OG0-092 TOGAF 9 Part 2 Free PDF | http://babelouedstory.com/
Wed, 26 May 2021 02:13:00 -0500entext/htmlhttps://www.rit.edu/study/free-culture-and-free-and-open-source-computing-immersion Thani Sokka

Enterprise Cloud Platform Strategic Account Manager


Thani Sokka has over 17 years of experience in systems engineering, enterprise architecture, design and development, software project management, and data/information modeling, working with the latest IT systems technologies and methodologies. He has spent significant time designing solutions for the public sector, media, retail, manufacturing, financial, biomedical, and social/gaming industries. At Google, Thani is a Strategic Account Manager focused on empowering Google Cloud Platform’s largest customers derive the most from Google’s cloud technologies, including it’s compute, storage, and big data solutions. He also works closely with the Google Cloud Platform Product Management and Product Engineering teams to help drive the direction of Google's Enterprise Cloud Platform business. Prior to Google, Thani was an enterprise architect at Oracle focused on helping Federal organizations implement SOA (Service Oriented Architecture) solutions. Thani also worked as a senior IT consultant at Booz Allen Hamilton, a lead software architect at Thomson Reuters, and a software engineer at MicroStrategy. Thani has achieved various IT certifications from organizations such as MicroStrategy, Oracle, and The Open Group (TOGAF). He holds a M.S. degree in Computer Science from Johns Hopkins University and a B.S. degree in Computer Science, Biomedical Engineering, and Electrical Engineering from Duke University.

Fri, 06 Mar 2015 18:37:00 -0600 en text/html https://www.dbta.com/DataSummit/Speakers/Thani-Sokka.aspx
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Steve McDonnell's experience running businesses and launching companies complements his technical expertise in information, technology and human resources. He earned a degree in computer science from Dartmouth College, served on the WorldatWork editorial board, blogged for the Spotfire Business Intelligence blog and has published books and book chapters for International Human Resource Information Management and Westlaw.

Tue, 19 Apr 2022 08:33:00 -0500 en-US text/html https://smallbusiness.chron.com/open-pdf-reader-internet-explorer-61755.html
12 Best Free PDF Readers for Windows and Mac in 2024 No result found, try new keyword!Skim is a free and open-source PDF editor that allows you to read not only scientific articles in PDF format but also eBooks. Its most useful features include full-screen mode, the ability to ... Mon, 28 Nov 2022 10:00:00 -0600 en-US text/html https://techpp.com/2022/11/29/free-pdf-readers-windows-mac/ Free speech group hopeful for film showing No result found, try new keyword!A group of academics at the University of Edinburgh ... of Edinburgh - with an international reputation, clear policies on free speech and a duty of care to staff and students on both sides ... Tue, 21 Nov 2023 09:02:00 -0600 en-us text/html https://www.msn.com/ How to Convert a PDF to a PPT with Open Source

Based mostly in Norwich, UK, Charles Jackson has been writing articles professionally for the Web since 2007. He has completed college-level English language and English literature studies. Jackson maintains a travel blog and regularly writes for the travel market.

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OG0-092 Free PDF - TOGAF 9 Part 2 Updated: 2024

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Exam Code: OG0-092 TOGAF 9 Part 2 Free PDF January 2024 by Killexams.com team

OG0-092 TOGAF 9 Part 2

TOGAF® 9 Part 2 Exam

Exam Summary

Exam Name: TOGAF® 9 Part 2 Exam

Exam Number:

OG0-092 - English

OG0-095 - Brazilian Portuguese

OG0-097 - Simplified Chinese

OG0-F92 - French

OG0-S92 - Latin American Spanish

Qualification upon passing: TOGAF 9 Certified

Delivered at: Authorized Examination Provider Test Centers

Prerequisites: TOGAF 9 Foundation or a pass of the TOGAF 9 Part 1 exam on the same day at the same test center

Supervised: Yes

Open Book: Yes, an electronic copy of the TOGAF 9 Standard is built into the exam. No hardcopy books may be used at test centers. (*)

Exam type: Scenario Based, Complex Multiple Choice

Number of questions: 8

Pass score: 60% (24 out of 40 points)

Time limit: 90 minutes (**)

Retake policy: If you fail the test you must wait one month before another attempt

Examination Fee: See Fees
TOGAF 9 Part 2
The-Open-Group TOGAF Free PDF

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OG0-091 TOGAF 9 Part 1
OG0-092 TOGAF 9 Part 2
OG0-093 OG0-093 TOGAF 9 Combined Part 1 and Part 2
OG0-061 IT4IT Part 1
OGB-001 TOGAF Business Architecture Part 1
OGBA-101 TOGAF Business Architecture Foundation
OGEA-103 TOGAF Enterprise Architecture Combined Part 1 and Part 2

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TOGAF 9 Part 2
Question #71 Section 1
You are serving as the Lead Architect for an Enterprise Architecture project team within a multinational oil and gas
corporation. It is organized into two major business groupings:
Upstream operations which include exploration for crude oil and natural gas and operating the infrastructure
necessary to deliver oil and gas to the market
Downstream operations which include the manufacturing, distribution and marketing activities for oil products
and chemicals. Safety is a priority for the company, with the aim to ensure it causes zero harm to people and the
environment. The company has to satisfy the regulatory requirements of each of the countries it operates in.
The downstream business generates a third of the company's profits worldwide and includes more than 30,000
petrol stations and various oil refineries. In some countries it also includes oil refining, a retail petrol station
network, lubricans manufacture and marketing, industrial fuel and lubricans sales. The practice for the downstream
business has been to operate locally, managed by local "operating companies".
The Governing Board is concerned about the risk posed by operating in this complex global environment with a
large part of the downstrean business represented by local operating companies. As a result, the Chief Executive
Officer (CEO) has appoimted a Chief Compliance Officer (CCO) to be responsible for overseeing and managing
compliance issues to the corporation. The CCO reports directly to the CEO.
The CCO has approved the expenditure of resources to establish an Enterprise Architecture program, and has
mandated the use of the TOGAF standard as the framework. He has requested to be
You have been asked to recommend an approach that would enable the development of an architecture that
addresses the needs of the Chief Compliance
Officer, legal staff, auditors and the local operating companies.
Based on the TOGAF Standard, Version 9.2, which of the following is the best answer?
A. You recommend that an analysis of the stakeholders is undertaken, including development of a
Stakeholder Map. This will allow the architects to define groups of stakeholders who have common concerns.
The concerns and relevant viewpoints should then be defined for each group of stakeholders, and recorded in
the Architecture Vision document.
B. You recommend that the ArchiMate modeling language is used to create a set of models that can be
applied uniformly across all architecture projects. Each architecture should then be defined based on this
fixed set of models. All concerned parties can then examine the models to ensure that their needs have been
C. You recommend that a set of models be created for each project architecture that can be used to ensure
that the system will be compliant with the local regulations. A formal review should be held with the
stakeholders to verify that their concerns have been properly addressed by the models.
D. You recommend that a Communications Plan be created to address the powerful and influential
stakeholders. This plan should include a report that summarizes the key features of the architecture with
respect to each location and reflect the stakeholders' requirements. You will check with each stakeholder that
their concerns are being addressed.
Answer: B
Question #72 Section 1
You are working as a consultant to the Chief Architect at an intelligent and security organization responsible for
securing government communications and information systems. These provide real-time, highly secure
communication of voice, video, and message data to remove locations around the world. The agency has recently
received information from intelligence sources that the current encryption protocols may no longer be secure. In
response, a program is underway to upgrade the systems.
The agency has an established Enterprise Architecture (EA) capability based on the TOGAF standard. The
Executive Director of the agency is the sponsor of the
EA capability.
Since reliable, high-preformcane, and secure communications are essential to be preserving national security, the
Executive Director has placed stringent requirements for the architecture of the upgraded systems. It must be able
to provide assurance of the upgraded systems. It must be able to provide assurance and verification of specific
performance measures on the key services that are most crucial for system operation. Focusing on these service-
level details and specific measurements will allow stricter requirements to be enforced in service contracts. It will
also provide a high degree of assurance that necessary performance is being delivered and that notifications will
occur if any critical service fails to perform as required.
A portion of the program budget has been allocated to conduct a review of the EA. The scope of the review is to
evaluate the processes, content, and governance of the EA capability to ensure that the higher target performance
and service levels required by the upgraded system can be achieved.
The Chief Architect has noted that the core EA artifacts that have been in use are not able to describe these new
capabilities. The artifacts do not have explicit provisions for defining the in-depth measurement requirements
regarding specific services required for the system. She has learned that certain services within the current system
have service measurement implemenations that match some of the new requirements, but they are only used in a
few areas.
Recent EA efforts at another national agency have produced generalized high-performance communication system
models to realize similar requirements in a critical defense system involving secure communications. It is possible
that these models may be useful for the upgrade program.
[Note: You may need to refer to the Content Metamodel chapter, section 30.4 (located in Part IV) of the reference
text in order to answer this question.]
You have been asked to make recommendations for tailoring the Architecture Content Metamodel to accommodate
the requirements of the upgraded system.
Based on the TOGAF Standard, Version 9.2, which of the following is the best answer?
A. You recommend that the motivation and governance extensions are incorporated into the Architecture
Content Metamodel. Using these extensions will allow modeling the goals, objectives and drivers for the
architecture, linking them to servive levels and more detailed governance models. This will also enable the
ability to re-use existing profiles, customizing them for the various service contracts involved.
B. You recommend that a Communications Engineering view is created using the infrastructure
consolidation extension from the Architecture Content Metamodel. This view will allow architects to align
the needed performance measurement communications across the system. This will support the stringent
performance measurements needed for the more detailed governance views required for the upgraded system,
making the interfaces to the communication and network layer of the architecture highly visible at the
application level.
C. You recommend all of the extensions be incorporated into the Architecture Content Metamodel. The full
Content Metamodel will enable the EA team to capture and categorize all the important additional data neded
to support the performance and measurement objectives linked to these artifacts. Once the new repository
content has been implemented, on-demand queries can be used to generate a customized governance
stakeholder view that isolated the artifacts and data needed to assess measurement for any particular service.
If this view is found to be inadequate for the governance concerns, the servie models within those artifacts
can be expanded.
D. You recommend that the services extension be incorporated into the Architecture Content Metamodel. By
using this extension, the service model is no longer constrained by what is expected in typical business
service defintions, allowing more flexibility for adding customized models to support the more stringent
measurement requirements. The services extension can also be used to map terminology between the
business services and the application components.
Answer: D
Question #73 Section 1
You are serving as an Enterprise Architect at a large aerospace company. It designs, manufactures and sells civil
and military aviation products worldwide and manufactures in multiple countries both inside and outside of the
European Union. The company has grown rapidly by acquisition and has inherited numerous different procurement
processes and related IT systems.
Recently, several procurement processes, within the civil aviation business, have had problems related to the timing
of purchases, which has led to excess inventory. The Vice President in change of Supply Chain Management has
made the decision to consolidate and reduce redundant procurement processes and systems. He has committed to
the CEO that the business will move to a "Just-in-time" procurement system so as to keep inventory costs low.
The TOGAF standard is used for internal Enterprise Architecture activities. At presents, there are no architectural
assets in the Architecture Repository related to this initiative. All assets will need to be acquired, customized, or
created from scratch. The company prefers to implement commercial off the shelf package applications with little
customization. The CIO, who is the project sponsor, has stated that she is not concerned about preserving the
existing procurement processes or systems.
This project is using an iterative approach for executing the Architecture Development Method (ADM). The
architecture development project has completed the
Architecure Vision Phase and has started a number of iteration cycles to develop the Architecture. As a packeged
application is being considered, the next iteration will include both the Business and Application Architectures.
Stakeholder concerns that should be addressed by these architectures include:
1. What groups of people should be involved in procurement-related business processes?
2. What applications will these groups use once the architecture development is complete?
3. What non-procurement applications will need to be integrated with the new procurement applications?
4. What are the dependencies between the non-procurement and the new procurement applications?
[Note: You may need to refer to the Architectural Artifacts chapter, section 31.6 (located in Part IV) within the
reference text in order to answer this question.]
You have been asked to identify the most appropriate catalogs, matrices, and diagrams to support the next iteration
of Architecture development.
Based on the TOGAF Standard, Version 9.2, which of the following is the best answer?
A. You would describe the Baseline Business Architecture with an Organization/Actor catalog, a Business
Service/Function catalog, and a Data Entity/Business Function matrix. You would describe the Baseline
Application Architecture with an Application Portfolio catalog and an Application/Function matrix.
B. You would describe the Target Business Architecture with a Business Service/Function catalog, an
Organization/Actor catalog, and Data Lifecycle diagrams. You would describe the Target Application
Architecture with Application Communication diagrams, an Application Interaction matrix, and an
Application Portfolio catalog.
C. You would describe the Target Business Architecture with a Business Interaction matrix, and a Business
Service/Function catalog. You would describe the Target Application Architecture with an Application
Communication diagram, an Application/Organization matrix, an Application Interaction matrix and an
Interface catalog.
D. You would describe the Baseline Business Architecture with a Baseline Business Process catalog, and an
Object lifecycle catalog. You would describe the Baseline Application Architecture with an Interface catalog
and a Technology Portfolio catalog.
Answer: B
Question #74 Section 1
Your role is that of Lead Enterprise Architect for a chain of convenience stores. The chain includes over 15,000
retail outlets throughout the Asia-Pacific region.
Each store in the chain is an independently owned and operated franchise. The stores operate 24 hours a day and 7
days a week. Many of the stores have been wirh the franchise for more than 10 years and still use the original IT
systems deployed at that time.
The CEO of the chain has stated his concerns about the inefficiencies of the current systems and identified the need
to change. He has defined a new strategic vision that will enhance the business by providing its franchisees new
services to help them complete with other retail outlets and online retailers. This strategy is part of the long-term
commitment to enhance the brand image and increase revenue for the chain. He has also stated that he expects
improved financial results by the end of the current fiscal year.
The changes will help provide the chain with improved products, and more efficient operations. The stores will also
act as delivery and return locations for a large online retailer which will further increase the number of potential
customers. The addition of a corporate-wide data warehouse will provide analytics that will enable the marketing
group to Excellerate its ability to target advertising and new products to specific regions.
The chain has a mature Enterprise Architecture practice based in its headquarters and uses the TOGAF standard as
the method and guiding framework. The CIO is the sponsor of the activity.
The Chief Architect engaged the services of a leading consulting firm that specializes in business strategy. An
initial study has been conducted to identify the strategic changes needed to implement the CEO's vision. This
recently completed with approval of a strategic architecture encompassing the entire chin, including detailed
requirements and recommendations.
Based on the recommendations from the initial study, the decision for the chain to adopt a packegd suite of
integrated applications that is tailored to the needs of the franchise has been taken.
You have been asked by the Chief Architect to propose the best approach for architecture development to realize
the CEO's vision.
Based on the TOGAF Standard, Version 9.2 which of the following is the best answer?
A. You proposed that the target architecture is defined first, followed by transition planning. This is because
the vision is well understood and the strategic architecture agreed. The target first approach will ensure that
the current problems and inefficiencies of the baseline architecture are not carried forward, and the baseline
architecture are not carried forward, and that the proposed solution addresses the requirements identified in
the initial study.
B. You propose that his engagement define the baseline architecture first in order to assess the current
infrastructure capcity and capability. The initial priority is to understand the problem. Then the focus should
be on transition planning and architecture deployment. This will identify requirements to ensure that the
prjects are sequenced in an optimal fashion so as to realize the vision.
C. You propose that the team focus on defining the target architecture by going through the architecture
definition phases (B-D). This is because the initial study identified the need to change. This will ensure that
the change can be defined in a structured manner and address the requirements needed to realize the vision.
D. You propose that the team focus on architecture definition with a specific emphasis on understanding the
strategic change parameters of the business strategy. Once understood, the team will be in the best position
to identify the requirements, drivers, issues, and constraints for this engagement. You would ensure that the
target architecture addresses non-functional requirements so as to ensure the target architecture is robust and
Answer: A
Question #75 Section 1
You have been assigned the role of Chief Enterprise Architect within a leading professional services company that
specializes in providing outsourcing services.
The company has over 20,000 professionals and works on some of the world's largest outsourcing projects.
Outsourcing services include business processes, infrastructure, and service management. The company also
provides business consulting services. Roughly half of its turnover comes from the private sector and hal from the
public sector.
With numerous service areas and a large number of diverse engagements in progress at any given time, overall
engagement management within the company has become challenging. The company has recently had a number of
high profile projects that have overrun on budget and under delivered, thereby damaging its reputation and
adversely impacting its share price.
The company has established an Enterprise Architecture program based on the TOGAF standard, sponsored jointly
by the Chief Executive Officer and Chief
Information Officer. An Architecture Board has been formed comprised of IT staff executives and executives from
the major service areas and consulting practice.
The Enterprise Architecture (EA) team has been working with the Strategic Planning team to create a strategic
Enterprise Architecture to address these issues.
The EA team has defined a framework and held workshops with key stakeholders to define a set of architecture
principles to govern the architecture work. They have completed an Architecture Version at a strategic level and
laid our Architecture Definitions for the four domains. They have set out an ambitious vision of the future of the
company over a five-year period. This will include three distinct transformations.
The CIO has made it clear that prior to the approval of the detailed implementation and Migration plan, the EA
team will need to assess the risks associated with the proposed architecture. He has received concerns from some
of the vice presidents across the company that the proposed architecture may be too ambitious and they are not sure
it can produce sufficient value to warrant the risks.
You have been asked to recommend an approach to satisfy these concerns.
Based on the TOGAF Standard, Version 9.2, which of the following is the best answer?
A. Before preparing the detailed Implementation and Migration plan, the EA team should review and
consolidate the gap analysis results from Phases B to D. This can be used to understand the transformations
that are required to achieve the proposed Target Architecture. The EA team should then assess the readiness
of the organization to undergo change. Once the architecture has been assembled, it should be analyzed using
a state evolution table to determine the Transition Architectures.
B. The EA team should apply an interoperability analysis to evaluate any potentital issues across the
architecture. This should include the development of a matrix showing the interoperability requirements.
Once all of the concerns have been resolved, the EA team should finalize the Architecture Roadmap and the
Implementation and Migration Plan.
C. The EA team should evaluate the organization's readiness to undergo change. This will allow the risks
associated with the transformations to be identified and mitigated for. It will also identify improvement
actions to be worked into the Implementaion and Migration Plan. The Business Value Assessment technique
should then be used to detetmine the business value and associated risks for the transformation.
D. The EA team should bring together information about potential solutions from the appropriate sources.
Once the target architecture has been assembled, it should be analyzed using a state evolution table to
determine the Transition Architectures. A value realization process should then be established to ensure that
the concerns raised are addressed.
Answer: C
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Required Courses

Free & Open Source Culture

This course charts the development of the free culture movement by examining the changing relationship between authorship and cultural production based on a variety of factors: law, culture, commerce and technology. In particular, we will examine the rise of the concept of the individual author during the last three centuries. Using a variety of historical and theoretical readings, we will note how law and commerce have come to shape the prevailing cultural norms surrounding authorship, while also examining lesser known models of collaborative and distributed authoring practices. This background will inform our study of the rapid social transformations wrought by media technologies in last two centuries, culminating with the challenges and opportunities brought forth by digital media, mobile communications and networked computing. Students will learn about the role of software in highlighting changing authorship practices, facilitating new business and economic models and providing a foundation for conceiving of open source, open access, participatory, peer-to-peer and Free (as in speech, not beer) cultures. (Prerequisites: Completion of First Year Writing (FYW) requirement is required prior to enrolling in this class.) Lecture 3 (Spring).


Humanitarian Free & Open Source Software Development

This course provides students with exposure to the design, creation and production of Open Source Software projects. Students will be introduced to the historic intersections of technology and intellectual property rights and will become familiar with Open Source development processes, tools and practices. They will become contributing members of humanitarian software, game and interactive media development communities. Students will actively document their efforts on Humanitarian Free and Open Source Software community hubs. (Prerequisites: This class is restricted to students with at least 2nd year standing.) Lec/Lab 3 (Spring).

Choose one of the following:

   Small Group Communication

This course provides students with opportunities to engage in small group decision making and problem solving. Students will analyze and evaluate their own experiences and relate them to theories and research from the field of small group communication. Lecture 3 (Fall or Spring).


   Intercultural Communication

Intercultural communication provides an examination of the role of culture in face-to-face interaction. Students may find a basic background in communication, anthropology, or psychology useful. Lecture 3 (Fall or Spring).


   Text & Code

We encounter digital texts and codes every time we use a smart phone, turn on an app, read an e-book, or interact online. This course examines the innovative combinations of text and code that underpin emerging textual practices such as electronic literatures, digital games, mobile communication, geospatial mapping, interactive and locative media, augmented reality, and interactive museum design. Drawing on key concepts of text and code in related fields, students will analyze shifting expressive textual practices and develop the literacies necessary to read and understand them. Practicing and reflecting on such new media literacies, the course explores their social, cultural, creative, technological, and legal significance. To encourage multiple perspectives on these pivotal concepts of text and code and their import, the course includes guest lectures by scholars and practitioners in these fields. Lecture 3 (Fall).


   Intro to Natural Language Process

This course provides theoretical foundation as well as hands-on (lab-style) practice in computational approaches for processing natural language text. The course will have relevance to various disciplines in the humanities, sciences, computational, and technical fields. We will discuss problems that involve different components of the language system (such as meaning in context and linguistic structures). Students will additionally collaborate in teams on modeling and implementing natural language processing and digital text solutions. Students will program in Python and use a variety of relevant tools. Expected: Programming skills, demonstrated via course work or instruction approval. Lecture 3 (Spring).


   Computing, Culture, and Society

This course is designed to introduce students to the social impacts of computing technology. The course will provide a brief introduction to ethics and to the history of computing and the Internet. It will focus on a number of areas in which computers and information technology are having an impact on society including privacy, freedom of speech, intellectual property, work, distribution of wealth, algorithmic bias and the environment. Current issues that will be discussed include electronic voting, spyware, spam, and intellectual property issues associated with digital content distribution. Students will be required to demonstrate oral and written communication skills through assignments such as short papers, homework, group discussions, and debates. Computing majors may take this course only with department approval. Lecture 3 (Fall).


   Science and Technology Policy

Examines how local, state, federal and international policies are developed to influence innovation, the transfer of technology and industrial productivity in the United States and other selected nations. Lecture 3 (Fall, Spring).


   Foundations of Engagement and Community Transformation

Are you passionate about addressing the socially-complex, wicked problems of our time? This interdisciplinary, active-learning course will lay the groundwork for students who want to participate in future place-based community-engaged research, development or design projects that build on community strengths and address community determined challenges. Through literature reviews, discussions, cases study analysis, role plays, debates, reflective writing, and visits with experienced community practitioners, we will explore the larger context of the systems within which we live and how others have engaged in efforts to Excellerate community wellbeing both locally and globally. We will strive for a more nuanced understanding of our world and its power dynamics from various perspectives. We will investigate the context in which community and economic development has traditionally occurred, how technology has been involved, and the effects of projects and activities on the “beneficiaries”. We will investigate best practices including mindsets, worldviews, skills, processes, and tools for community-driven positive change. Finally we will use all our learnings to develop our own evaluation framework and apply it to a current community project. This course incorporates humanities and social science approaches and counts for general education requirements. Lecture 3 (Spring).


   Social Consequences of Technology

Modern society is increasingly based on technology. With each advance due to technology, unanticipated problems are also introduced. Society must define and solve these problems or the advances may be diluted or lost. In this course we study several interactions between technology and the world in which we live. We investigate how various technologies developed and compare the expected effects of the new technologies with the actual results. Lecture 3 (Fall, Spring).


   History of Women in Science and Engineering

Using biographical and social-historical approaches, this course examines the history of women's involvement in science and engineering since the birth of modern science in the seventeenth century; the historical roots of gender bias in the Western scientific enterprise; and the influx of women into science and engineering since the mid-to-late 20th century. Cross-listed with women's and gender studies. Lecture 3 (Spring).

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