TOGAF® 9.2 Level 2 Scenario Strategies Wonder Guide Volume 1 – 2023 Enhanced Edition: TOGAF® 9.2 Wonder Guide Series, #4

By Ramki

This Book brings your focus unitedly into the Strategic Approach that you should take while preparing for the Level 2 Examination. The questions are incidental, but we want to emphasize that this is not yet another Question and Answer Book. This is a Book that takes you through techniques, strategies, approaches and so on; these are important.

Prepares you in facing the tough guy the easier way

Invaluable tips towards the way to scan through the question scenario, the focus points therein and through the four answer choices. How to speedily eliminate the not-so-accurate answers. There could be contention between the best and next best answer – how to deal with it. Finally leads your mindset to be set into a strategic approach even when a different question appears in the Exam.

Being an Open Book Exam, dilemma as to how to narrow down the chapter and area of the book to refer to during the very short duration of the Exam will arise. But not so after you go through various portions of this book. .

• Language: English
• Publisher: Ramki
• Release date: May 14, 2023
• ISBN: 9798223305521

Ramki

Author :   Ramakrishnan N  (Ramki)   Near 50 years of experience in Software Architecture, Enterprise Architecture Design (UML, others) and Patterns (GOF, Microservices and many more), SOA to Microservices to Cloud Native and few State-of-Art technologies.    Consultant and High-end Trainer to many prestigious International Enterprises   Certified in TOGAF 9 and TOGAF 10   Based at Bangalore, India.       Reachable through : [e-mail]

Book preview

Approaching with a Strategy

Techniques, Tips and Tricks

Level 2 : ( Practitioner Level )

Pass mark 60% (24 or more points out of a maximum of 40)

8 questions / 90 minutes

This exam comprises 8 complex scenario questions, with gradient scoring. This exam is open book and covers the complete Level 2 learning outcomes.

The correct answer scores 5 points,

The second best answer 3 points,

The third best answer 1 point.

The distracter scores zero points.

Tips :

Never aim to get any question into third best answer.

Never even get into the trap of treating the worst answer with respect.

Discard it at the very first sight

That leaves you with choice of getting 5 points for 3

Worst case of getting 3 points for 8 questions will help you pass

But you have chosen this Book Series for a better purpose

Read this Book Series and practice it with all seriousness

You will be closer to 8 questions, 5 points each

But apart from this Book Series, you need to read two more things

Read our three Books : Wonder Guide for Level 1

Read it even if you have cleared Level 1

Knowing what Chapter and where to refer is a key to Level 2

Those three Books have been written with this purpose in the background

Get familiar with Chapter names in TOGAF® 9.2 documentation

Also get familiar with sub portions of each Chapter

Last Chapter in this Book takes you into the headlines

Read at least a few points in each Chapter

That will help you reach the right page online during Certification

How to get to TOGAF® 9.2 documentation?

Visit Link : https://pubs.opengroup.org/architecture/TOGAF®9-doc/arch/

Techniques:

As the Exam starts, do a quick scan of all eight questions

Pick the four which you feel are sure shots for you

If you can pick more, even better

But this selection should not take more than a minute of two

You can come back to getting into the balance questions only after you finish answering these

Take one question at a time from your section

Take half a minute to flush out irrelevant descriptions

We focus on every sample in this Book on two major things

Issues in Focus

Aim

Just filter the question to get these two focus points

Start working on TO Do portion

You must reach the right web page from online documentation

This is not difficult, if you practice with all Books in this Series

Just remember that documentation online is a pdf like Web page

Will have chapter navigation

But do not spend time on Ctrl F search

That is why practicing with all our questions in all the Books in this Series is a must

Practice with a similar device or with paper as you prepare

What you write there must be rating on points on three choices

This is because you should eliminate the worst answer as early as possible

Plan your own small markings in it that leads to the best answer choice

Note that nothing is difficult but may be different

We always say this to those who are new to TOGAF® Certification

Syllabus ( Content) for Level 1 and Level 2 is the SAME

It is sensible to take both Levels of Certification in a single sitting, especially when your preparation time is precious

This is purely an intro Volume to tackling Level 2 Certification

Our further Volumes deal with topic wise hints, clues, focused approaches

SQ 101 : Preliminary Phase

SomeCo Ltd. is an organization engaged in International Trade. Their core activity is related to importing and exporting a variety of leather based industrial goods.

Their strategic plan for current year is to go public and move away from being that of a closely held company. They are preparing the organization to be ready for listing in one or more of stock exchanges of International recognition. The Initial Public Offer listing expects the company to state the reason why they are going for the fresh funding.

The company wants to highlight the need for increasing their capital expenses into software and supporting IT infrastructure. They have noticed the shifting trend for Work From Home, duly promoted by a worldwide pandemic.

The CEO wants an internal document that reveals the preparedness of the organization to deploy the funds raised in the most appropriate way in the IT estate. The Top-Level Board wants a systematic transformation process to be planned well before the actual fund-raising activity is discussed with the financial partners, bankers and others.

The CEO and the CIO have consulted each other on the next move in this direction. They have arrived at the following decisions:

It has to be a plan for long duration transformation. The funds deployed should result in improvement of Business Capability along with Technical Capability. Resulting profits will be redeployed largely in IT assets and the earn and invest cycle will continue for few more years, say five years, before a review is done again.

There must be perpetual addition to value of the organization, based on Business and IT alignment. The organization must stay alive to all large-scale changes in business opportunities, market demands as also in Technical innovations. The past blunder of going into Digital Mobility too late should not be repeated.

You happened to be the newly appointed Chief Enterprise Architect. You have decided, after informal discussion with CEO and CIO, that TOGAF® will be most suitable among the alternate Enterprise Application Frameworks for this ambitious task of revolutionizing the Architecture Capability. The external consultant who was the ad hoc Architectural head till you were appointed has left the recommendation incomplete, with four possible alternatives.

Select the best among the four options as you come up with your own reasons for ranking them in order of acceptance.

A.

You will get into action by defining all that is needed for a new Enterprise Architecture. You will be on the lookout for the key drivers of the organization. You will set to do a Capability Assessment to arrive at present level of Business Capability. This will be followed by making an assessment of present Architectural Capability. For this purpose, a study of gaps in business change maturity and approach to its resolution will be made. You will also define the Architecture Principles, the establishment of which is critical to setting the foundation for Architecture Governance. The exercise also takes you into stating and clarifying the framework to be used and the degree of tailoring it to suit the organization. The Enterprise Architecture Team is also established confirming to the Governance and Support frameworks.

B.

You will get into action by defining all that is needed for a new Enterprise Architecture. You will be on the lookout for the key drivers of the organization. You will set to do a Capability Assessment to arrive at present level of Business Capability. This will be followed by making an assessment of present Architectural Capability. For this purpose, a study of gaps in business change maturity and approach to its resolution will be made. You will also define the Architecture Principles, the establishment of which is critical to setting the foundation for Architecture Governance. The exercise also takes you into stating and clarifying the framework to be used and the degree of tailoring it to suit the organization. The Enterprise Architecture Team is also established confirming to the Governance and Support frameworks. The last step here will be to negotiate and draw up the development Partnership and necessary contract agreements.

C.

You will get into action by defining all that is needed for a new Enterprise Architecture. You will be on the lookout for the key drivers of the organization. You will set to do a Capability Assessment to arrive at present level of Business Capability. This will be followed by making an assessment of present Architectural Capability. For this purpose, a study of gaps in business change maturity and approach to its resolution will be made. The exercise also takes you into stating and clarifying the framework to be used and the degree of tailoring it to suit the organization. The Enterprise Architecture Team is also established confirming to the Governance and Support frameworks. The last step here will be to negotiate and draw up the development Partnership and necessary contract agreements.

D.

You will get into action by defining all that is needed for a new Enterprise Architecture. You will be on the lookout for the key drivers of the organization. You will set to do a Capability Assessment to arrive at present level of Business Capability. This will be followed by making an assessment of present Architectural Capability. The Enterprise Architecture Team is also established confirming to the Governance