploy, and maintain software systems

A

The system development lifecycle

181
Q

A process followed for a software project that defines how to develop, maintain, replace, alter or enhance IT architecture

A

The system development lifecycle

182
Q
  1. Establish the business architecture artifacts as a required business input utilized by the project definition stage of the SDLC
A

Guideline for leveraging business architecture as input to SDLC related stages

183
Q
  1. Ensure traceability back to business objectives and value perspectives
A

Guideline for leveraging business architecture as input to SDLC related stages

184
Q
  1. State business scope in terms of value streams, capabilities, and stakeholders
A

Guideline for leveraging business architecture as input to SDLC related stages

185
Q
  1. Inform all data architecture work in terms of input from the business architecture information map and related business architecture perspectives
A

Guideline for leveraging business architecture as input to SDLC related stages

186
Q
  1. Inform the solution architecture, particularly SOA services definition, by the value streams and capabilities the services will automate
A

Guideline for leveraging business architecture as input to SDLC related stages

187
Q
  1. Frame all project requirements in reference to the capabilities, within value stage perspective, indicating the stakeholder or stakeholders involved
A

Guideline for leveraging business architecture as input to SDLC related stages

188
Q
  1. Ensure that the business architecture is used to frame and track deployed system artifacts and assets
A

Guideline for leveraging business architecture as input to SDLC related stages

189
Q

A state in which “business information, capabilities, and value streams are appropriately represented and deployed from an IT automation perspective”

A

Business/IT architecture alignment

190
Q

A common IT approach for managing software investments

A

Application Portfolio Management (APM)

191
Q

An approach used by IT executives to view, assess, and refine technology investments.

A

Application Portfolio Management (APM)

192
Q

The common terminology used to characterise a collection of software assets that automates and enables a bounded set of capabilities and is identifiable by name and other characteristics.

A

Application

193
Q

In complex environments, major investment decisions hinge on the ability to

A

Determine the business value of an application in relation to numerous other applications, desk top solutions, and manual techniques that enable one or more business capabilities.

194
Q

A lack of information means that application decisions are being based on an IT rather than a business value perspective, which can hinder

A

Overall business agility and competitiveness.

195
Q

Define everything that a business does from a purely business perspective.

A

Capabilities

196
Q

Providing a business capability/application relationship mapping enables executives to

A

Assess multiple applications with shared capabilities in aggregate

197
Q

Providing a business capability/application relationship mapping enables executives to

A

Assess business gaps in application portfolios.

198
Q

The discipline applied to managing software assets to justify and measure the financial benefits of each application in comparison to the costs of the application’s maintenance and operations.

A

Application Portfolio Management (APM)

199
Q

Results from degrading technical and application architectures resulting from not having the time to deliver an architecturally complete or elegant product.

A

Technical debt

200
Q

Many businesses have multiple applications supporting the multiple capabilities, and the impact of this fragmentation and redundancy may not be evident to the business, contributing to

A

Complexity of mapping concepts between capability and application in reality.

201
Q

Value Stream Decomposes into

A

Value Stream Stage

202
Q

Value Stream Stage is Enabled by

A

Capability

203
Q

Capability is Automated by

A

Application

204
Q

Business Unit Has a

A

Capability

205
Q

Application Decomposes into

A

Subsystem

206
Q

Application Supports

A

Application

207
Q
  1. Ensure that the organisation has a robust inventory of application software assets.
A

Capability/APM Alignment Guideline

208
Q
  1. Verify that the capability map has been established to a level 3 mapping.
A

Capability/APM Alignment Guideline

209
Q
  1. Verify that capabilities have been appropriately mapped to value stream stages and business units where required to improve APM.
A

Capability/APM Alignment Guideline

210
Q
  1. Work with application teams to establish level 1-2-3 capability mappings to applications of interest (note that there is no need for lower level mappings unless a transformation effort is envisioned).
A

Capability/APM Alignment Guideline

211
Q
  1. Where subject matter expertise is lacking, rely on documentation or software analysis tools to augment the analysis.
A

Capability/APM Alignment Guideline

212
Q
  1. Systematically map the capabilities of interest to the applications that automate those capabilities.
A

Capability/APM Alignment Guideline

213
Q
  1. Work with various business units to use value stream/capability mappings to determine the overall business value of each capability and the degree of automation provided by the mapped application.
A

Capability/APM Alignment Guideline

214
Q
  1. Determine the percentage of manual work required by the application for each capability.
A

Capability/APM Alignment Guideline

215
Q
  1. Determine the technical debt being incurred in various applications to assess the future ability of a given application to support improvements or future requirements associated with each capability (note that the capability heat map provides insights into future capability improvement requirements).
A

Capability/APM Alignment Guideline

216
Q
  1. Use this information to inform APM investment, transformation, or modification planning.
A

Capability/APM Alignment Guideline

217
Q

Shadow systems by their very nature increase technical debt because they are

A

Hard to manage, hard to find, and increase risks associated with a lack of management rigour.

218
Q

Refers to delayed technical work that is incurred when technical short cuts are taken, usually in pursuit of calendar-driven software schedules.

A

Technical Debt

219
Q

Just like financial debt, some technical debts can serve ___. Other technical debts are simply counterproductive.

A

Valuable business purposes

220
Q

A set of principles and methodologies for designing and developing software using a concept called a “service”

A

Service-oriented architecture (SOA)

221
Q

When a business needs to improve or even add capabilities based on any number of business scenarios, capabilities and value streams provide architects with a framework for

A

Business service and service orchestration requirements.

222
Q

SOA analysis and design teams benefit from having a clear business foundation for

A

Business service design and orchestration.

223
Q

SOA philosophy

A

“One way to do one thing. One place to get one kind of information”

224
Q

SOA relies on application architecture as the basis for defining three important concepts: (1)

A
  1. The fundamental reference architecture that defines how applications will be constructed
225
Q

SOA relies on application architecture as the basis for defining three important concepts: (2)

A
  1. The integration of applications (both functions and data)
226
Q

SOA relies on application architecture as the basis for defining three important concepts: (3)

A
  1. Maintaining a portfolio of applications and systems
227
Q

The top layer in the SOA layered reference architecture

A

Business processes

228
Q

A series of operations that are executed in an ordered sequence according to a set of business rules.

A

Business process

229
Q

The second layer in the SOA layered reference architecture

A

Business and information services

230
Q

Business services provide

A

High-level business functionality throughout the enterprise.

231
Q

Information services provide

A

Consolidated, cleaned, and rationalised data about business entities.

232
Q

This layer provides a service interface abstraction and integration of the layer below, breaking the direct dependence between processes, entities, and existing systems.

A

Business and information services

233
Q

A managed, governed set of enterprise assets responsible for ensuring conformance to service-level agreements (SLAs)

A

Services

234
Q

Represent logical groupings of operations.

A

Business services

235
Q

The third layer in the SOA layered reference architecture

A

Integration services

236
Q

Integration services provide

A

Integration between and access to existing applications.

237
Q

The separation between the integration services and the business services is critical to

A

Maintaining a flexible enterprise environment.

238
Q

This involves transformation of data and capabilities from existing systems to the business service level.

A

Integration services

239
Q

The bottom layer in the SOA layered reference architecture

A

Operational resources

240
Q

This layer consists of existing applications, legacy, and commercial-off-the-shelf (COTS) software, which includes customer relationship management (CRM) and enterprise resource planning (ERP) applications.

A

Operational resources

241
Q

Operational resources applications provide business operations —

A

Transactions that represent single logical units of work in the enterprise’s operational systems.

242
Q

Execution of an operation will typically cause one or more persistent data records to be

A

Read, written, or modified in a system of record (SOR).

243
Q

Data at this layer resides in existing applications or databases.

A

Operational resources

244
Q

A robust capability map that provides a true and accurate representation of the business with detailed decompositions for any area involved in SOA alignment

A

(1/5) essential requirements common to most business architecture / SOA alignment efforts.

245
Q

Value stream definitions for all stakeholder focused areas of interest

A

(2/5) Essential requirements common to most business architecture / SOA alignment efforts.

246
Q

An information map that identifies the major enterprise business entities and the common definition/vocabulary that details them

A

(3/5) Essential requirements common to most business architecture / SOA alignment efforts.

247
Q

Value stream / capability cross-mappings

A

(4/5) Essential requirements common to most business architecture / SOA alignment efforts.

248
Q

Ability to design, develop, and deploy services.

A

(5/5) Essential requirements common to most business architecture / SOA alignment efforts.

249
Q

Capabilities map to value streams, business entities, business processes, and business services.

A

Business/IT architecture mapping provides the basis for this alignment concept. (1/3)

250
Q

Information views are derived from business information concepts and capabilities

A

Business/IT architecture mapping provides the basis for this alignment concept. (2/3)

251
Q

Value streams map to business processes, which in turn provide an orchestration context for deployable services.

A

Business/IT architecture mapping provides the basis for this alignment concept. (3/3)

252
Q
  1. Determine priority value streams and stages to be improved upon based on business objectives and priorities.
A

Business Architecture / SOA Alignment Guideline

253
Q
  1. Target selected capabilities for automation or automation improvement based on the role they play in identified value streams and business objectives and priorities.
A

Business Architecture / SOA Alignment Guideline

254
Q
  1. Review information requirements for the services based on information concepts that map to targeted capabilities.
A

Business Architecture / SOA Alignment Guideline

255
Q
  1. Assess current state deployments of targeted capabilities to determine service usage and deployment options.
A

Business Architecture / SOA Alignment Guideline

256
Q
  1. Review capabilities with solution architects to assess the approach required to design related services.
A

Business Architecture / SOA Alignment Guideline

257
Q
  1. Review orchestration options based on value stream / process mappings.
A

Business Architecture / SOA Alignment Guideline

258
Q
  1. Establish deployment plans based on where to plug services into the current state application architecture.
A

Business Architecture / SOA Alignment Guideline

259
Q

Information, in both explicit and implicit forms, is crucial to

A

The success of business strategy and operations.

260
Q

Informs decisions and makes routine operations more efficient

A

Information

261
Q

Can prevent mistakes, including missed opportunities, and facilitate learning

A

Information

262
Q

Without this, a business becomes an uncoordinated collection of individual accomplishments.

A

Communication

263
Q

Collective decision making is a critical component of

A

Coordinated activity.

264
Q

Information is most effectively communicated when it is

A

Explicit.

265
Q

Data is an explicit representation of

A

Information

266
Q

Aligning business information and data management insures that the data is representative of the performance of

A

The business, suppliers, clients, and partners

267
Q

Aligning business information and data management insures that the data is relevant to

A

Those who guide and monitor the business.

268
Q

Misalignment of business information and data management tends to result in

A

The collection and storing of data that has low value to the business managers

269
Q

Misalignment of business information and data management tends to result in

A

Failure to collect data that can enhance decision making and operational control.

270
Q

An expansive view of what constitutes data includes

A

Printed works, images, sounds, as well as structured, semi-structured, and unstructured electronic forms.

271
Q

The business information map incorporates the discovery and making explicit of

A

Patterns of information analysis, information provenance and information governance

272
Q

The business information map guides the implementation of IT and human processes of

A

Application management, data management, data provenance, and data governance.

273
Q

A principal element in the collaboration between the business architect and the application/data architects.

A

The information map

274
Q

Planning, supervision, and control over data management and use

A

Data Governance

275
Q

Defining the blueprint for managing data assets

A

Data Architecture Management

276
Q

Analysis, design, implementation, testing, deployment, maintenance

A

Data Development

277
Q

Providing support from data acquisition to purging

A

Data Operations Management

278
Q

Ensuring privacy, confidentiality, and appropriate access

A

Data Security Management

279
Q

Defining, monitoring, and improving data quality

A

Data Quality Management

280
Q

Managing golden versions and replicas

A

Reference and Master Data Management

281
Q

Enabling reporting and analysis

A

Data Warehousing and Business Intelligence Management

282
Q

Managing data found outside of databases

A

Document and Content Management

283
Q

Integrating, controlling, and providing meta-data

A

Meta-data Management

284
Q

Relates to data governance and data security management.

A

Information governance

285
Q

Relates to data architecture, reference, and master data management, data warehousing and business intelligence, document and content management, and meta-data management.

A

Information analysis

286
Q

Relates to application architecture data service when this is the logical place to manage constraints that cannot otherwise be managed.

A

Information analysis

287
Q

Relates to data quality management and data development.

A

Information provenance

288
Q

Information governance will typically be linked with and derived from

A

Capabilities associated with monitoring the business and its environment.

289
Q

While the practice of business architecture cannot guarantee that appropriate business and technology decisions will always be made, it does place the relationships between

A

All of the business capabilities and their associated Classes and Roles on the table for discussion

290
Q

While the practice of business architecture cannot guarantee that appropriate business and technology decisions will always be made

A

It does insure that the requirements of compliance and risk managers are not overlooked.

291
Q

Information provenance is typically linked with

A

Capabilities that are strongly dependent on information to perform their functions.

292
Q

Operational data about the business is key information for

A

Operations management and business strategy.

293
Q

Capabilities that are strongly dependent on information to perform their functions will want to insure that the information they receive and act on

A

Accurately reflects the state of the business and cannot be manipulated.

294
Q

Techniques such as ___ and ___ can be used to detect data manipulation.

A

Comparing data obtained from multiple sources and performing historical analysis

295
Q

The information and capability maps provide a medium of

A

Discussion about the requirements for data quality.

296
Q

The combination of value streams, capability maps and information maps makes it possible to consider

A

All of the ways in which corrupt data can enter the IT system and what measures can be taken to reduce its occurrence.

297
Q

It can be very challenging to make knowledge explicit as data

A

when the knowledge is about the behaviour and intent of competitors

298
Q

It can be very challenging to make knowledge explicit as data, especially when the knowledge is about

A

How clients view the business and its competition.

299
Q

The linkage from information map through capability map to value stream will point out

A

Information that has strategic importance.

300
Q

The answer to this question can be taken directly from the information map through the linkage to the capability map.

A

What data is needed by the business?

301
Q

By examining the linkage between the capability map and the organisation map, one can determine

A

The organisation units that will have interest in the information.

302
Q
  1. Select a Class that has a business identity (i.e., it corresponds to a Business Entity)
A

What does the data look like?

A relational schema can be extracted from an information map by following this procedure (1/4):

303
Q
  1. Identify the attributes of that Class that serve to identify Individuals in the Class – these will become the natural keys
A

What does the data look like?

A relational schema can be extracted from an information map by following this procedure (2/4):

304
Q
  1. Identify all Roles the selected Class participates in that have 1-1 relationships with the Class and whose target Individuals are lifetime dependent on the existence of Individuals in the selected Class – these will be the columns of the Class
A

What does the data look like?

A relational schema can be extracted from an information map by following this procedure (3/4):

305
Q
  1. Identify all other Roles and implement them as foreign key or association tables relationships
A

What does the data look like?

A relational schema can be extracted from an information map by following this procedure (4/4):

306
Q

If it is the case that the Business Entity modelled by a Class will have characteristics that cannot be directly observed.

A

What does the data look like?

A proxy data set may be substituted.

307
Q

As the data architecture is defined, its elements can be linked back to the information map. The result is a

A

What does the data look like?

Kind of data dictionary that is associated with the business architecture.

308
Q

The business architecture (information) provides the business context for

A

What does the data look like?

The data elements and relations.

309
Q

Some business functions create or collect information and make it tangible as data, modelled as

A

Where and how often to get the data?

Capabilities that are linked by Roles to Classes.

310
Q

Separation of capabilities allows the development

A

Where and how often to get the data?

Of efficiency producing specialisation.

311
Q

Separation of capabilities allows the enterprise to scale by

A

Where and how often to get the data?

Adjusting the amount of each kind of skill it can deploy to the capabilities.

312
Q

If the data may not be known because it would be created in a future that has not yet occurred

A

Where and how often to get the data?

Historical data may be used to predict the future.

313
Q

Where the data is not directly available, a proxy that

A

Where and how often to get the data?

Correlates well with the information that is sought but not available as data can be used.

314
Q

Cases involving non-operational data must be analysed and often involves information governance considerations such as

A

Where and how often to get the data?

Privacy, intellectual property rights, and data collection ethics such as the use of third parties.

315
Q

Cases involving non-operational data must be analysed and often involves thinking about information provenance, particularly

A

Where and how often to get the data?

The reliability of the technique used to proxy the data that is desired.

316
Q

Linkages among concepts in the information structure map and capabilities should indicate the nature of use of the concepts and relationships.

A

Who gets to change or delete the data?

Some capabilities create information, others change it, and others destroy it.

317
Q

Information is often representative of

A

Who gets to change or delete the data?

Some physical thing

318
Q

If a physical thing ceases to exist, the information item

A

Who gets to change or delete the data?

May no longer be needed.

319
Q

This is also (along with change / delete) determined by examining the nature of the capability’s use of the information.

A

Who gets to view the data?

320
Q

Each capability in a value stream may have a different

A

Who gets to view the data?

Perspective on the information concepts.

321
Q

The information structure map will contain both __ and should contain the derivation linkages between them.

A

How will the data be presented to various viewers?

Base and derived information concepts

322
Q

The information structure map will contain both base and derived information concepts and should contain

A

How will the data be presented to various viewers?

The derivation linkages between them.

323
Q

It will be necessary to completely and unambiguously define what is meant by __, and __.

A

How will the data be presented to various viewers?Groupings of the corresponding data
Alignment of unconnected information items

324
Q

A rough assessment of potential data quality problems can be obtained from analysing the

A

How will the quality of the data be assured?

Source capability of the corresponding information concept.

325
Q

If the source is known to produce unreliable data, then a second source may be sought and

A

How will the quality of the data be assured?

The two sources used to improve the data reliability.

326
Q

If the source capability is implemented by a person, recording errors will occur and the

A

How will the quality of the data be assured?

Consistency rules from the information structure model can be used to derive checks to be performed.

327
Q

Automated data collection devices must be

A

How will the quality of the data be assured?

Periodically recalibrated.

328
Q

If it is properly crafted, the information map will represent the consensus understanding of

A

The information concepts, lifecycle, governance, and provenance.

329
Q

The enterprise may decide that it wishes to have a policy of ___ alignment.

A

Periodic or continuous

330
Q

Will involve periodic joint audits of the information map and the IT architecture to remedy differences.

A

Periodic alignment

331
Q

The evolution of the information map will precede the evolution of the IT architecture and the IT architecture will be changed according to the alignment with the information map.

A

Continuous alignment

332
Q

A discipline focused on framing automation and technical delivery of targeted business initiatives.

A

Solution architecture

333
Q

Often takes the form of understanding and interpreting business strategy and updating current state system functionality

A

Solution architecture

334
Q

Often takes the form of designing new ___s that go beyond current state architectural perspectives.

A

Solution architecture

335
Q

The solution architect’s familiarity with business architecture plays a key role in

A

Aligning technical solutions to deliver business value.

336
Q

The discipline of generating a creative and communicable technical design that aligns a feasible business solution with stakeholder expectation within the bounds of mandated delivery parameters.

A

Solution architecture

337
Q

Solution architects are commonly tasked with determining

A

IT automation approaches that will deliver value within the scope of a defined program or initiative.

338
Q

If a solution architect effectively aligns to business architecture, successive incremental alignments to the business architecture will be

A

More straightforward and of less impact to affected stakeholders.

339
Q

During the course of solution __, __, __, and __, architects may uncover refinements that can be incorporated into the business architecture as a result of more granular analysis into a given business area.

A

Definition, creation, implementation, and maintenance

340
Q

During the course of solution definition, creation, implementation, and maintenance, architects may uncover ___ as a result of more granular analysis into a given business area.

A

Refinements that can be incorporated into the business architecture

341
Q

During the course of solution definition, creation, implementation, and maintenance, architects may uncover refinements that can be incorporated into the business architecture as a result of

A

More granular analysis into a given business area.

342
Q
  1. Establish the business architecture as a required business input into solution architecture.
A

Solution Architecture / Business Architecture Guidelines (1/6)

343
Q
  1. Use the business architecture to establish traceability from business objectives and value perspectives through requirements and solution deployments.
A

Solution Architecture / Business Architecture Guidelines (2/6)

344
Q
  1. State business assets in terms of the vocabulary defined by the value streams, capabilities, and stakeholders.
A

Solution Architecture / Business Architecture Guidelines (3/6)

345
Q
  1. Frame the solution architecture, particularly SOA services definition, by the value streams and capabilities of the services to be automated.
A

Solution Architecture / Business Architecture Guidelines (4/6)

346
Q
  1. Verify that the solution architecture does not contradict defined business architecture artefacts; desired or necessary changes to the business architecture should be reviewed and approved by the business architect or business architecture team.
A

Solution Architecture / Business Architecture Guidelines (5/6)

347
Q
  1. As part of a larger, holistic assessment, leverage the business architecture to assess the effectiveness, impacts, breadth, and automation levels of a business capabilities and value streams.
A

Solution Architecture / Business Architecture Guidelines (6/6)

348
Q

Solution architects should consider the ___, and other components of business architecture as they develop their solution architecture.

A

Value streams, value stages, capabilities, information

349
Q

After the initial implementation of the solution, an ongoing cycle should be established where the

A

Solution architecture is evaluated for potential refinements as the business continues to evolve.

350
Q

Business/IT architecture transformation is the means of

A

Achieving business/IT architecture alignment.

351
Q

Transformation focuses on a strategic, business-driven target and involves

A

Multiple projects or project phases that are typically executed over a period of years.

352
Q

Involves systemic changes driven by business vision, objectives, and overall strategy.

A

Transformation

353
Q

In most cases, the tactical approach would not achieve these business objectives ___, and tactical approaches are architecturally constrained.

A

Because current state IT architectures cannot accommodate this vision

354
Q

In most cases, the tactical approach would not achieve these business objectives because current state IT architectures cannot accommodate this vision, and

A

Tactical approaches are architecturally constrained.

355
Q

One challenge that can stymie transformation efforts is a scenario where business professionals have given up on their vision because

A

Getting even small changes through IT is already too difficult.

356
Q

Applying standard enhancement and maintenance changes

A

A traditional IT change approaches

357
Q

Adding another database or data warehouse

A

A traditional IT change approaches

358
Q

Tacking on a new subsystem

A

A traditional IT change approaches

359
Q

Incorporating more system-to-system interfaces

A

A traditional IT change approaches

360
Q

Plugging in a software package

A

A traditional IT change approaches

361
Q

Building more user interface layers

A

A traditional IT change approaches

362
Q

When the the business cannot stem the tide of customer or revenue losses

A

Investigate alternatives to traditional IT options

363
Q

When a business is forced to cede competitive advantage to the competition

A

Investigate alternatives to traditional IT options

364
Q

When IT fails to deliver the substantive changes a business is demanding,

A

Investigate alternatives to traditional IT options

365
Q

The overall practice of addressing systemic business challenges is called

A

Business/IT architecture transformation.

366
Q

Requires the use of various transformation techniques, interim architecture deployments, and realignment of application architectures to accommodate new business design patterns.

A

Business/IT architecture transformation.

367
Q

Requires the use of interim architecture deployments.

A

Business/IT architecture transformation.

368
Q

Requires the realignment of application architectures to accommodate new business design patterns.

A

Business/IT architecture transformation.

369
Q

Required for business/IT architecture transformation.

A

Business architecture, aligned vision, and a business-driven, target state IT architecture.

370
Q

In the “rainbow model”, the uppermost level is the business architecture, supported in turn by

A

Application and data architectures.

371
Q

In the “rainbow model”, data and application architecture are enabled by the lowest level:

A

The technical architecture.

372
Q

The rainbow model involves

A

Current-to-target transformational paths

373
Q

Target state IT architecture is defined by aligning

A

Business vision, business architecture, and IT best practices.

374
Q

Paths to achieving target state IT architecture can vary dramatically and, due to current state architectural complexities

A

Is often taken in a series of phases.

375
Q

The second major concept depicted in the rainbow model involves cross-impacts on

A

Various architectural layers.

376
Q

At the most simplistic level, a technical architecture transformation moves from one technical platform, language, database, and/or other technical implementation to another which has

A

Minimal business impact and therefore does little to achieve business objectives.

377
Q

Data and application architectures have a direct relationship to

A

Capabilities, value streams, and information concepts.

378
Q

Organisations can define the impact of clearly articulated business objectives on value streams and capabilities and, in turn

A

Related impacts may be interpreted and identified within current state data and application architectures.

379
Q

Once current state impacts on data and application architectures have been identified, IT architects can craft

A

Target state data and application architectures that will enable business transformation to occur.

380
Q

The transformation framework has four foundational components:

A

Business architecture, business vision, current state IT architecture, and target state IT architecture.

381
Q

The four foundational components of the transformation framework must be in place to articulate a ___ in a way that is realistic and delivers interim business value along the way.

A

Well-informed, viable solution roadmap that will move the business closer and closer to the business vision

382
Q

The four foundational components of the transformation framework must be in place to articulate a well-informed, viable solution roadmap that will move the business closer and closer to the business vision in a way that

A

Is realistic and delivers interim business value along the way.

383
Q

Undertaking business/IT architecture transformation in the absence of foundational transformation components is like performing complex, multiple surgeries

A

Without having done any diagnostic analysis or even understanding what is remotely wrong with the patient.

384
Q

The transformation journey, depicted by the left to right arrows, is realised through a series of

A

Coordinated initiatives that move the business from the current state towards the desired target state.

385
Q

The transformation framework approach may be superimposed over an existing set of initiatives that could then be

A

Realigned to achieve business and IT objectives from a more strategic perspective.

386
Q

Drafting the business architecture shown in the upper left portion of the transformation framework

A

Business/IT Architecture Transformation Approach (1/4)

387
Q

Articulating business vision and objectives in terms of business capability, value stream, and information impacts, as represented in the upper right portion of the framework

A

Business/IT Architecture Transformation Approach (2/4)

388
Q

Building a baseline understanding of current state IT architecture shown in the bottom left of the figure

A

Business/IT Architecture Transformation Approach (3/4)

389
Q

Crafting a target state IT architecture required to achieve the business vision, in alignment with business architecture

A

Business/IT Architecture Transformation Approach (4/4)

390
Q

Before discussing the current-to-target state transformational approach, it is important to

A

Align business and IT architectures across current and target states.

391
Q

To provide a basis for determining transformation requirements, challenges, approaches, and costs.

A

Align business and IT perspectives

392
Q

Current state business/IT architecture mappings on the left side, depicted by the bi-directional vertical arrow, expose

A

Weaknesses in current state IT deployments.

393
Q

The bi-directional vertical arrow on the right side represents how the target state architecture is crafted, based on

A

The business architecture articulated business vision.

394
Q

The target state IT architecture is based on

A

Business vision, business architecture, and best practices.

395
Q

Mapping out a high-level target state IT architecture, coupled with the current state issues and limitations aligned on the left side of the figure sets the stage for

A

Crafting a transformation strategy.

396
Q

Scoping the transformation effort from a business perspective, which ensures that all impacted business areas are considered under an overall strategy

A

Must occur (in the portions of the framework depicted by the horizontal arrows) to successfully map out a viable transformation roadmap.

397
Q

Scaling the overall scope into manageable chunks based on business and IT considerations

A

Must occur (in the portions of the framework depicted by the horizontal arrows) to successfully map out a viable transformation roadmap.

398
Q

Assessing the business’s ability and appetite to absorb change associated with a business/IT transformation roadmap – in pursuit of business objectives

A

Must occur (in the portions of the framework depicted by the horizontal arrows) to successfully map out a viable transformation roadmap.

399
Q

Determining if the current state data architecture can evolve into the target state incrementally or if a major reworking of the data architecture limits this option

A

Must occur (in the portions of the framework depicted by the horizontal arrows) to successfully map out a viable transformation roadmap.

400
Q

Examining the opportunities and complexities of decoupling and modernizing the current state application architecture into components that evolve into the target state

A

Must occur (in the portions of the framework depicted by the horizontal arrows) to successfully map out a viable transformation roadmap.

401
Q

Considering standing up a parallel, target state architecture and migrating the business piecemeal into that architecture

A

Must occur (in the portions of the framework depicted by the horizontal arrows) to successfully map out a viable transformation roadmap.

402
Q

Seeking and refining alternative hybrid architectural options that would move the business incrementally into the current state

A

Must occur (in the portions of the framework depicted by the horizontal arrows) to successfully map out a viable transformation roadmap.

403
Q

Crafting and deploying a risk-managed approach for data and application architecture transformation

A

Must occur (in the portions of the framework depicted by the horizontal arrows) to successfully map out a viable transformation roadmap.

404
Q

Managing phased deployment to the new target architecture

A

Must occur (in the portions of the framework depicted by the horizontal arrows) to successfully map out a viable transformation roadmap.

405
Q

Accommodating near-term and mid-term business demands as part of the overall effort

A

Must occur (in the portions of the framework depicted by the horizontal arrows) to successfully map out a viable transformation roadmap.

406
Q
  1. Ensure the availability of baseline capability, value, and information maps
A

Business/IT Architecture Transformation Guideline (1/8)

407
Q
  1. Define business vision with clear, comprehensive business objectives
A

Business/IT Architecture Transformation Guideline (2/8)

408
Q
  1. Craft business vision and related objectives through the lens of the business architecture
A

Business/IT Architecture Transformation Guideline (3/8)

409
Q
  1. Prioritize deployment of the vision and objectives and refine this as time progresses
A

Business/IT Architecture Transformation Guideline (4/8)

410
Q
  1. Map enough of the dependencies of the business architecture on the current state IT architecture to gain an understanding of potential transformation complexities and roadblocks
A

Business/IT Architecture Transformation Guideline (5/8)

411
Q
  1. Define the target state IT architecture based on the business architecture positioned vision and IT architecture best practices
A

Business/IT Architecture Transformation Guideline (6/8)

412
Q
  1. Define transformation roadmap that addresses the business’s ability to manage and absorb change as well as the ability of IT to deliver on the overall approach
A

Business/IT Architecture Transformation Guideline (7/8)

413
Q
  1. Deploy the roadmap in phases, refining priorities and approaches on an ongoing basis
A

Business/IT Architecture Transformation Guideline (8/8)

414
Q

The transformation roadmap approach is NOT

A

A big bang, single project approach.

415
Q

The transformation roadmap approach represents a series of projects that are delivered

A

On an ongoing basis to continuously move towards a common, business vision.

CBA (12 decks)

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