The Open Group OGBA-101 Exam Questions

A Business Capability Map is structured by categorizing and grouping capabilities into high-level clusters that align with business objectives. This approach aligns with TOGAF principles for clarity and simplification in business capability representation, enabling a coherent view of business abilities.

Business capability maps provide a structured view of what an organization does to achieve its objectives. To create a clear and understandable map, capabilities need to be organized effectively. Categorizing and grouping are the primary methods used for this purpose:

Categorizing: This involves classifying capabilities into different types or categories based on their characteristics or purpose. Common categories include:

Core capabilities: Essential for the organization's core business.

Supporting capabilities: Enable or enhance core capabilities.

Customer-facing capabilities: Directly interact with customers.

Operational capabilities: Focus on internal operations.

Grouping: This involves grouping related capabilities together to create a hierarchical structure. This helps to visualize relationships between capabilities and understand how they contribute to broader business functions

According to the TOGAF Business Architecture Guide, value streams play a key role in providing a structured framework that supports more effective analysis of business requirements, case management, and solution design. Value streams offer a high-level, customer-centric view of how value flows through the organization, which helps in aligning business requirements and ensuring solutions are well-targeted to meet those requirements.

Role of Value Streams in Business Requirements Analysis Value streams help stakeholders understand the key stages and outcomes that deliver value to customers or stakeholders. This framework facilitates a clear alignment between business requirements and the value outcomes each requirement supports. By mapping requirements to specific value stream stages, architects can ensure that requirements are directly tied to business outcomes.

Supporting Case Management Value streams also provide a structured approach for managing various business cases. By identifying key stages in the value creation process, value streams help in evaluating and prioritizing cases based on their impact on value delivery. This structured approach enhances case management by focusing on value, efficiency, and alignment with organizational goals.

Enhancing Solution Design Solution design is more effective when informed by a value stream view, as it allows architects to focus on delivering value at each stage of the process. By understanding the flow of value, architects and solution designers can ensure that technology, processes, and capabilities are aligned to support the most critical aspects of the value stream. This alignment optimizes solution design to meet specific business needs more effectively.

Why Option B is Correct The TOGAF Business Architecture Guide explicitly states that value streams provide a framework for business requirements analysis, case management, and solution design. This insight indicates that value streams are instrumental in ensuring that these elements are aligned with how value is delivered within the organization.

Why Other Options are Incorrect:

Option A (Identify value, duplication, and redundancy): While value streams can provide insights into operational efficiency, they are not primarily focused on identifying duplication and redundancy across the enterprise. Instead, this aspect is typically covered by detailed process mapping or capability assessments.

Option C (Highlighting value of individual work packages): Value streams do not emphasize individual work packages but rather focus on the overall flow of value. Work packages are more granular and usually defined during implementation and migration planning.

Option D (Ensuring investment prioritization): Investment prioritization is more closely associated with portfolio management rather than value stream mapping. Although value streams inform decision-making, they do not directly handle funding prioritization.

Conclusion:

The correct answer is B because value streams provide a framework that directly supports business requirements analysis, case management, and solution design, as outlined in the TOGAF Business Architecture Guide.

TOGAF Business Architecture Guide, Value Streams Section

In the context of TOGAF and Business Architecture, the diagram depicts the relationship between a Value Stream, Value Stage, and Value.

Value Stream: Represents the end-to-end set of activities that create and deliver value to a stakeholder.

Value Stage: A distinct step or phase within the Value Stream.

Value: The benefit delivered to the stakeholder.

The relationship 'X' indicates that a Value Stream is composed of multiple Value Stages.

Think of it like a journey (Value Stream) with multiple stops along the way (Value Stages). Each stage contributes to the overall value delivered at the end of the journey.

Risk Management is the discipline that addresses the identification, assessment, and prioritization of risks followed by coordinated application of resources to minimize, control, and monitor the impact of unfortunate events or to maximize the realization of opportunities. It is about striking a balance between the positive outcomes of opportunities and the negative outcomes of risks, ensuring that the enterprise can achieve its objectives while keeping potential threats under control.

The diagram provided illustrates a Capability Map. Here's why:

Focus on 'what' the organization does: The diagram depicts various functions and activities that the organization performs, such as 'Program/Human Resource Matching,' 'Employee Supply and Demand Mgmt,' 'Benefits Management,' etc. These represent the capabilities of the organization, or what it is able to do.

Hierarchical structure: The capabilities are organized hierarchically, with broader functions like 'HR Mgmt.' encompassing more specific capabilities like 'Position Advertising' and 'Skills Assessment.' This shows how different capabilities relate to each other and contribute to higher-level functions.

No specific process flow: Unlike a process map or value stream map, this diagram doesn't show a sequence of steps or flow of activities. It focuses on the capabilities themselves, not how they are executed