OGBA-101 Sample Questions & Answers

This is the fundamental principle of a business capability. It represents an ability of the organization, abstracted away from the specific processes, people, or systems that execute it.

While processes and organizational structures change frequently, the core capabilities of a business (e.g., 'Manufacturing', 'Marketing') tend to be very stable over time, making them an excellent foundation for planning.

A good capability model avoids ambiguity and overlap. Each capability should represent a unique business ability, ensuring the model is clear and can be used for effective analysis and planning (mutually exclusive, collectively exhaustive - MECE principle).

An organization map shows the key organizational units, such as divisions, departments, and teams, and how they are structured.

The map identifies the key actors (individuals or groups) and the roles they perform within the context of the different business units.

A core purpose of information mapping is to identify and define the significant pieces of information (e.g., 'Customer', 'Product', 'Order') that the business uses and needs to manage in order to execute its capabilities.

Information mapping helps visualize how key information entities are created, used, and transformed as they move through the stages of a value stream, highlighting information dependencies and requirements.

A fundamental principle of business capability mapping is to decouple the 'what' (capability) from the 'who' (organization). Capabilities are stable, whereas organizational structures are volatile. While capabilities are ultimately owned and executed by parts of the organization, the capability map itself is intentionally designed to be independent of the org chart to provide a stable foundation for planning.

False. A value stream and a process model are fundamentally different concepts. A value stream is a high-level, end-to-end view of how value is delivered to a stakeholder, focusing on value-adding stages. A process model describes the specific, detailed steps ('how') to perform a task, often within a single value stream stage or function. They are not just different in granularity but also in purpose and scope.

The correct TOGAF process is to document the findings of the gap analysis. Identifying a new, required capability is a key output. This gap should be included in the Architecture Roadmap, which will be developed further in Phases E and F to outline the work packages needed to build this capability.

The business capability map provides the most stable and fundamental view. By mapping the 'Claim Adjudication' stage to its enabling capabilities (e.g., 'Policy Verification', 'Fraud Detection', 'Liability Assessment'), the architect can assess the maturity and performance of each underlying ability to pinpoint the root cause of the bottleneck.

The Architecture Content Framework provides a detailed metamodel of architectural work products. It defines the artifacts, deliverables, and building blocks that are created and stored in the Architecture Repository.

According to the TOGAF Business Scenario process, after identifying stakeholders, the next step is to document the business problem in detail, describe the business and technical environment of the scenario, articulate the desired objectives, and define the human actors and their roles.

The Preliminary Phase is focused on preparation and initiation activities. Its main goal is to ensure that the enterprise has the necessary organizational structure, principles, frameworks, and tools in place to support a successful architecture practice before the first ADM cycle begins.