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Prepare for the The Open Group TOGAF Enterprise Architecture Part 2 Exam exam with our extensive collection of questions and answers. These practice Q&A are updated according to the latest syllabus, providing you with the tools needed to review and test your knowledge.

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The questions for OGEA-102 were last updated on Apr 21, 2026.

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Question No. 1

You are working as an Enterprise Architect within an Enterprise Architecture (EA) team at a multinational energy company. The company is committed to becoming a net-zero emissions energy business by 2050. To achieve this, the company is focusing on shifting to renewable energy production and adopting eco-friendly practices.

The EA team, which reports to the Chief Technical Officer (CTO), has been tasked with overseeing the transformation to make the company more effective through acquisitions. The company plans to fully integrate these acquisitions, including merging operations and systems.

To address the integration challenges, the EA team leader wants to know how to manage risks and ensure that the company succeeds with the proposed changes. Based on the TOGAF Standard, which of the following is the best answer?

AThe EA team should create a Business Scenario to fully describe the business problem that is being addressed by the transformation. Once requirements are identified, they should be evaluated in terms of risks. Any residual risks should be escalated to the Architecture Board.

BThe EA team should develop Business Architecture views that demonstrate how stakeholder concerns are addressed and assess each factor for readiness, urgency, and degree of difficulty.

CThe EA team should evaluate the company's readiness for change by identifying factors that will impact the transformation. These factors will be used to determine initial risks associated with the initiative.

DThe EA team should document the risks associated with the transformation in an Implementation Factor Catalog to inform decisions during implementation and deployment.

Show Answer

Correct Answer: A

In TOGAF, creating a Business Scenario is a foundational step in defining and understanding the business problem, especially for complex transformations involving multiple stakeholders and systems, such as in this scenario. This method aligns with Phase A (Architecture Vision) of the TOGAF Architecture Development Method (ADM). Here's why this approach is the most effective:

Understanding Business Requirements:A Business Scenario provides a structured way to capture and analyze the business requirements, stakeholder concerns, and the contextual elements related to the problem. In this scenario, the company faces challenges in integrating newly acquired companies with existing operations, which includes complex stakeholder concerns across different functional areas. Developing a Business Scenario allows the EA team to break down these complexities into identifiable and manageable parts.

Risk Evaluation and Management:By using the Business Scenario approach, the EA team can not only define the requirements but also assess associated risks systematically. TOGAF emphasizes the importance of risk management through identifying potential risks, evaluating their impact, and defining strategies for handling these risks. The process includes assessing how risks can be avoided, transferred, or reduced---a necessary step in large-scale transformations to ensure that risks are proactively managed.

Residual Risks and Governance:Any risks that cannot be fully resolved should be identified as residual risks and escalated to the Architecture Board, which is aligned with TOGAF's governance approach. The Architecture Board's role in TOGAF is to provide oversight and make critical decisions on risks that exceed the control of the EA team. This ensures that unresolved risks are managed at the appropriate level of the organization.

Alignment with TOGAF ADM Phases:The Business Scenario approach directly aligns with the Preliminary and Architecture Vision phases of the TOGAF ADM, which focuses on establishing a baseline understanding of the business context and the strategic transformation required. The detailed understanding of requirements, stakeholder concerns, and risks identified here will guide the subsequent phases of the ADM, including Business Architecture and Information Systems Architecture.

TOGAF Reference (Section 2.6, ADM Techniques):TOGAF provides guidelines on the creation of Business Scenarios as part of ADM Techniques, highlighting the importance of defining a business problem comprehensively to ensure successful transformation. This method includes identification of stakeholders, business requirements, and associated risks, which aligns well with the company's need for strategic and systematic integration of new business units.

By utilizing a Business Scenario, the EA team ensures that all aspects of the transformation are well understood, risks are identified early, and residual risks are managed effectively, aligning with the company's strategic objectives and the TOGAF framework's guidance on risk management and stakeholder alignment.

Question No. 2

Please read this scenario prior to answering the question

You are employed as an Enterprise Architect at a company. The company manages

large-scale farming operations with food production, processing, and distribution. The

goal of the company is to maximize profit while satisfying the needs of consumers for

its products. Its customers demand food that is produced sustainably, safely, and

transparently, while reducing environmental impact.

The business is highly mechanized, and this mechanization has brought about a

decrease in the number of workers needed, together with a focus on agricultural

engineering to improve the efficiency of its farms, its processing facilities, and the

overall enterprise. As part of this, the company has established an Enterprise

Architecture (EA) practice based on the TOGAF standard, using it as the method and

guiding framework. The Chief Information Officer (CIO) is the sponsor of EA practice.

The practice has adopted an iterative approach for its architecture development. This

has enabled the decision makers to have valuable insights into the different aspects

of the business.

In recent years there have been a series of bad harvests, and a major reduction in

yields of the main crop produced by the company. This combined with an increase in

costs for energy, feed, fuel, and fertilizer, had led to a significant decrease in profits.

The rising costs and lower profits mean that the company is unable to take as much

planned action on climate measures as it would like, such as reducing its carbon

footprint. The Chief Executive Officer (CEO) has stated that big changes are needed

to improve yields and profitability.

The outline strategy for change, includes new products, and new markets. The

company will switch to a mix of crops rather than depend on a main crop and will

allow use of its processing facilities by third parties. This is a major decision, and the

CEO has stated a desire to repurpose and reuse rather than replace so as to manage

the risks and limit the costs.

The CIO has assigned the EA team to manage this project. The CIO has stated that

although the overall objective is known, the EA team are expected to define the

scope, a shared vision, and the requirements.

Refer to the scenario

You have been asked to recommend the best approach for architecture development

to realize the CEO's change in direction for the company.

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

AThe team should start on architecture definition and operate multiple ADMphases concurrently to support this change in direction. Once understood, theteam will identify the requirements, drivers, issues, and constraints for thechange. You would include non-functional requirements in the architecturedevelopment to make sure that the target architecture meets it compliance andregulatory requirements.

BThe team first needs to understand the problem and define the structure of thechange. It should start iteration cycles on a baseline first approach toarchitecture development, and then transition planning. This will identify thechange needed to transition from the baseline to the target and can be used towork out in detail what the agreed vision is for the change.

CThe team should start its iteration cycles of architecture development by goingthrough the architecture definition phases (B-D) with a baseline first approach.This will support the change in direction as stated by the CEO. It will ensurethat the change can be defined in a structured manner and address therequirements needed to realize the change.

DThe team should start by defining the baseline Technology Architecture in orderto assess the current infrastructure capacity and capability for the company.Then the focus should be on transition planning and incremental architecturedeployment. This will identify requirements to ensure that the projects aresequenced in an optimal way to realize the change.

Show Answer

Correct Answer: B

The scenario clearly states that:

The overall objective is known,

BUT the EA team is expected to define the scope, shared vision, and requirements,

The company uses an iterative approach,

The CEO wants repurpose and reuse rather than replace,

This is a major strategic shift (new markets, new products, new crop mix).

According to the TOGAF standard, when the problem must be understood, and scope, vision, and requirements are not yet defined, the correct starting point is Phase A: Architecture Vision, using an iteration cycle.

This is also consistent with the ''baseline-first'' approach recommended in the TOGAF Series Guides for situations where:

the business direction is known but high-level,

detailed impacts must be discovered,

and the organization wants to reuse existing capabilities rather than replace them.

Option B is the only answer that:

Begins by understanding the problem,

Defines the structure of the change,

Uses iteration cycles starting with a baseline-first approach,

Leads into transition planning,

Supports clarification of the shared vision and requirements,

Fits the CIO's instruction to ''define the scope, shared vision, and requirements.''

This matches exactly what TOGAF prescribes in early-cycle Architecture Vision and initial iterations.

Question No. 3

Please read this scenario prior to answering the question

You are the Chief Enterprise Architect at a large food service company specializing in sales to trade and

wholesale, for example, restaurants and other food retailers.

One of your company's competitors has launched a revolutionary product range and is running a very

aggressive marketing campaign. Your company's resellers are successively announcing that they are not

interested in your company's products and will sell your competitor's.

The CEO has stated there must be significant change to address the situation. He has made it clear that

new markets must be found for the company's products, and that the business needs to pivot, and address the retail market as well as the existing wholesale market.

A consideration is the company's ability and willingness to change its business model, and if it is a temporary or permanent change. An additional risk factor is one of culture. The company has been used to a stable business with a reasonably well known and settled client base - all with its own local understandings and practices.

The CEO is the sponsor of the EA program within the company. You have been engaged with the sales,

logistics, production, and marketing teams, enabling the architecture activity to start. An Architecture Vision, Architecture Principles, and Requirements have all been agreed. As you move forward to develop a possible Target Architecture you have identified that some of the key stakeholders' preferences are incompatible. The incompatibilities are focused primarily on time-to-market, cost savings, and the need to bring out a fully featured product range, but there are additional factors.

Refer to the scenario

You have been asked how you will address the incompatibilities between key stakeholder preferences.

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

AYou would seek to understand value preferences and priorities of the stakeholders. You woulddevelop alternative Target Architectures, highlighting the gaps between current state and thealternatives. You would consider combining features from one or more alternatives in collaborationwith the stakeholders. A formal stakeholder review should then be held to decide which alternative isfit for purpose and should be moved forward with. You will then secure the funding required.

BYou recommend that since the CEO has stated that the company must pivot, it is better tocompromise on a full product range rather than time-to-market. You would develop just enough of theTarget Architecture to demonstrate fitness of the proposed approach. You would limit the descriptionto just where there is a gap between the current baseline. You would seek approval by thestakeholders to move forward with developing the Target Architecture in detail.

CYou would use the Architecture Vision, Principles, and Requirements to define a set of criteria foralternatives and create a set of architecture views to illustrate the impact of the alternative TargetArchitectures. You would identify the impact on planned projects. You would understand the strengthsand weaknesses of the alternatives. You would conduct a formal stakeholder review to decide whichalternative to move forward with. You will determine the funding required.

DYou would review the Stakeholder Map and ensure that you have addressed and represented theconcerns of all department heads. You will involve them in resolving the incompatibilities. TheCommunications Plan should include a report that summarizes the key features of the architecturewith and how incompatibilities were resolved to reflects the stakeholders' requirements. You willcheck with each key stakeholder they are satisfied with how the incompatibilities have been resolved.

Show Answer

Correct Answer: C

According to the TOGAF standard, the Target Architecture is the description of a future state of the architecture being developed for an organization. It should be aligned with the Architecture Vision, Principles, and Requirements that have been agreed with the stakeholders. To address the incompatibilities between key stakeholder preferences, the TOGAF standard recommends creating and evaluating multiple alternative Target Architectures that meet different sets of criteria. These criteria should reflect the value preferences and priorities of the stakeholders, as well as the business drivers and objectives. The alternative Target Architectures should be illustrated using a set of architecture views that show the impact of each alternative on the business, data, application, and technology domains. The impact on planned projects should also be identified and analyzed. The strengths and weaknesses of each alternative should be understood and documented. A formal stakeholder review should then be conducted to decide which alternative is the most fit for purpose and should be moved forward with. The funding required for implementing the chosen alternative should also be determined and secured.Reference:

The TOGAF Standard, Version 9.2 - Phase B: Business Architecture - The Open Group

The TOGAF Standard, Version 9.2 - Phase C: Information Systems Architectures - The Open Group

[The TOGAF Standard, Version 9.2 - Phase D: Technology Architecture - The Open Group]

[The TOGAF Standard, Version 9.2 - Phase E: Opportunities and Solutions - The Open Group]

[The TOGAF Standard, Version 9.2 - Phase F: Migration Planning - The Open Group]

Question No. 4

Please read this scenario prior to answering the question

You have been appointed as senior architect working for an autonomous driving technology development company. The mission of the company is to build an industry leading unified technology and software platform to support connected cars and autonomous driving.

The company uses the TOGAF Standard as the basis for its Enterprise Architecture (EA) framework. Architecture development within the company follows the purpose-based EA Capability model as described in the TOGAF Series Guide: A Practitioners'Approach to Developing Enterprise Architecture Following the TOGAF ADM.

An architecture to support strategy has been completed defining a long-range Target Architecture with a roadmap spanning five years. This has identified the need for a portfolio of projects over the next two years. The portfolio includes development of travel assistance systems using swarm data from vehicles on the road.

The current phase of architecture development is focused on the Business Architecture which needs to support the core travel assistance services that the company plans to provide. The core services will manage and process the swarm data generated by vehicles, paving the way for autonomous driving in the future.

The presentation and access to different variations of data that the company plans to offer through its platform poses an architecture challenge. The application portfolio needs to interact securely with various third-party cloud services, and V2X (Vehicle-to-Everything) service providers in many countries to be able to manage the data at scale. The security of V2X is a key concern for the stakeholders. Regulators have stated that the user's privacy be always protected, for example, so that the drivers' journey cannot be tracked or reconstructed by compiling data sent or received by the car.

Refer to the scenario

You have been asked to describe the risk and security considerations you would include in the current phase of the architecture development?

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

AYou will focus on the relationship with the third parties required for the travel assistance systems and define a trust framework. This will describe the relationship with each party. Digital certificates are a key part of the framework and will be used to create trust between parties. You will monitor legal and regulatory changes across all the countries to keep the trust framework in compliance.

BYou will perform a qualitative risk assessment for the data assets exchanged with partners. This will deliver a set of priorities, high to medium to low, based on identified threats, the likelihood of occurrence, and the impact if it did occur. Using the priorities, you would then develop a Business Risk Model which will detail the risk strategy including classifications to determine what mitigation is enough.

CYou will focus on data quality as it is a key factor in risk management. You will identify the datasets that need to be safeguarded. For each dataset, you will assign ownership and responsibility for the quality of data needs. A security classification will be defined and applied to each dataset. The dataset owner will then be able to authorize processes that are trusted for a certain activity on the dataset under certain circumstances.

DYou will create a security domain model so that assets with the same level can be managed under one security policy. Since data is being shared across partners, you will establish a security federation to include them. This would include contractual arrangements, and a definition of the responsibility areas for the data exchanged, as well as security implications. You would undertake a risk assessment determining risks relevant to specific data assets.

Show Answer

Correct Answer: D

A security domain model is a technique that can be used to define the security requirements and policies for the architecture. A security domain is a grouping of assets that share a common level of security and trust. A security policy is a set of rules and procedures that govern the access and protection of the assets within a security domain.A security domain model can help to identify the security domains, the assets within each domain, the security policies for each domain, and the relationships and dependencies between the domains1

Since the data is being shared across partners, a security federation is needed to establish a trust relationship and a common security framework among the different parties. A security federation is a collection of security domains that have agreed to interoperate under a set of shared security policies and standards. A security federation can enable secure data exchange and collaboration across organizational boundaries, while preserving the autonomy and privacy of each party.A security federation requires contractual arrangements, and a definition of the responsibility areas for the data exchanged, as well as security implications2

A risk assessment is a process that identifies, analyzes, and evaluates the risks that may affect the architecture. A risk assessment can help to determine the likelihood and impact of the threats and vulnerabilities that may compromise the security and privacy of the data assets.A risk assessment can also help to prioritize and mitigate the risks, and to monitor and review the risk situation3

Therefore, the best answer is D, because it describes the risk and security considerations that would be included in the current phase of the architecture development, which is focused on the Business Architecture. The answer covers the security domain model, the security federation, and the risk assessment techniques that are relevant to the scenario.

:1: The TOGAF Standard, Version 9.2, Part III: ADM Guidelines and Techniques, Chapter 35: Security Architecture and the ADM2: The TOGAF Standard, Version 9.2, Part IV: Architecture Content Framework, Chapter 38: Security Architecture3: The TOGAF Standard, Version 9.2, Part III: ADM Guidelines and Techniques, Chapter 32: Risk Management

Question No. 5

Please read this scenario prior to answering the question

You are employed as an Enterprise Architect working within the Enterprise

Architecture (EA) team at an electric vehicle manufacturer. The company focuses on

designing, manufacturing, and advancing battery technology for sustainable

transportation, while also investing in charging infrastructure, autonomous driving

systems, and renewable energy integration.

The company is introducing a major change to its vehicle design over a five-year

period. This will be a cross-functional effort between hardware and software teams,

delivering significant new features in the vehicles they manufacture. It is planned to be

developed in phases. An architecture to support strategy has been completed with a

roadmap for a set of projects.

The EA team has taken over the architecture for the hardware and software

automotive platform used by current vehicles, some of which will be used again in the

new vehicle design. The EA team has started to pick which parts of the architecture to

use again.

The presentation and access to different variations of data that the company plans to

offer through its vehicles creates a design challenge. The application portfolio and

supporting infrastructure must connect with multiple cloud services and data

repositories in different countries to be able to handle the data at a large scale.

Enough of the Business Architecture has been defined, so that work can commence

on the Information Systems and Technology Architectures. Those architectures need

to be defined to support the primary business services that the company plans to

provide. These services will handle and use the data created by vehicles, preparing

the way for self-driving vehicles in the future.

The company uses the TOGAF standard as the basis for its Enterprise Architecture

framework. The EA team reports to the Chief Technical Officer (CTO), who is the

sponsor of the EA program. The CTO requires that the EA team follow the purpose-

based EA Capability model as described in the TOGAF Series Guide: A Practitioners'

Approach to Developing Enterprise Architecture Following the TOGAF ADM.

Refer to the scenario

How would you plan, organize, and manage the architecture development at this

stage?

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

AThe superior architecture should be used to guide the approach. Review theidentified projects, dependencies, and potential overlaps, then decide the orderfor starting the projects. Develop high-level architecture descriptions. For eachproject determine how much work is needed, identify reference architectures,and candidate building blocks. Identify the resource needs, considering costand value. Document the different options, risks, and ways to control them toenable feasibility analysis and trade-off with the stakeholders.

BStart an iteration of ADM Phase A, perform a Stakeholder Analysis, identifyingthe key stakeholders and revising the Architecture Vision. Update theStakeholder map created for the strategic architecture, so it reflects thestakeholders who are now the most important for the projects that are to bedeveloped. Hold a formal review with the CTO, who should decide whichprojects to include in the Architecture Roadmap and update the Implementationand Migration Plan to reflect the decisions.

CFollow a standard pattern for cloud solutions that manage complex data, andwhich fits with the architecture to support strategy. Develop high-level TargetData, Application and Technology Architectures. Review the Architecture Visionto determine the level of detail, time, and scope of the ADM cycle phasesrequired for architecture development for the project. Identify and estimate thecost of the main work packages. Create an Architecture Roadmap and requestthe Architecture Board to approve the roadmap. Start the project.

DArchitecture descriptions for the Application, Data, and TechnologyArchitectures should be developed at a suitable level to address the problems,and to identify the different options. For each project this includes identificationof candidate architecture and solution building blocks. Solution providersshould be identified, a readiness assessment performed, and an assessmentof the viability and fitness of the solution options. The results should be addedto the draft Implementation and Migration plan.

Show Answer

Correct Answer: A

The scenario states that:

A strategic architecture and roadmap already exist.

Business Architecture is complete, so the work now shifts to Information Systems and Technology Architectures (ADM Phases B--D).

The CTO requires use of the purpose-based EA Capability model (from the TOGAF Series Guide: A Practitioner's Approach to Developing Enterprise Architecture Following the TOGAF ADM).

The EA team has to plan, organize, and manage the next stage of architecture development, including re-use of existing hardware/software platform components, candidate solutions, feasibility, risks, and prioritization.

Under the purpose-based EA approach, when moving from strategy into defining the next layers of architecture, TOGAF emphasizes:

Using the superior (already-approved) architecture to guide the next ADM cycles-- This corresponds to the strategic architecture that is already completed.

Analyzing project dependencies, overlaps, and sequencing

Defining high-level architecture descriptions for the next iteration

Identifying reference architectures and candidate building blocks (especially when reusing existing platform components)

Assessing feasibility, value, cost, and risk for each project

Preparing for stakeholder trade-offs before formalizing the roadmap

These tasks map directly to Option A.

Why Option A is correct

Option A includes exactly what the purpose-based EA approach prescribes at this stage:

''The superior architecture should be used to guide the approach.'' Correct --- strategic architecture guides the work.

''Review the identified projects, dependencies, and potential overlaps, then decide the order...'' Correct --- sequencing and dependency assessment are core early tasks in Phases B--D planning.

''Develop high-level architecture descriptions.'' Correct --- Business Architecture is done; now high-level IS/Tech Architecture descriptions are needed.

''Identify reference architectures and candidate building blocks.'' Correct --- aligns with TOGAF building-block approach, and specifically fits the scenario where existing platform components will be reused.

''Identify resource needs, considering cost and value.'' Correct --- mandatory for feasibility and planning.

''Document options, risks, and ways to control them to enable feasibility analysis and trade-off with stakeholders.'' Correct --- this matches ADM guidelines for preparing options and addressing complexity before deeper development.

This is precisely how TOGAF expects the architecture team to plan, organize, and manage an ADM cycle after strategy is set.

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