The scenario requires an approach to assess risk, value, and feasibility for a major transformation before finalizing the Implementation and Migration Plan. This aligns directly with the objectives of TOGAF ADM Phase E: Opportunities and Solutions. Option A provides the most comprehensive summary of the key activities within Phase E needed to address the CIO's and stakeholders' concerns. It correctly includes evaluating organizational readiness for change, identifying and mitigating risks, analyzing dependencies between work packages, and, crucially, determining the business value, effort, and risk for each transformation. This holistic assessment directly addresses the concern that the reorganization may be too ambitious and provides the necessary justification for the plan.

B. This option incorrectly suggests creating alternative target architectures, an activity more suited to Phases B, C, and D. The scenario indicates a proposed architecture already exists and needs assessment, not replacement.

C. This option is too narrowly focused on interoperability analysis. While important, it fails to address the broader stakeholder concerns regarding overall business value, organizational readiness, and the full scope of transformation risks.

D. While this option includes correct steps from Phase E, such as gap analysis consolidation and readiness assessment, it is less complete than A. It omits the explicit and critical step of assessing business value, which is a key concern raised by stakeholders.

1. The TOGAF® Standard

10th Edition

Chapter 11: Phase E: Opportunities and Solutions. Section 11.1

"Objectives"

outlines the goals of this phase

which include consolidating gap analysis results

reviewing business transformation readiness

and formulating an Implementation and Migration Strategy. The steps described in option A are a direct reflection of these objectives.

2. The TOGAF® Standard

10th Edition

Chapter 11: Phase E: Opportunities and Solutions. Section 11.2

"Steps"

details the activities. Specifically

Step 5 ("Conduct Initial Business Transformation Readiness Assessment") and Step 6 ("Perform Risk Assessment and Mitigation") directly support the approach in option A.

3. The TOGAF® Standard

10th Edition

Chapter 25: Business Transformation Readiness Assessment. Section 25.1

"Purpose"

states this technique is used to "evaluate the readiness of an organization to accept a change

identify the issues that must be addressed

and the subsequent actions necessary to ensure a successful business transformation". This validates the readiness assessment component of option A.

4. The TOGAF® Standard

10th Edition

Chapter 29: Risk Management. Section 29.4.5

"Phase E: Opportunities and Solutions"

highlights that this phase involves identifying implementation risks and performing risk mitigation activities

which is a central theme of the correct answer.

The scenario describes a large-scale transformation driven by a merger, with clear business and technical objectives. The principles in option A are the most relevant to guide this effort. "Maximize Benefit to the Enterprise" directly addresses the CEO's goal of growth and cost savings. "Common Use Applications" aligns with the strategy to replace duplicated systems and reduce the application portfolio. "Data is an Asset" is crucial for integrating systems and ensuring the central AI inventory system functions correctly. "Responsive Change Management" is essential for managing a complex merger. Finally, "Technology Independence" is a key strategic consideration when adopting the rival's technology (hand-held devices) to avoid future vendor lock-in.

B: "Business Continuity" is a general operational concern, not a primary driver for this specific integration and cost-saving transformation project.

C: This option includes baseline principles like "Compliance with the Law" and "Data Security," which are assumed operational requirements rather than specific guiding principles for this merger.

D: While "Ease of Use" is important for the device rollout, this option omits the overarching business driver ("Maximize Benefit") and the change management process, making it less comprehensive for the entire transformation.

1. The Open Group. (2018). TOGAF® Standard

Version 9.2. Van Haren Publishing. Part III: ADM Guidelines and Techniques

Chapter 23

Section 23.6

"Example Principles". This section defines the example principles used in the options

confirming the relevance of those chosen in option A:

Maximize Benefit to the Enterprise: Aligns with the stated business goals of growth and savings.

Common Use Applications: Directly supports the goal of replacing duplicated systems.

Data is an Asset: Underpins the integration of data for the central AI system.

Responsive Change Management: A technology principle for implementing changes in a timely manner

crucial for a merger.

Technology Independence: An application principle to avoid technology lock-in

relevant when adopting new hardware.

2. The Open Group. (2018). TOGAF® Standard

Version 9.2. Van Haren Publishing. Part II: Architecture Development Method (ADM)

Chapter 5

"Preliminary Phase". Section 5.4.3

"Confirm and elaborate Architecture Principles

" states that principles are established to govern the architecture work and are derived from the business goals and strategic drivers of the enterprise

reinforcing the selection of principles that directly map to the scenario's drivers.

The scenario indicates that a high-level, end-to-end Target Architecture and a five-year roadmap are already complete. The immediate task is to detail the Information Systems and Technology Architectures. This moves the architecture effort from the strategic level (Phases A-D) to implementation planning. The correct approach, therefore, aligns with TOGAF ADM Phase E (Opportunities and Solutions) and Phase F (Migration Planning).

Option B accurately describes the core activities of these phases. It correctly starts by using the completed Target Architecture for guidance. It then proceeds to identify and group work into projects, analyze dependencies, prioritize them, and conduct a cost-benefit-risk analysis to ensure viability. This systematic process is essential for organizing the work to deliver the required architectures.

A. This option is too narrow, focusing primarily on identifying external solutions and performing a readiness assessment, which are only subsets of the activities required in Phase E.

C. This is incorrect because it proposes restarting the ADM at Phase A (Architecture Vision). The scenario explicitly states the strategic architecture work is already done.

D. This option suggests re-doing work, such as developing high-level Target Architectures and an Architecture Roadmap, which the scenario confirms have already been completed.

1. The TOGAF® Standard

Version 9.2

The Open Group Standard (C182)

Chapter 10: Phase E: Opportunities & Solutions. Section 10.1

"Objectives

" states the goal is to "generate the initial complete version of the Architecture Roadmap" and "define the overall solution building blocks". Section 10.2.6

"Identify and Group Major Work Packages

" directly corresponds to identifying projects

dependencies

and synergies as described in option B.

2. The TOGAF® Standard

Version 9.2

The Open Group Standard (C182)

Chapter 11: Phase F: Migration Planning. Section 11.1

"Objectives

" includes finalizing the Architecture Roadmap and ensuring "the business value and cost of work packages... is understood by key stakeholders." This aligns with the cost

value

and trade-off analysis mentioned in option B.

3. TOGAF® Series Guide: A Practitioners’ Approach to Developing Enterprise Architecture Following the TOGAF® ADM (G186)

Section 4.3: Applying the ADM at Different Levels of the Enterprise. This guide explains that after a strategic architecture is established

subsequent ADM iterations focus on specific segments or capabilities. The approach in option B is a classic example of initiating a segment-level architecture iteration

using the strategic architecture as the primary input and guide.

According to the TOGAF standard, Phase A: Architecture Vision is the initial phase where the scope is defined, stakeholders are identified, and their concerns are documented. A key step in this phase is to conduct a stakeholder analysis to understand their perspectives and concerns, which are then captured in the Architecture Vision document. This document establishes a high-level view of the target architecture and addresses the business problem. Initial business-level risks, such as those mentioned (reliance on AI, security, skills), are identified here. These concerns and risks are then used to derive detailed requirements, which are formally managed in the Architecture Requirements Specification throughout the ADM cycle. This approach ensures risks are identified and addressed from the very beginning.

B. While creating a Communication Plan is a valid activity in Phase A, this option is less specific about the formal documentation and management of risks and concerns within TOGAF artifacts.

C. Verifying that concerns are addressed in Phase G (Implementation Governance) is too late in the process. Concerns must be identified and used to shape the architecture in Phases A through D.

D. This option incorrectly restricts risk management to the Security Architecture domain. The concerns listed (AI reliance, skills) are broader business and operational risks that must be managed across the entire architecture.

1. The TOGAF® Standard

10th Edition

The Open Group Standard (2022)

Phase A: Architecture Vision

Section 6.4.2

"Identify stakeholders

concerns

and business requirements". This section explicitly states that a key step in Phase A is to identify stakeholders and their concerns

which will then drive the architecture work.

2. The TOGAF® Standard

10th Edition

The Open Group Standard (2022)

Architecture Content

Section 23.6.7

"Architecture Vision". This section describes the Architecture Vision artifact

noting that it should include "key stakeholders and their concerns" and "Constraints on the architecture work". This confirms it as the primary document for recording initial concerns.

3. The TOGAF® Standard

10th Edition

The Open Group Standard (2022)

ADM Guidelines and Techniques

Chapter 21

"Risk Management". This chapter describes risk management as an integral and ongoing part of the ADM

with initial risk identification and assessment occurring in the Preliminary Phase and Phase A. It states

"The ADM provides an integrated process for risk management that allows for the identification

mitigation

and monitoring of risks at each phase."

4. The TOGAF® Standard

10th Edition

The Open Group Standard (2022)

ADM Guidelines and Techniques

Chapter 20

"Stakeholder Management". This chapter details the stakeholder management technique

emphasizing that understanding and documenting stakeholder concerns is fundamental to defining architecture requirements and ensuring the success of the architecture.

The scenario describes moving from a completed strategic architecture to defining the more detailed Information Systems and Technology Architectures. This requires planning and organizing the subsequent work, which is the primary purpose of an iteration of ADM Phase A: Architecture Vision.

Option C provides the most accurate and comprehensive description of this planning process. It correctly begins by using the "superior architecture" (the existing strategic architecture) as a guide, a key principle of architecture partitioning. It then outlines the core activities of scoping and planning the work: identifying and sequencing projects, determining the required effort, identifying reusable assets (reference architectures, building blocks), estimating resources, and analyzing options and risks to support stakeholder decisions. These steps align directly with creating a Statement of Architecture Work in Phase A.

A. This option is incorrect because it includes updating the Implementation and Migration Plan, a detailed plan that is developed much later in Phases E and F.

B. This option prematurely jumps into developing the target architectures and creating the roadmap, which are outputs of the process, rather than focusing on planning and organizing the work itself.

D. This option focuses too narrowly on external research and solution identification, which are components of the architecture work but do not represent the comprehensive planning and organizing approach required.

1. TOGAF® Standard

10th Edition

Part III: ADM Guidelines and Techniques

Chapter 19: Applying the ADM across the Architecture Landscape. Section 19.2

"Architecture Partitioning

" states that partitioning allows for architectures to be developed with a "superior/subordinate" relationship. The superior architecture (strategic

in this case) provides the context and constraints for the subordinate architectures (Information Systems and Technology)

which directly supports the statement in option C: "You look to the superior architecture to help plan your approach."

2. TOGAF® Standard

10th Edition

Part II: Architecture Development Method (ADM)

Chapter 5: Phase A: Architecture Vision. Section 5.4.5

"Create Statement of Architecture Work

" details the creation of a plan for the architecture work. This includes defining the scope

identifying resources

assessing risks

and outlining the approach

which covers nearly all activities mentioned in option C (e.g.

"determine how much work is needed

" "identify the resource needs

" "document the different options

risks").

3. TOGAF® Standard

10th Edition

Part III: ADM Guidelines and Techniques

Chapter 18: Applying Iteration to the ADM. Section 18.2

"Iteration Cycles

" describes how a high-level architecture can initiate multiple

more detailed ADM cycles. The scenario is a classic example of this

where the strategic architecture initiates the work for the IS and Technology architectures

reinforcing the planning and organizing activities described in option C as the start of a new iteration.

The scenario describes the initiation of a new architecture project in response to a Request for Architecture Work. According to the TOGAF standard, the correct starting point is Phase A: Architecture Vision. This phase is centered on identifying stakeholders, understanding their concerns, and establishing a high-level vision for the project. Option A perfectly aligns with the objectives of Phase A by proposing a stakeholder analysis, the creation of a Stakeholder Map, and the documentation of concerns in the Architecture Vision. Furthermore, it directly addresses the CIO's concerns about risk and preference for agility by recommending a progressive, iterative development approach to ensure regular feedback and mitigate uncertainty, which is a key risk management technique.

B: Creating a Communications Plan is an important activity within Phase A, but it is a consequence of the initial stakeholder analysis, not the starting point itself.

C: Developing detailed models for the Business, Data, Application, and Technology Architectures occurs in Phases B, C, and D, which is premature at this initial stage.

D: This option suggests creating standardized models before understanding the specific project's vision and stakeholder concerns, which bypasses the foundational work of Phase A.

1. The TOGAF® Standard

10th Edition

Part II: Architecture Development Method (ADM)

Chapter 6: Phase A: Architecture Vision.

Section 6.2

Objectives: States that a key objective is to "Identify the key stakeholders

their concerns

and objectives".

Section 6.3

Step 2: Identify stakeholders

concerns

and business requirements: This step explicitly details the process of identifying and engaging stakeholders and creating a stakeholder map to understand their influence and concerns.

Section 6.4

Outputs: Lists the "Draft Architecture Vision" and "Stakeholder Map" as key deliverables of this phase.

2. The TOGAF® Standard

10th Edition

Part III: ADM Guidelines and Techniques

Chapter 24: Stakeholder Management.

Section 24.2

Steps in the Stakeholder Management Process: "The first step is to identify the key stakeholders for the architecture... Once the stakeholders have been identified

the next step is to understand their concerns and key issues." This reinforces that stakeholder analysis is the primary starting point.

3. The TOGAF® Series Guide: A Practitioners’ Approach to Integrating Agile with TOGAF® (Document G188).

Section 4.2

Phase A: Architecture Vision: "The Architecture Vision phase is a great place to start when using an Agile approach... The Architecture Vision provides the high-level direction for the Agile teams... It is important to note that the Architecture Vision is not a static document and can be updated as the project progresses." This supports the concept of progressive development and feedback mentioned in the correct answer.

The scenario indicates that the high-level architecture and roadmap are complete, and the Business Architecture is sufficiently defined to proceed with the Information Systems and Technology Architectures. The question asks how to organize the work to deliver these architectures. This aligns directly with the objectives of TOGAF ADM Phase E: Opportunities and Solutions.

Option A accurately describes the core activities of Phase E: consolidating requirements from prior phases, identifying major work packages or projects, assessing dependencies and synergies to determine sequence, identifying candidate building blocks, and performing a feasibility and trade-off analysis of different options. This process creates the implementation strategy and the initial, complete Architecture Roadmap, which is precisely what is needed to organize the delivery work.

B: This option incorrectly focuses on external research, which is more suited for earlier phases (B, C, D), and prematurely jumps to writing the draft Implementation and Migration Plan, an output of Phase F.

C: This option describes activities from earlier phases, such as developing high-level Target Architectures (Phases B, C, D) and reviewing the Architecture Vision (Phase A), which the scenario states are already complete.

D: This option incorrectly proposes restarting Phase A (Architecture Vision). While stakeholder management is ongoing, the primary task is not to redefine the vision but to plan the implementation of the existing one.

1. The TOGAF® Standard

Version 9.2

Chapter 11: Phase E: Opportunities and Solutions. Section 11.1

"Objectives

" states that Phase E aims to "Generate the initial complete version of the Architecture Roadmap" and "Define the major work packages or projects to be undertaken". The steps in Section 11.4

particularly 11.4.6 ("Formulate Implementation and Migration Strategy") and 11.4.7 ("Identify and Group Major Work Packages")

directly support the activities described in option A.

2. TOGAF® Series Guide: A Practitioner’s Approach to Developing Enterprise Architecture Following the TOGAF® ADM. Section 4.5

"Phase E: Opportunities and Solutions

" clarifies the purpose: "The purpose of Phase E is to identify the delivery vehicles (projects

programs

or portfolios) that effectively deliver the Target Architecture identified in the preceding phases." This aligns with organizing the work for delivery as requested in the scenario.

3. MIT OpenCourseWare

15.578

Enterprise Architecture as Strategy. The course materials emphasize the transition from defining a target operating model (analogous to TOGAF Phases B

C

D) to creating a staged implementation or migration plan. This involves sequencing projects

managing dependencies

and making trade-offs

which are the central themes of TOGAF Phase E and option A. (Reference to general principles taught in the course).

This option presents the most comprehensive and proactive governance approach aligned with the TOGAF standard to address the Chief Engineer's concerns about consistency and quality. It correctly emphasizes reviewing the Architecture Contracts for essential content like objectives, metrics, and acceptance criteria, which sets clear expectations for all implementation teams. The recommendation for a schedule of compliance reviews is a core TOGAF governance practice that allows for proactive monitoring and enforcement of the architecture during implementation. Finally, it includes the formal process for managing deviations through Architecture Board review and potential dispensations, ensuring that any customization for local needs is deliberate and approved, rather than ad-hoc.

A. This option is less comprehensive than C. It omits the crucial proactive steps of defining acceptance criteria and conducting scheduled compliance reviews, which are key to ensuring consistency.

B. This option is weak because it suggests a permissive and reactive approach to granting dispensations upon finding a deviation, which undermines the goal of standardized, high-quality deployment.

D. This option incorrectly applies concepts from Phase H (Architecture Change Management) to a Phase G (Implementation Governance) problem and proposes a process that would encourage, rather than control, inconsistency.

1. TOGAF® Standard

10th Edition

Part IV

34.4.3 Architecture Compliance: "The main activity is to conduct Architecture Compliance Reviews... A key part of the process will be a series of checkpoints at project milestones." This supports the recommendation for a "schedule of compliance reviews at key points".

2. TOGAF® Standard

10th Edition

Part IV

37.4 Contents of an Architecture Contract: This section details the necessary contents of an Architecture Contract

which include "Target architecture measures (from the Business Case)" and "Acceptance criteria". This supports the review of contracts for "effectiveness metrics

acceptance criteria".

3. TOGAF® Standard

10th Edition

Part IV

34.4.4 Dispensation: "The dispensation process is a formal record of an agreement to deviate from the architecture... The dispensation is a record of an authorized deviation

with a rationale and a time period." This supports the process where the "Architecture Board reviews all deviations... and considers whether to grant a dispensation".

4. TOGAF® Standard

10th Edition

Part III

22.2.5 Phase G: Implementation Governance: This chapter describes the objectives of Phase G

which include ensuring "conformance with the Target Architecture by implementation projects". The activities described

such as establishing an Implementation Governance process and performing compliance reviews

directly align with the actions proposed in option C.

This option provides the most comprehensive and TOGAF-aligned approach. It correctly follows the Stakeholder Management technique by analyzing stakeholder concerns, issues, and positions. Crucially, it links these concerns to the creation of specific views and their documentation within the Architecture Vision, which is a key output of Phase A. Furthermore, it accurately describes the TOGAF method for risk management, where risks are identified, and mitigation requirements are captured in the Architecture Requirements Specification. This specification is a living document, managed and reviewed throughout the ADM cycle, ensuring that risks are continuously addressed. This integrated approach to managing stakeholder concerns and risks is central to the TOGAF framework.

A. This is incorrect because it narrowly confines risk management to the Security Architecture development, whereas TOGAF treats risk management as an ongoing activity across all ADM phases.

B. This option is less specific than C. Its description of risk management as "making sure the architecture...addresses risk" lacks the procedural detail of using the Architecture Requirements Specification.

D. This option is vague, referring to developing a "model for each stakeholder category" without specifying its purpose or type, and its description of risk management is generic and not tied to specific TOGAF artifacts.

1. The TOGAF® Standard

10th Edition

Part III: ADM Guidelines and Techniques

Chapter 24

Stakeholder Management. Section 24.3

"Steps in the Stakeholder Management Process

" details the process of identifying stakeholders

classifying their positions

and determining their requirements and concerns

which directly supports the stakeholder analysis mentioned in option C.

2. The TOGAF® Standard

10th Edition

Part II: Architecture Development Method (ADM)

Chapter 6

Phase A: Architecture Vision. Section 6.4.3

"Create the Architecture Vision

" specifies that this document should articulate a summary view of the architecture

addressing the key stakeholder concerns. This aligns with recording concerns in the Architecture Vision.

3. The TOGAF® Standard

10th Edition

Part III: ADM Guidelines and Techniques

Chapter 21

Risk Management. This chapter establishes that risk management is an integral and continuous activity throughout the ADM cycle

which contradicts the narrow view in option A. Section 21.4 describes the risk mitigation process

which often results in new requirements.

4. The TOGAF® Standard

10th Edition

Part III: ADM Guidelines and Techniques

Chapter 17

Architecture Requirements Management. This chapter describes the process of managing architecture requirements throughout the ADM. The Architecture Requirements Specification is identified as the living document for logging

prioritizing

and managing all requirements

including those for risk mitigation

as stated in option C.

This option describes the most appropriate, structured, and comprehensive approach according to the TOGAF standard for addressing a significant new business requirement. The process correctly starts by defining the business context ("determine business continuity requirements"), which is a key activity in Phase A: Architecture Vision. It then proceeds with a gap analysis, a core technique in the ADM (Phases B, C, D) to understand the required changes. The approach follows proper governance by involving the Architecture Board for approval. Crucially, it concludes by creating a formal "Request for Architecture Work," which is the official trigger to initiate an ADM cycle to develop the new target architecture. This ensures the response is business-driven and managed within the established EA framework.

B: This approach is too tactical and reactive, focusing on operational exercises and technology monitoring rather than initiating a strategic, business-driven architecture development process.

C: This option prematurely restricts the solution to the Technology Architecture domain, ignoring the critical business, data, and application layers that are essential for comprehensive resilience.

D: This misapplies the Architecture Compliance Review process. Compliance reviews assess adherence to existing standards, whereas this scenario requires the development of a new target architecture.

1. The TOGAF® Standard

Version 9.2

Chapter 6

Phase A: Architecture Vision: Section 6.2

"Objectives

" states the need to "validate the business principles

business goals

and business drivers." Determining business continuity requirements directly aligns with this objective. The primary output is an approved Statement of Architecture Work

initiated by a Request for Architecture Work.

2. The TOGAF® Standard

Version 9.2

Part III

Chapter 17

Gap Analysis: This chapter details the gap analysis technique

which is fundamental to the ADM. Section 17.1 notes it is a key step in validating an architecture and is used extensively in Phases B

C

and D to compare Baseline with Target Architectures.

3. The TOGAF® Standard

Version 9.2

Chapter 44

Architecture Governance: Section 44.3.4

"Architecture Board

" describes the board's role in providing governance

including the approval of architecture changes. The step to "manage a meeting of the Architecture Board to assess and approve the change request" is a core governance function.

4. The TOGAF® Standard

Version 9.2

Chapter 5

Architecture Development Method (ADM) Overview: Figure 5-1 shows that the ADM is initiated by a "Request for Architecture Work" from a sponsoring organization

which is the final and correct step described in option A to formally begin the architecture development project.