Please read this scenario prior to answering the questionYou are employed as an Enterprise Architect...

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Please read this scenario prior to answering the question

You are employed as an Enterprise Architect at a multinational energy company. The company is committedto reducing its emissions. To achieve this, the company is increasing production of renewable energy andadopting eco-friendly practices.

The company has an Enterprise Architecture (RA) practice and follows the TOGAF standard for its EAframework. The EA team manages all the major projects in the company. The EA team reports to the ChiefTechnical Officer (CTO), who is the sponsor of the EA program. The Architecture Board is made up of seniorleaders from all parts of the company.

The company is starting to invest in developing various kinds of renewable energy projects, including solar,and wind. A large part of the growth in its renewable energy portfolio has come from buying othercompanies. The company is keen on acquiring small startups and mid-size companies to leverage theirtechnical innovations. This way, the company aims to outperform its competitors, scale rapidly, and establisha presence in new markets.

The existing business and the newly acquired companies are not working well together, which increasinglycauses problems. In response, a strategic plan was created and approved. The plan aims to make themerged companies work more effectively together. This will save money by sharing their common assets,including fixed capital assets, research and development facilities, and resources.

The EA team have been asked to oversee the transformation to carry out the strategic plan. A Request forArchitecture Work for the project has created and has been approved. The goal is to strengthen thecompany's position in the market and reduce costs by taking advantage of economies of scale. The ChiefExecutive Officer (CEO) has stated that to stay competitive and relevant, the company must transform orentirely reinvent its business model.

Refer to the Scenario

What needs to be done to make sure that the company succeeds with the changes and how should risks bemanaged?

Based on the TOGAF standard, which of the following is the best answer?

The EA team should document the risks associated with the transformation in an ImplementationFactor Catalog. This will be used as a record of important decisions during implementation anddeployment for the transformation effort. The catalog should list all the factors to consider, theirdescriptions, and any limitations to consider. These factors can then be used to help evaluate therisks, which can be documented in the Implementation and Mi

The EA team should use the Business Scenarios technique to describe the business problem,

identify the stakeholders' concerns and achieve consensus on the requirements. Once the

requirements have been identified, they can be evaluated in terms of their risks. The risks should beassessed in terms of how they can be avoided, transferred, or reduced. Risks that cannot be

resolved should be identified as residual risks and how

The EA team should develop a set of Business Architecture views to demonstrate how stakeholderconcerns are being addressed. These views can also be used to identify the factors that will impactthe transformation. For each factor identified, there should be a structured assessment of the currentstate of each factor against a maturity model. This information can then be used to determine thepotential risks associated with the transformation,

The EA team needs to identify obstacles that could hinder the project. This should include identifyingthe factors that will impact the transformation, and determining the readiness level for each factorbased on a scale that will help the team to understand the urgency, readiness, and degree of difficultyto fix. These factors can be used to evaluate the initial risks of the change, areas of risk that needattention, and areas where you need t

Explanation:

This question asks:

What needs to be done to make sure the company succeeds with the transformation and how should risks be managed?

The scenario involves:

Large-scalebusiness transformation

Integration of acquired companies

Significant organizational change

Need to assessrisk,readiness, andobstacles

This strongly aligns with TOGAF’sBusiness Transformation Readiness AssessmentandRisk Managementguidance (primarily in the Preliminary Phase, Phase A, and Phase F).

✅Why Option D Is Correct

✔Matches TOGAF’s Business Transformation Readiness Assessment

TOGAF explicitly states that before undertaking major business change, the architecture team must assess:

Readiness factors

Obstacles

Risks

Degree of organizational preparedness

OptionDdescribes exactly this process:

“identify obstacles that could hinder the project … determine the readiness level … understand urgency, readiness, and degree of difficulty … evaluate initial risks and areas needing attention.”

That wording maps directly to theTOGAF Readiness Assessment steps, including:

Readiness Factor Evaluation

Risk Identification

Mitigation Strategy Development

✔Addresses Success Factors of Transformation

TOGAF emphasizes that large transformations succeed when:

Readiness factors are understood

Organizational obstacles are identified early

Appropriate preparation is made for people, processes, and systems

Option D describes these success actions.

❌Why the Other Options Are Incorrect

A – Implementation Factor Catalog

The catalog helps consider implementation constraints, but it isnotthe primary mechanism for evaluating overalltransformation readiness.

It is more relevant later (Phase F), not at the strategic transformation level described in the scenario.

B – Business Scenarios

Business Scenarios help define requirements and validate the architecture.

They do NOT cover readiness assessment, organizational preparedness, or comprehensive transformation risk management.

Too narrow for the scale of change described.

C – Develop Business Architecture Views + Maturity Model

While views can expose stakeholder concerns, TOGAF doesnotprescribe evaluating transformation readiness via a “maturity model” in this context.

This is partially correct butnot the TOGAF‑aligned methodfor ensuring change success.

????Relevant TOGAF Sources

TOGAF 9.2 — Business Transformation Readiness Assessment

Includes evaluation of:

Organizational readiness

Barriers and obstacles

Culture and motivation

Dependencies and risks

Readiness factors scoring

TOGAF ADM Guidance

Readiness assessment is required when conductinglarge-scale transformation.

Helps ensurerisks are identified, understood, and mitigated.

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