-20 MCQS from TOGAF & 2 short essay questions (one on TOGAF) & 4 long essay

questions

-Read Level 3:”Defined” Twice/ Memorize some of 9 elements of EA in ACMM/Skip

Technology Architecture?

Topic for your midterm exam.

1. Data, information, and knowledge

Information Hierarchy:

Data: (TPS)Raw facts and figures generated by transactions.

Characteristics: Easily structured, captured, transferred, and quantified.

Example: A name, A phone number

Information: (MIS) Data that is processed and has meaning/context.

Characteristics: Requires unit of Analysis, and human mediation.

Example: Report of Inventory items below EOQ levels, Total Sales Revenue, (Average, Min,
Max)

Knowledge: (KMS) & (EIS) Information from the human mind (includes reflection, synthesis,
context, hidden analysis) or Pattern of Data or Information combined with experience &
understanding.

Characteristics: Hardly structured, captured, transferred, and tacit.

Example: Because of the report, the inventory manager anticipated labor strikes.

2. Major concepts and features of vision, mission, objectives, and strategy

1)Vision: A vision statement outlines the long-term aspirations of the organization and
describes the desired future position of the company.

Characteristics:

1. Clarity and Future Focus: Clearly express the organization’s desired future in a concise
way.

2. Inspirational and Aspirational: Motivate and inspire employees and stakeholders by

reflecting the organization’s values and ideals.
3. Broad and Inclusive: Be broad enough to cover the whole organization while still
providing specific direction.

Example: “To help people and businesses throughout the world realize their full potential.”

2)Mission: A mission statement defines the organization’s purpose, core values, and main
goals. It explains what the organization does, who it serves, and how it reaches its
objectives. It is more specific and action-oriented than a vision statement.

Characteristics: Act as filters to distinguish what matters, specify which markets will be
targeted and how, and convey a clear direction to the organization.

1. Purpose: State why the organization exists and the problems it addresses.

2. Scope: Describe the main activities, products, or services offered.

3. Audience: Identify who the organization serves (e.g., customers, communities).

4. Values and Principles: Highlight the core values and principles guiding the
organization’s actions.

Example: “To empower every person and every organization on the planet to achieve
more.”

3)Objectives: Objectives are focused on achieving the mission.

Characteristics: SMART(specific, measurable, achievable, Realistic/Relevant, Time-Bound)

-Targeted to achieve during next 2-3 years.

Example: "To increase market share by 15% in the Asia-Pacific region within the next three
years through strategic partnerships and localized marketing campaigns.”

4)Strategy: Strategy is the creation of a unique and valuable position, involving a different
set of activities.

A strategy statement defines how an organization will achieve its objectives, outlining the
high-level plan for resource allocation, targeted markets, value propositions, and
competitive advantages.

Characteristics:

Clear and Focused: Specifies the approach, the market or function it addresses, and
desired outcomes.
 Aligned with Objectives: Connects strategies directly to the organization's goals, serving
as a roadmap for achieving them.

Actionable and Realistic: Includes feasible actions (e.g., rewards programs, training) that
align with the organization's resources and capabilities.

Example: "To expand market presence in Southeast Asia by leveraging strategic

partnerships with local distributors and launching a targeted digital marketing campaign
focused on social media and search engine optimization."

-Business Strategy: It is where a business seeks to go and how it expects to get there,
business model is a component.

Example:

● Low-cost producer: A company like Walmart or Ryanair follows a strategy focused on

being the lowest-cost provider in the market. This means they aim to minimize
production and operational costs, allowing them to offer products or services at a lower
price than competitors while still maintaining profitability.
● High customer satisfaction: Companies like Apple or Zappos focus on delivering an
exceptional customer experience, aiming to exceed customer expectations at every
touchpoint. This strategy is centered around building strong customer loyalty and
ensuring repeat business through high-quality products, responsive service, and
personalized experiences.

-Organizational Strategy: It is a plan that defines an organization’s structure, culture,

resources, and work processes that should align with the business strategy to achieve
goals.

-IS Strategy: A plan that outlines how an organization will use IT & IS to support the
Business Strategy & Organizational Strategy

Example:

● Low-cost technology: A business might choose cost-effective technology solutions,

such as cloud computing, open-source software, or affordable hardware, to support its
goal of being a low-cost provider. By keeping technology costs down, the business can
operate more efficiently and pass the savings on to customers, aligning with a low-cost
strategy.
● Customer access: This involves using IT systems to provide easier access for
customers to products or services. For example, a company might develop an app or a
user-friendly website to offer customers the convenience of purchasing or interacting
with the brand online, enhancing the customer experience and ensuring 24/7 access.

-IS Metrics:
● Total costs (Business and IS): This metric tracks the overall spending on technology,
including both business-related costs and IS-specific costs. It helps ensure that the
company is getting value from its IT investments while keeping expenses in line with the
organization's budget and financial goals.
● Customer satisfaction survey: This metric measures how satisfied customers are with
the IS systems that impact their interactions with the company. For instance, surveys
could assess customer experiences with the company’s website, mobile app, or support
system. High satisfaction scores indicate that the IS strategy is successfully enhancing
the customer experience, contributing to business goals like retention and loyalty.

3. Five forces model, value chain, and three generic strategies

Five Forces Model:

1- Threat of New Entrants: The risk that new competitors can enter the market, potentially
increasing competition and reducing profits for existing companies.

2 -Bargaining Power of Suppliers: The influence suppliers have over pricing and terms,
especially if there are few suppliers or if they offer unique products.

3- Bargaining Power of Buyers: The power customers have to demand lower prices or
better quality, particularly when they have many alternatives.

4 -Threat of Substitutes: The risk that alternative products or services can replace a
company’s offerings, affecting demand and profitability.

5- Industry Rivalry: The level of competition among existing players in the market, can lead
to price wars, advertising battles, and product innovations.

Porter’s Value Chain: It has a process view, focusing on processes flow across different
functions which is essential for business process optimization.

A- Primary Activities: are directly involved in producing and delivering goods or services,
such as logistics, operations, marketing, and customer service. These activities are
essential for generating revenue.

1)Inbound Logistics: Processes related to receiving, storing, and distributing raw materials
or products.
● Example: Managing inventory, warehousing, and transportation of incoming goods.

2)Operations: Activities involved in transforming raw materials into finished products.

● Example: Manufacturing processes, production lines, and assembly of products.

3)Outbound Logistics: Activities that deliver the final product to customers.

● Example: Warehousing finished goods, order fulfillment, and product delivery

4) Marketing & Sales: Efforts to promote the product and attract customers.

● Examples: Advertising, pricing strategies, sales tactics, and customer relationship

management.

5)Service: Support is provided after the product is sold to ensure customer satisfaction.

● Example: Product repairs, customer support, warranties, and maintenance services.

B- Secondary Activities: assist the primary activities by providing necessary infrastructure,

human resources, technology development, and procurement. They help ensure the
primary activities run smoothly but are not directly involved in creating products or
services.

1)Firm Infrastructure: Organizational structure, management, and systems that support

daily operations.

● Example: Finance, legal, and administrative services.

2)HR: Processes related to recruiting, training, and managing employees.

● Examples: Hiring, training programs, performance reviews, and employee benefits.

3)Research and development R&D: Activities aimed at improving products or developing

new ones.
 ● Example: Innovation, product design, and testing new technologies.

4)Procurement: The process of sourcing and purchasing raw materials, services, or

equipment.

● Example: Selecting suppliers, negotiating contracts, and purchasing goods and services.

-Capture Value/Margin at the end

By optimizing each of these activities, a company can reduce costs or increase

differentiation, leading to higher profitability and capturing value/margin at the end.

Three Generic Strategies: ( To Achieve Competitive Advantage)

Based on Market Focus(Mass or Niche) & Competitiveness (Product or Price)

● Cost leadership – lowest-cost producer. (SCM/Operations Efficiency)

● Differentiation – product is unique (Joint Design System/Product Enhancement)
● Focus – limited scope – can accomplish this via cost leadership or differentiation within the
segment (CRM) ………………A focus strategy targets a specific market segment, aiming to serve it
better than competitors. This can be done through cost leadership by offering lower prices or
differentiation by providing unique, tailored products or services. For example, a company could
offer specialized CRM software designed for small businesses, catering to their unique needs.

4. From the article of “What is strategy?”, major concept regarding OE, strategy, tradeoff, and
strategic fit.

OE: Operational Effectiveness refers to performing similar activities better than competitors,
emphasizing efficiency and productivity to achieve lower costs and superior quality.
However, reliance solely on OE can lead to diminished profits over time due to increased
competition, as productivity improvements often result in a narrowing of profit margins.

One example of a good strategy given is one for IKEA. IKEA is a low-cost and ready-to-
assemble furniture business. Other than the low-cost furniture they offer, they also offer
affordable food that attracts many people.
Strategy: Strategy involves creating a unique and valuable position by engaging in a
different set of activities compared to rivals. This requires making strategic choices about
where to compete and how to differentiate

Tradeoff: Strategy includes "choosing what not to do," emphasizing the necessity of trade-
offs. Organizations must decide on specific activities that may limit their scope to
maintain a distinctive competitive position. For example, a business could be in a
position to pick high quality products (costly) or low-quality products (cheaper).

Strategic Fit: The concept of strategic fit is essential in ensuring that a company's activities
align with its strategy. Strategic fit encompasses three types: simple consistency among
activities, reinforcing fit where activities enhance one another, and optimization of effort
to streamline operations. Competitive advantage stems from the entire system of
activities working cohesively, making it challenging for competitors to replicate the
strategy in its entirety. For example, if we live in a competitive market and I want to open
a business, I would focus on cost leadership and differentiation to make me standout,
and that would of course align with my company’s goals and objectives.

5. Types of information resources

IT ASSET:

1)IS Infrastructure: The foundational technology-hardware, software, networks, and data-on

which business processes are supported. Examples include but are not limited to
databases, Web-based services that are hosted on servers, and proprietary technology.
Another example would be the company's email system, the software they use to track
sales, and the servers where their website is hosted.

2)Information Repository/Data: : Logically organized data physically accessible for Decision-

making. The examples of internal data would be customer and operational data;
examples of external data might include market or competitor data.

IT CAPABILITY:

3)Technical Skills: Technical Skills are required in order to design, develop and implement
information systems: e.g., systems analysis skills, programming skills, IT architecture.
 4)IT Management Skills: The management of IT functions and projects with an
understanding of business processes and systems. Management skills in IT involve
overseeing technology projects and daily operations while understanding how these
systems support overall business goals. This includes coordinating teams, ensuring
projects stay on track, and aligning IT efforts with business processes to drive efficiency
and growth.

5)Relationships Skills: The ability to work across departments-spanning-or with external

partners-externally focused-enhancing collaboration between IT and business managers
or managing external partnerships, such as with vendors or clients.

-Spanning:

-Externally- focused:

6. Major concept of the resource-based view (RBV)

Resource-Based View (RBV):

The Resource-Based View focuses on how valuable, rare, inimitable, and non-substitutable
resources can help a firm gain and sustain a competitive advantage over time.

Key Components:

1. Valuable Resources: Resources that enhance a firm's efficiency or effectiveness.

Example: A tech firm having an experienced software development team that enhances
project completion speed.
2. Rare Resources: Resources that are not widely possessed by other firms, making them
a source of competitive advantage.
○ Example: Essential resources for business operations, such as ATMs for banks
or unique community structures formed through social IT.
3. Inimitable Resources: Resources that cannot easily be copied by competitors.
Example: Google’s innovative work culture and campus environment.
4. Non-Substitutable Resources: Resources that cannot be replaced with alternatives,
ensuring a unique position in the market. Example: Apple's iOS operating system, which
is only available on Apple devices.

5. Non-Transferable Resources: Resources that cannot be easily transferred to other

firms, ensuring they remain a competitive advantage for the original firm. Example: A
 small IT company that has a special deal with a software vendor for early access to new
updates and features.

● To sustain: Non-Transferrable/Non-substitute/Inimitablity
● To attain: Valuable resource, rare, appropriability
● Low substitutability sustains: VALUE
● Low Inimitability and Mobility sustains: Rarity

7. From TOGAF, major activities and output of each phase.

TOGAF Architecture Development Method (ADM)

Preliminary Phase:

Major Activities:

● Establish the architecture framework and governance structure.

● Identify the stakeholders and define their roles.
● Assess the current architecture capabilities and maturity.
● Tailor the TOGAF framework to fit the organization’s needs.

Outputs:

● Architecture Capability Assessment.

● Architecture Governance Framework.
● Tailored Architecture Framework.

Phase A(Architecture Vision):

Major Activities:

● Develop a high-level vision of the architecture.

● Identify stakeholders and their concerns.
● Confirm business goals and drivers.
● Define scope and evaluate current capabilities.

Outputs:

● Architecture Vision Document.

● Statement of Architecture Work (SAW).
● Initial Architecture Repository.
 Phase B(Business Architecture):

Major Activities:

● Develop the Target Business Architecture that supports business goals.

● Identify business processes and organizational structures.
● Perform gap analysis to understand the differences between current and target states.

Outputs:

● Baseline and Target Business Architecture Documents.

● Business Capability Map.
● Updated Architecture Vision Document

Phase C(Information Systems Architecture):

Major Activities:

● Develop the Information Systems Architecture, including both Data and Application
architectures.
● Identify the information systems needed to support the business processes.
● Conduct gap analysis and align with business requirements.

Outputs:

● Baseline and Target Data Architecture Documents.

● Baseline and Target Application Architecture Documents.
● Architecture Definition Document.

Phase D(Technology Architecture):

Major Activities:

● Define the technology architecture that supports the applications and data needs.
● Assess existing technology capabilities and identify gaps.
● Develop the target technology architecture.

Outputs:

● Baseline and Target Technology Architecture Documents.

● Updated Architecture Definition Document.
 Phase E(Opportunities & Solutions):

Major Activities:

● Identify opportunities for implementing the architecture.

● Develop an implementation and migration strategy.
● Define the architecture roadmap.

Outputs:

● Architecture Roadmap.
● Implementation and Migration Plan.

Phase F(Migration Planning):

Major Activities:

● Confirm the migration strategy and sequence of implementation.

● Identify and prioritize projects.
● Develop a detailed implementation plan.

Outputs:

● Detailed Migration Plan.

● Prioritized List of Projects.

Phase G(Implementation Governance)

Major Activities:

● Ensure that implementation aligns with the architecture.

● Conduct compliance reviews.
● Manage architecture change requests.

Outputs:

● Implementation Governance Model.

● Compliance Review Reports.

Phase H(Architecture Change Management)

Major Activities:

● Monitor the architecture for changes in requirements or context.

● Assess impacts of proposed changes.
● Update architecture as necessary.

Outputs:

● Architecture Change Management Process.

● Updated Architecture Definition Document

-Each phase in the TOGAF ADM is designed to build upon the previous one, ensuring
a structured and cohesive approach to enterprise architecture development. The
outputs of each phase feed into the next,

8. Major content and purpose of Architecture Principle, Capability Maturity Model,

Architecture Vision, and SAW (Statement of Architecture Work)

Architecture Principle: Architecture Principles are a set of guiding rules and guidelines that
inform and shape an organization's approach to architecture development. They serve to
ensure consistency, support decision-making, and align architecture efforts with the
organization's goals. By establishing a clear framework, Architecture Principles help to
facilitate effective governance and compliance throughout the architecture lifecycle.

(CMM) Capability Maturity Model: The Capability Maturity Model (CMM) is a framework
that assesses an organization's processes and capabilities in a structured manner. It
consists of different maturity levels that represent an organization's ability to manage
and improve its architecture processes. The purpose of the CMM is to provide a
roadmap for organizations to enhance their architecture capabilities progressively,
leading to improved performance and successful project outcomes.

The Capability Maturity Model (CMM) provides a structured framework for organizations to
assess and improve their processes. It consists of five maturity levels, each representing
a different stage of process improvement. Here’s an overview of each level:

1. Level 1: Initial

- Description: At this level, processes are unpredictable, poorly controlled, and reactive. There are no standardized processes,
and success depends on individual effort.

- Characteristics:

- Processes are often chaotic and ad hoc.

 - Success is dependent on individual heroics.

- There is little to no documentation or formal process.

2. Level 2: Managed

- Description: Processes are planned, documented, and tracked. This level focuses on project management and ensures that
processes are repeatable.

- Characteristics:

- Basic project manage ment practices are in place.

- Processes are documented and tracked for adherence.

- Projects can achieve goals, but results are not guaranteed.

3. Level 3: Defined

- Description: Processes are standardized and documented across the organization. This level emphasizes the establishment
of a consistent framework.

- Characteristics:

- All projects use a defined set of processes.

- Processes are documented, standardized, and integrated across the organization.

- There is a focus on continuous improvement through metrics and evaluations.

4. Level 4: Quantitatively Managed

- Description: At this level, processes are measured and controlled. Organizations use quantitative techniques to understand
and manage performance.

- Characteristics:

- Performance metrics are established and used to manage processes.

- Statistical techniques are employed to control processes.

- Decision-making is based on quantitative data, allowing for predictability.

5. Level 5: Optimizing

- Description: This level focuses on continuous improvement and innovation. Organizations are able to adapt and improve their
processes based on quantitative feedback.

- Characteristics:

- Processes are continuously improved based on a quantitative understanding of common causes of variation.

- Emphasis on innovative practices and technological advancements.

- Organizational culture promotes proactive and forward-thinking approaches to process improvement.

Summary:
 The CMM framework guides organizations through a structured improvement journey, moving from chaotic and unorganized
practices (Level 1) to optimized, data-driven processes (Level 5). Each level builds on the previous one, ensuring a
comprehensive approach to process maturity and organizational effectiveness.

Architecture Vision: The Architecture Vision outlines the high-level aspirations for the
enterprise architecture, describing the desired future state of the organization and its
capabilities. It provides a clear understanding of how the architecture aligns with
business objectives and addresses stakeholder concerns. The purpose of the
Architecture Vision is to guide the architecture development process and to
communicate the intended direction and benefits of architectural changes to
stakeholders.

A company plans to create a faster website and mobile app to improve the customer shopping
experience, increase sales, and enhance satisfaction.

● Example: "We aim to deliver a fast, secure online shopping experience that boosts sales
and customer satisfaction."

(SAW) Statement of Architecture Work: The Statement of Architecture Work (SAW) is a

formal document that defines the scope, approach, and deliverables for an architecture
project. It outlines the resources required, the expected outcomes, and the roles and
responsibilities of those involved. The purpose of the SAW is to establish a clear
agreement between the architecture team and stakeholders, ensuring alignment on
project goals and facilitating effective governance and communication throughout the
architecture development process.

The SAW outlines the project scope, team roles, timeline, and budget for building the new
website and app, ensuring everyone is aligned.

● Example: "The team will redesign the website and app in 6 months with a $500,000
budget, with clear roles for developers, designers, and testers."