OGBA-101 Free Sample Questions

A global logistics company, FleetForward, is experiencing significant operational inefficiencies due to siloed regional operations. The executive board has approved a strategic initiative called 'One Fleet' to standardize processes and systems globally. As the lead business architect, you are in Phase A (Architecture Vision) and need to create a compelling narrative to secure stakeholder buy-in and clearly articulate the business problem and the desired outcomes of the transformation. Your primary objective is to align all regional managers, who are resistant to change, on a common understanding of the current challenges and the future state vision. You need a tool that facilitates this dialogue by exploring the business context, identifying key stakeholders and their concerns, and defining the high-level requirements that will drive the subsequent architecture work in Phase B. The output must be easily understood by both business and technical audiences and serve as a foundational reference for the entire ADM cycle. Which TOGAF technique is most appropriate for achieving these objectives in Phase A?

A national healthcare provider, HealthFirst, is merging with a smaller, regional competitor, CareWell. The CIO has mandated that the combined entity must streamline its 'Patient Intake' process to reduce patient wait times and administrative overhead. The business architecture team has been tasked with creating a target business architecture that supports this goal. The team has already identified that 'Patient Intake' is a key value stream and has documented the high-level stages: Scheduling, Registration, Triage, and Admission. The current state is chaotic: HealthFirst and CareWell use different systems, processes, and have different staff roles for each stage. The architecture team needs to define a standardized and efficient future state. To do this effectively, they must understand which core business abilities are required to successfully execute each stage of the 'Patient Intake' value stream. This will allow them to identify redundant capabilities, highlight required new capabilities, and inform subsequent data, application, and technology architecture decisions. What is the most critical next step for the business architecture team to take in Phase B?

A rapidly growing e-commerce company, 'UrbanStyle', has a well-defined business model focused on fast fashion. However, their operational execution is failing to keep up with growth, leading to frequent stockouts, delayed deliveries, and poor customer service. The Head of Operations believes the issue lies in a disconnect between their strategic goals and the day-to-day activities performed by different teams. The business architecture team has been brought in to provide clarity. They have already defined the company's core business capabilities, such as 'Inventory Management', 'Order Fulfillment', and 'Customer Support'. Now, they need to illustrate how these capabilities are orchestrated to deliver tangible results to the customer. The goal is to create a visual model that shows the end-to-end flow of activities that culminate in a customer receiving their order, and to use this model to identify bottlenecks and areas for improvement. Which business architecture technique should the team primarily use to achieve this goal?

A government agency responsible for issuing business permits is infamous for its long processing times and opaque procedures. A new director has initiated a modernization program to improve transparency and efficiency. The business architecture team's first task is to create a stable, long-term model of the agency's functions that is independent of the current organizational structure, processes, and technology. This foundational model must serve as the basis for all future investment decisions. It needs to be hierarchical, allowing for decomposition from high-level functions to more detailed ones. The director wants to use this model to perform a 'heat map' analysis, identifying which functions are underperforming or under-resourced, thereby guiding budget allocation for the modernization program. The model should represent 'what' the agency does, not 'how' it does it or 'who' does it. Which business architecture artifact should the team focus on creating first to meet the director's requirements?

A business architect is creating a value stream map for a 'New Product Introduction' process. The goal is to clearly distinguish between the high-level, end-to-end flow of value and the detailed, specific actions taken by individuals or systems. According to the TOGAF standard's definition of value streams, which THREE of the following statements are correct characteristics? (Select THREE).

When developing a business capability map, it is crucial to ensure that each capability is defined correctly to maintain the stability and usefulness of the model. Which THREE of the following are essential characteristics of a well-formed business capability? (Select THREE).

An organization map is a key artifact in business architecture that helps link the logical architecture to the physical implementation of the business. Which TWO of the following elements are typically represented in an organization map? (Select TWO).

A business architect needs to model the information aspect of the business architecture. The goal is to create a high-level, business-centric view of the key information concepts that are important to the enterprise, without getting into the detail of a logical or physical data model. Which TWO of the following are primary objectives of Information Mapping in Phase B? (Select TWO).

True or False: According to the TOGAF Standard, a business capability map should be directly aligned with the company's current organizational chart to ensure clear ownership.

True or False: A value stream map and a detailed process model represent the same concept at different levels of granularity.