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NEW QUESTION: 1
Scenario:
Please read this scenario prior to answering the question
Your role is consultant to the Lead Architect within a company that manufactures a variety of small
electromechanical devices. As part of a corporate-wide Lean Manufacturing initiative, the company has
defined a strategic architecture to improve its ability to meet consumer demand and improve its ability to
manage its supply chain. The strategic architecture called for the consolidation of multiple Enterprise
Resource Planning (ERP) applications that have been operating independently in several of the divisions'
production facilities. The goal is to replace the functionality of the existing applications with a new ERP
product running as a single instance in the company's primary data center.
The company has a mature enterprise architecture practice and uses TOGAF 9 for the basis of its
architecture framework. In addition to the EA program, the company has a number of management
frameworks in use, including business planning, portfolio/project management, and operations
management. The EA program is sponsored by the CIO.
Each division has completed the Architecture Definition documentation required to tailor and configure the
environment to meet its own specific manufacturing requirements.
The enterprise architects have analyzed the key corporate change attributes and implementation
constraints. A consolidated gap analysis has been completed which has identified the gaps across the
Business, Data, Application, and Technology domains. Based on the results of the gap analysis, the
architects have reviewed the requirements, dependencies and interoperability requirements needed to
integrate the new ERP environment into the existing environment. The architects have completed the
Business Transformation Readiness Assessment started in Phase A.
Based on all of these factors they
have produced a risk assessment.
Because of the risks posed by the complexity of the current environment, it has been determined that a
phased approach is needed to implement the target architectures. The overall implementation process is
estimated to take several years.
Refer to the Scenario
The Implementation and Migration Plan v0.l, the draft Architecture Roadmap, and the Capability
Assessment deliverables are now complete. You have been asked to recommend the next steps to
prepare the final Implementation and Migration Plan.
Based on TOGAF 9, which of the following is the best answer?
A. You would conduct a series of Compliance Assessments to ensure that the implementation team is
implementing the architecture according to the contract. The Compliance Assessment should verify
that the implementation team is using the proper development methodology. It should include
deployment of monitoring tools and ensure that performance targets are being met. If they are not met,
then changes to performance requirements should be identified and updated in the Implementation and
Migration Plan.
B. You would assess how the plan impacts the other frameworks in use in the organization. Minimally, the
plan should be coordinated with the business planning, portfolio/project management and operations
management frameworks. You would then assign a business value to each project, taking into account
available resources and priorities for the projects. Finally, you would generate the Implementation and
Migration Plan.
C. You would apply the Business Value Assessment Technique to prioritize the implementation projects
and project increments. The assessment should focus on return on investment and performance
evaluation criteria that can be used to monitor the progress of the architecture transformation. You
would confirm the Transition Architecture phases using an Architecture Definition Increments Table to
list the projects. You would then document the lessons learned and generate the final plan.
D. You would place the strategic Architecture Definition and Transition Architectures under configuration
control as part of the ongoing architecture development cycle. This will ensure that the architecture
remains relevant and responsive to the needs of the enterprise. You would then produce an
Implementation Governance Model to manage the lessons learned prior to finalizing the plan. You
recommend that lessons learned be accepted by the Architecture Board as changes to the architecture
without review.
Answer: C
Explanation:
Explanation/Reference:
Business Value Technique usually follows BTRA, and will fulfil the requirement to phase approach by
prioritizing projects and listing their execution using ADI table.

NEW QUESTION: 2
Refer to the exhibit/ While configuring traffic shaping, you implement this configuration. Which additional configuration is required?

A. a service policy in the outbound direction on the interface
B. a default queue
C. a service policy in the inbound direction on the interface
D. a second class, to match other traffic
Answer: A

NEW QUESTION: 3
A customer network engineer has made configuration changes that have resulted in some loss of connectivity. You have been called in to evaluate a switch network and suggest resolutions to the problems.

Refer to the topology. SW1 Switch Management IP address is not pingable from SW4. What could be the issue?
A. Management VLAN not allowed in the trunk links between SW1 and SW4
B. Management VLAN not allowed in the trunk link between SW2 and SW4
C. Management VLAN not allowed in the trunk links between SW1 and SW2
D. Management VLAN ip address on SW4 is configured in wrong subnet
E. Management VLAN interface is shutdown on SW4
Answer: D
Explanation:
In the network, VLAN 300 is called the Management VLAN. Based on the configurations shown below, SW1 has VLAN 300 configured with the IP address of 192.168.10.1/24, while on SW4 VLAN 300 has an IP address of 192.168.100.4/24, which is not in the same subnet.

NEW QUESTION: 4
あなたの会社は、製品とサービスの支払いと配送を追跡することを決定しました。ステップを順番に配置します。
A. 各商談に固有の支払いまたは配送を伴う製品のデフォルトのスケジュールを設定しないでください。
B. すべての製品のスケジューリングを有効にします。
C. 定期的な支払いまたは配達が必要な製品のデフォルトのスケジュールを設定します。
Answer: A,B,C

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