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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 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.
C. 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.
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: B
Explanation:
Explanation/Reference:
Business Value Technique usually follows BTRA, and will fufil the requirement to phase approach by prioritizing projects and listing their execution using ADI table.

NEW QUESTION: 2
Your organization is implementing the balanced scorecard approach to measuring organizational success.
In this balanced scorecard method there are four perspectives you'll consider. Which one of the following are the correct four perspectives of the balanced score method?
A. Learning and growth, Management, Customer, and Security
B. Developmental, Goals, Satisfaction, and Capital
C. Learning and growth, Business process, Customer, and Financial
D. Education, Organizational, Development, and Financial
Answer: C
Explanation:
Explanation/Reference:
Answer option C is correct.
The balance scorecard uses four perspectives as follows: Learning and growth, Business process, Customer, and Financial.
Answer option A is incorrect. These are not the correct definitions of the balanced score method.
Answer option D is incorrect. These are not the correct definitions of the balanced score method.
Answer option B is incorrect. These are not the correct definitions of the balanced score method.
Reference: PHR Exam Prep, Pearson Education, ISBN: 978-0-7897-3677-2. Chapter Three: Strategic Management. Official PHR and SPHR Certification Guide, HR Certification Institute, ISBN: 978-1-586-
44149-4, Section III, The US HR Body of Knowledge.
Chapter: Business Management and Strategy
Objective: HR Metrics: Measuring Results

NEW QUESTION: 3
What often results in project scope creep when functional requirements are not defined as well as they could be?
A. Insufficient strategic planning
B. Inaccurate resource allocation
C. Project delays
D. Inadequate software baselining
Answer: D
Explanation:
Explanation/Reference:
Explanation:
Inadequate software baselining often results in project scope creep because functional requirements are not defined as well as they could be.

NEW QUESTION: 4
What does FlexFabric deliver as a benefit to customers?
A. networking as a service
B. infrastructure as a service
C. software as a service
D. platform as a service
Answer: A
Explanation:
Reference: http://www.hp.com/hpinfo/newsroom/press_kits/2009/thrive09/Technology_Layer.pdf (page 1, 4th paragraph, last sentence)