Official Exam Details: (OGEA-102)
OGEA-102
70%
57 Verified Questions
120 Minutes
Exam Format & Question Types
This certification exam features multiple-choice questions (single and multi-select), interactive Hotspots, Hot Areas, and Drag-and-Drop scenario configurations designed to test real-world technical competency.
OGEA-102: The Open Group Certified Enterprise Architect Study Guide & Architectural Master Blueprint
Welcome, aspiring Enterprise Architect! This comprehensive study guide and architectural blueprint is meticulously crafted for candidates targeting the OGEA-102 certification exam. As an expert in enterprise architecture frameworks and an exam author, I’ve distilled the core knowledge and strategic insights necessary for you to excel in this challenging, application-focused assessment. Prepare to master the practical application of the TOGAF Standard to real-world architectural scenarios.
1. Exam Overview & Profile
The OGEA-102 exam, known as the TOGAF Enterprise Architect Part 2 Exam, assesses a candidate’s ability to apply the foundational knowledge of the TOGAF Standard to complex architectural problems. It is designed for experienced enterprise architects and professionals seeking to demonstrate proficiency in leveraging the TOGAF Architecture Development Method (ADM) and its associated techniques for effective enterprise transformation.
- Target Audience: Experienced enterprise architects, solution architects, business architects, and IT managers responsible for developing, governing, and managing architectural capabilities within organizations. Candidates typically possess a foundational understanding equivalent to TOGAF Part 1.
- Question Count: 8 complex scenario-based questions. Each scenario is followed by 5 multiple-choice options, making a total of 40 scorable items.
- Duration: 90 minutes.
- Passing Score: 60% (24 out of 40 points). Questions are graded on a scale, with the most correct answer receiving 5 points, the next best 3 points, and so on.
- Format: Open book (digital copy of the TOGAF Standard is permitted), multiple-choice, scenario-based.
2. Deep-Dive Domain Breakdown
The OGEA-102 exam rigorously tests your ability to *apply* TOGAF concepts. This means understanding not just “what” each component is, but “how” it’s used within various contexts. Your architectural master blueprint should focus on these core application areas:
- Architecture Development Method (ADM) Application:
- Tailoring the ADM: Understanding how to adapt and scope the ADM to specific organizational contexts in the Preliminary Phase.
- Phase A (Architecture Vision): Defining the scope, stakeholders, business drivers, and the high-level Architecture Vision. Selecting appropriate techniques like Business Scenarios.
- Phases B, C, D (Business, Information Systems, Technology Architectures): Deep understanding of how to develop baseline and target architectures for each domain, including catalog, matrix, and diagram production. Emphasis on stakeholder concerns and identifying gaps.
- Phase E (Opportunities & Solutions): Identifying viable architectural solutions, grouping them into work packages, and determining implementation approaches.
- Phase F (Migration Planning): Developing detailed migration and implementation plans, considering dependencies, risks, and benefits.
- Phase G (Implementation Governance): Ensuring architectural compliance during implementation projects.
- Phase H (Architecture Change Management): Establishing processes for monitoring and managing ongoing changes to the architecture.
- Requirements Management: Applying the Requirements Management phase throughout the ADM cycle to ensure consistent and traceable architectural requirements.
- Architecture Governance and Management: Establishing, operating, and adapting an effective Architecture Capability and Architecture Board. Understanding compliance, contracts, and stakeholder roles in governance.
- Architecture Content Framework & Metamodel: Applying the TOGAF content framework to define clear deliverables, artifacts, and building blocks. Using the TOGAF Core Metamodel for consistent architectural descriptions.
- Enterprise Continuum and Tools: Leveraging the Architecture Repository to store and reuse architectural assets. Applying the Enterprise Continuum concepts to categorize and organize architectural content, including Architecture Building Blocks (ABBs) and Solution Building Blocks (SBBs). Understanding how to utilize reference models (e.g., TRM, SRM).
- Key TOGAF Techniques Application: Practical application of specific techniques such as Stakeholder Management, Business Scenarios, Gap Analysis, Interoperability Requirements, and techniques for Migration Planning.
3. High-Yield Exam Tips & Scenario Traps
- Focus on Context: Every scenario is unique. Identify the current ADM phase, the primary business problem, the key stakeholders involved, and their specific concerns or motivations. Your answer must align with this precise context.
- “Best” Answer, Not Just “Correct”: Multiple options may seem plausible. The OGEA-102 exam requires you to select the *most appropriate* action or artifact, given the current stage of the ADM and the stated architectural objectives.
- Leverage Open Book Strategically: Do not rely on the open book feature to learn TOGAF during the exam. Instead, use it efficiently to confirm specific details (e.g., exact steps in a phase, definitions of terms, content of a particular artifact) when unsure. Familiarity with the document’s structure is key.
- Scenario Trap: Out-of-Phase Actions: A common trap is selecting an action that belongs to a different ADM phase. For example, proposing detailed technology solutions in the Architecture Vision phase (Phase A) would be incorrect, as that belongs in Phase D.
- Scenario Trap: Ignoring Stakeholder Concerns: Options that fail to address the explicit concerns of key stakeholders mentioned in the scenario are usually incorrect. Always consider the impact on various groups.
- Scenario Trap: Confusing Deliverables/Artifacts: Ensure you understand the distinct purpose and typical content of key TOGAF deliverables (e.g., Architecture Vision Document vs. Architecture Definition Document vs. Architecture Requirements Specification).
- Architectural Decision Rule: Business Value First: In ambiguous situations, prioritize options that demonstrate clear alignment with business objectives and deliver measurable business value, a cornerstone of effective enterprise architecture.
4. Frequently Asked Questions (FAQ)
Q1: What are the prerequisites for attempting the OGEA-102 exam?
A1: Candidates must possess a valid TOGAF 9 Part 1 Certification (exam codes OG0-041 or OGEA-101) or the TOGAF 9 Certified (exam codes OG0-091 or OG0-092) certification, or an equivalent certification recognized by The Open Group. This ensures you have the foundational knowledge necessary before attempting the application-focused Part 2 exam.
Q2: What is the best strategy for answering the scenario-based questions effectively?
A2: For each scenario, begin by identifying the specific ADM phase the situation describes and the immediate goal or challenge. Next, pinpoint the key stakeholders and their primary concerns. Carefully read all answer options, evaluating each against the context, the ADM phase objectives, and TOGAF best practices. Eliminate clearly incorrect options and then choose the answer that most directly and appropriately addresses the scenario’s requirements within the TOGAF framework. Practical application and understanding the intent behind each ADM phase are paramount.
Q3: How important is practical experience with TOGAF for this exam?
A3: While the exam is knowledge-based, OGEA-102 specifically tests the *application* of TOGAF. Therefore, practical experience in applying ADM phases, developing architectural artifacts, and navigating governance challenges in real-world settings will significantly enhance your understanding and ability to choose the “best” solution in complex scenarios. Theoretical recall alone, which might suffice for Part 1, is generally insufficient for Part 2.
Q4: Are there specific sections of the TOGAF Standard I should focus on for OGEA-102?
A4: Absolutely. While familiarity with the entire standard is beneficial, particular emphasis should be placed on Part II (Architecture Development Method) and Part III (ADM Guidelines & Techniques). Understanding the inputs, steps, and outputs of each ADM phase in detail, and how various techniques (e.g., gap analysis, business scenarios, stakeholder management) are applied within them, is critical. Part IV (Architecture Capability Framework) is also highly relevant for governance scenarios.
Free OGEA-102 Sample Practice Questions
Test your knowledge with these sample scenario questions complete with verified explanations:
General Practice Questions
QUESTION 1
Please read this scenario prior to answering the question
Your role is that of a senior architect, reporting to the Chief Enterprise Architect, at a medium-sized company with 400 employees. The nature of the business is such that the data and the information stored on the company systems is their major asset and is highly confidential.
The company employees travel extensively for work and must communicate over public infrastructure using message encryption, VPNs, and other standard safeguards. The company has invested in cybersecurity awareness training for all its staff. However, it is recognized that even with good education as well as system security, there is a dependency on third-parly suppliers of infrastructure and software.
The company uses the TOGAF standard as the method and guiding framework for its Enterprise Architecture (EA) practice. The CTO is the sponsor of the activity.
The Chief Security Officer (CSO) has noted an increase in ransomware (malicious software used in ransom demands) attacks on companies with a similar profile. The CSO recognizes that no matter how much is spent on education, and support, it is likely just a matter of time before the company suffers a significant attack that could completely lock them out of their information assets.
A risk assessment has been done, and the company has sought cyber insurance that includes ransomware coverage. The quotation for this insurance is hugely expensive. The CTO has recently read a survey that stated that one in four organizations paying ransoms were still unable to recover their data, while nearly as many were able to recover the data without paying a ransom. The CTO has concluded that taking out cyber insurance in case they need to pay a ransom is not an option.
Refer to the scenario –
You have been asked to describe the steps you would take to improve the resilience of the current architecture?
Based on the TOGAF standard which of the following is the best answer?
- A. You would ensure that the company has in place up-to-date processes for managing change to the current Enterprise Architecture. Based on the scope of the concerns raised you recommend that this be managed at the infrastructure level. Changes should be made to the baseline description of the Technology Architecture. The changes should be approved by the Architecture Board and implemented by change management techniques.
- B. You would determine business continuity requirements, and undertake a gap analysis of the current Enterprise Architecture. You would make recommendations for change requirements to address the situation and create a change request. You would manage a meeting of the Architecture Board to assess and approve the change request. Once approved you would produce a new Request for Architecture Work to activate an ADM cycle to carry out a project to define the change.
- C. You would request an Architecture Compliance Review with the scope to examine the company's resilience to ransomware attacks. You would identify the departments involved and have them nominate representatives. You would then tailor checklists to address the requirement for increased resilience. You would circulate to the nominated representatives for them to complete. You would then review the completed checklists, identifying and resolving issues. You would then determine and present your recommendations.
- D. You would monitor for technology changes from your existing suppliers that could improve resilience. You would prepare and run a disaster recovery planning exercise for a ransomware attack and analyze the performance of the current Enterprise Architecture. Using the findings, you would prepare a gap analysis of the current Enterprise Architecture. You would prepare change requests to address identified gaps. You would add the changes implemented to the Architecture Repository.
Click to View Verified Solution & Explanation
Correct Option: B
To improve the resilience of the current architecture against a significant threat like ransomware, the TOGAF standard prescribes a structured approach for architectural development. Option B correctly outlines this process:
1. Determine business continuity requirements: Resilience is fundamentally about ensuring business continuity, making this the logical starting point (often part of Requirements Management and Preliminary/Phase B).
2. Undertake a gap analysis of the current Enterprise Architecture: This identifies deficiencies in the current state relative to the desired resilient state (a key activity in Phases B, C, D).
3. Make recommendations for change requirements and create a change request: Formalizing the identified needs into actionable requests.
4. Manage an Architecture Board meeting to assess and approve the change request: Architecture Governance, particularly the Architecture Board, is critical for approving significant architectural initiatives.
5. Produce a new Request for Architecture Work (RFAW) to activate an ADM cycle: An RFAW is the formal trigger within TOGAF to initiate a new architecture development cycle, ensuring that the improvements are systematically defined and implemented across relevant architectural domains.
QUESTION 2
Please read this scenario prior to answering the question.
Your role is consultant to the Lead Architect within a multinational company that manufactures electronic components. The company has several manufacturing divisions located worldwide and a complex supply chain. After a recent study, senior management have stated a concern about business efficiency considering the company’s multiple data centers and duplication of applications.
The company has a mature Enterprise Architecture (EA) practice and uses the TOGAF architecture development method in its EA practice. In addition to the EA program, the company has several management frameworks in use, including business planning, project-portfolio management, and operations management. The EA program is sponsored by the CIO.
A strategic architecture has been defined to improve the ability to meet customer demand and improve management of the supply chain. The strategic architecture includes the consolidation of multiple Enterprise Resource Planning (ERP) applications that have been operating independently in the divisions’ production facilities.
Each division has completed the Architecture Definition documentation to meet its own specific manufacturing requirements. The enterprise architects have defined a set of work packages that address the gaps identified. They have identified the value produced, effort required, and dependencies between work packages to reach a target architecture that would integrate a new ERP environment into the company.
Because of the risks posed by change from the current environment, the architects have recommended that a phased approach occurs to implement the target architecture with several transition states. The overall implementation process is estimated to take several years.
Refer to the scenario.
You have been asked what the next steps are for the migration planning.
Based on the TOGAF standard which of the following is the best answer?
- A. You place the Architecture Definition Document under configuration control. This will ensure that the architecture remains relevant and responsive to the needs of the enterprise. You would identify the development resources to undertake the projects. You would then produce an Implementation Governance Model to manage the lessons learned prior to finalizing the plan. You recommend that lessons learned be applied as changes to the architecture without review.
- B. You estimate the business value for each project by applying the Business Value Assessment Technique to prioritize the implementation projects and project increments. The assessment should focus on return on investment and performance evaluation criteria that can be used to monitor the progress of the architecture transformation. You would confirm and plan a series of Transition Architecture phases using an Architecture Definition Increments Table that lists the projects.
- C. You assess how the Implementation and Migration plan impacts the other frameworks in use in the organization. Minimally, you ensure that the plan is coordinated with the business planning, project/portfolio management and operations management frameworks. You would then assign a business value to each work package, considering available resources and strategic fit. You then use the work packages to identify projects that will be in the Implementation and Migration Plan.
- D. You conduct a series of Compliance Assessments to ensure that the architecture is being implemented according to the contract. The Compliance Assessment should verify that the implementation team is using the proper development methodology. It should include deployment of monitoring tools and ensure that performance targets are being met. If they are not met, then you would identify changes to performance requirements and update those in the Implementation and Migration Plan.
Click to View Verified Solution & Explanation
Correct Option: C
✅ Option C (Correct)
Reasoning: This option best describes the next steps for migration planning in TOGAF Phase E (Migration Planning), especially considering the scenario. The TOGAF standard emphasizes the critical need to coordinate the Implementation and Migration Plan with other existing enterprise management frameworks (like business planning, project/portfolio management, and operations management). This ensures the architecture transformation aligns with the overall corporate strategy and can be effectively executed and resourced. The scenario explicitly mentions these frameworks are in use. Subsequently, assigning or refining business value to work packages, considering available resources, and identifying projects are all key activities within Phase E.
❌ Why the other choices are incorrect:
- Option A is incorrect: Placing the Architecture Definition Document under configuration control is primarily part of Phase G (Implementation Governance) or H (Architecture Change Management), not the immediate next step for migration planning. Recommending changes without review contradicts good governance principles.
- Option B is incorrect: While estimating business value, prioritizing projects, and planning transition architectures are valid Phase E activities, the scenario indicates work packages with value are already identified. Option C’s focus on coordinating with broader enterprise frameworks first is more foundational for a comprehensive plan in a mature EA environment with multiple frameworks.
- Option D is incorrect: Conducting Compliance Assessments is a part of Phase G (Implementation Governance) or H (Architecture Change Management), occurring during or after implementation, not during the initial migration planning phase (Phase E). Phase E is about planning, not monitoring execution.
QUESTION 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?
- A. You would seek to understand value preferences and priorities of the stakeholders. You would develop alternative Target Architectures, highlighting the gaps between current state and the alternatives. You would consider combining features from one or more alternatives in collaboration with the stakeholders. A formal stakeholder review should then be held to decide which alternative is fit for purpose and should be moved forward with. You will then secure the funding required.
- B. You would use the Architecture Vision, Principles and Requirements to define a set of criteria for alternatives and create a set of architecture views to illustrate the impact of the alternative Target Architectures. You would identify the impact on planned projects. You would understand the strengths and weaknesses of the alternatives. You would conduct a formal stakeholder review to decide which alternative to move forward with. You will determine the funding required.
- C. You recommend that since the CEO has stated that the company must pivot it is better to compromise on a full product range rather than time-to-market. You would develop just enough of the Target Architecture to demonstrate fitness of the proposed approach. You would limit the description to just where there is a gap between the current baseline. You would seek approval by the stakeholders to move forward with developing the Target Architecture in detail.
- D. You would review the Stakeholder Map and ensure that you have addressed and represented the concerns of all department heads. You will involve them in resolving the incompatibilities. The Communications Plan should include a report that summarizes the key features of the architecture with and how incompatibilities were resolved to reflects the stakeholders’ requirements. You will check with each key stakeholder they are satisfied with how the incompatibilities have been resolved.
Click to View Verified Solution & Explanation
Correct Option: B
Option B outlines the most comprehensive and TOGAF-aligned strategy:
1. Define criteria using foundational artifacts: Leveraging the agreed Architecture Vision, Principles, and Requirements to define objective criteria for evaluating alternative Target Architectures ensures decisions are aligned with strategic goals and established guidelines.
2. Create architecture views: Using specific architecture views is a core TOGAF practice to illustrate the impact of each alternative. This makes complex trade-offs (like time-to-market vs. features vs. cost) tangible and understandable for diverse stakeholders.
3. Identify impacts and analyze alternatives: Understanding the strengths, weaknesses, and impact on planned projects for each alternative is crucial for informed decision-making.
4. Formal stakeholder review: A structured review process is essential for presenting the analysis, facilitating discussion, and securing stakeholder buy-in and a collective decision on the preferred Target Architecture.
Option A is also a good approach, but less specific in its methods compared to B. While understanding value preferences and developing alternatives is correct, Option B’s explicit mention of using Architecture Vision, Principles, and Requirements as criteria, and employing architecture views for illustration, makes it a more detailed and explicitly TOGAF-centric method for resolving incompatibilities.
Option C is incorrect because it prematurely dictates a compromise without stakeholder involvement or proper architectural analysis, which contradicts the collaborative and analytical nature of TOGAF. It also limits the architecture description inappropriately.
Option D focuses on communication and ensuring stakeholder satisfaction, which are important aspects of stakeholder management, but it doesn’t describe the *methodology* for how the incompatibilities themselves will be resolved from an architectural development perspective. The question asks how to address the incompatibilities.
QUESTION 4
Please read this scenario prior to answering the question.
You are working as a senior architect within the Enterprise Architecture (EA) team at a multinational consumer goods firm. The consumer goods are designed and manufactured in-house, and are distributed to a wide range of retail organizations worldwide. The firm has more than twenty manufacturing centers.
The firm is embarking on a Digital Transformation where it will expand its offerings from physical consumer goods products to also include digital consumer products and digital services. This includes enabling each of its product lines to offer digital products or services associated with their existing physical products. The firm uses Agile product management techniques.
The Enterprise Architecture (EA) team within the firm has been operating successfully for several years and has based its work on the TOGAF standard. It works with the product management teams, supporting and enabling the Agile development teams. The EA team’s responsibilities include architecting product development processes and customer experience. The Enterprise Architecture is sponsored by the Chief Technology Officer.
You are working with the EATeam Leader to develop a work plan for the overall Digital Transformation project. You have been called in to work on a specific product line, which is experimenting with direct-to-consumer digital products using a third-party platform. The product architecture for this experiment took a Minimum Viable Architecture approach and focused on the Application Architecture. The feedback from customers is they see little value in the digital products. Usage data analysis shows that the products are not reaching the target audience that they were designed for. and thus not meeting the revenue targets. The product manager is looking for guidance to address these issues, while ensuring that the products still fit within the guardrails set by the EA team.
Refer to the scenario.
The EA team leader has asked you what approach is needed to gather information to be able to respond to the product manager?
Based on the TOGAF standard which of the following is the best answer?
- A. You would focus on the target Business Architecture and develop new architecture models to address the concerns raised by the product manager. You would recommend use of modeling techniques to identify customer segments, the value propositions for each customer segment, costs, and revenues. You would examine the customer value by use of value stream mapping to breakdown the activities for the direct-to-consumer products. You would investigate different target Business Architecture alternatives.
- B. You would perform a shallow iteration of ADM Phases B-
- C. You would review the baseline architecture to determine what gaps in functionality have been missed in the target architecture that would address both the customer value and target audience. You would research emerging new technologies and draw up a list of alternatives that would increase the value proposition for the target audience. You would then define candidate roadmap components from the alternatives and develop a proposed schedule for deployment using a just-in-time approach.
- D. You would expand the existing Application Architecture to consider the overall Digital Transformation plan. This would include identifying what must change to address the issues raised by the product manager. You would then draft a new Statement of Architecture Work for review by the EA team leader. After approval by the EA team leader, you would conduct a full ADM cycle based on the Statement of Architecture Work to gather the information needed.
Click to View Verified Solution & Explanation
Correct Option: A
The scenario highlights that the product’s issues stem from a lack of perceived customer value, inability to reach the target audience, and failure to meet revenue targets. Crucially, the initial Minimum Viable Architecture (MVA) focused solely on Application Architecture, likely overlooking essential business considerations. According to the TOGAF standard, addressing these kinds of fundamental business problems (value propositions, customer segments, revenue models) falls squarely within the scope of the Business Architecture phase (Phase B of the ADM). Option A directly proposes to focus on the target Business Architecture, employing techniques like identifying customer segments, value propositions, costs, revenues, and value stream mapping to understand and improve customer value. This directly addresses the product manager’s concerns at the appropriate architectural level, providing the necessary information to guide the product line effectively.
Why other options are incorrect:
- Option B is incorrect: "shallow iteration of ADM Phases B-" is incomplete and vague, not providing a concrete approach.
- Option C is incorrect: While reviewing gaps or researching technology might be part of a broader solution, the immediate need is to address the fundamental business value and audience problems. Focusing on baseline functionality gaps or emerging technologies (more related to Technology Architecture or later ADM phases) before defining the target business value is premature.
- Option D is incorrect: Expanding the existing Application Architecture without first addressing the underlying Business Architecture issues (customer value, target audience) is putting the cart before the horse. The problem is not primarily an application problem but a business one. A full ADM cycle might also be an overly extensive response for gathering specific information to address a product line’s immediate issues, especially when the goal is to respond to the product manager efficiently.
QUESTION 5
Please read this scenario prior to answering the question.
Your role is that of a consultant to the Lead Enterprise Architect in a multinational automotive manufacturer. The company has a corporate strategy that focuses on electrification of its portfolio and it has invested heavily in a new shared car platform to use across all its brands. The company has four manufacturing facilities, one in North America two in Europe and one in Asia.
A challenge that the company is facing is to scale up the number of vehicles coming off the production line to meet customer demand, while maintaining quality. There are significant supply chain shortages for electronic components, which are impacting production in response to this the company has taken on new suppliers and has also taken design and production of the battery pack in-house.
The company has a mature Enterprise Architecture practice. The TOGAF standard is used for developing the process and systems used to design, manufacture, and test the battery pack. The Chief Information Officer and the Chief Operating Officer co-sponsor the Enterprise Architecture program.
As part of putting the new battery pack into production adjustments to the assembly processes need to be made. A pilot project has been completed at a single location. The Chief Engineer, sponsor of the activity and the Architecture Board have approved the plan for implementation and migration at each plant.
Draft Architecture Contracts have been developed that detail the work needed to implement and deploy the new processes for each location. The company mixes internal teams with a few third-party contractors at the locations. The Chief Engineer has expressed concern that the deployment will not be consistent and of acceptable quality.
Refer to the scenario.
The Lead Enterprise Architect has asked you to review the draft Architecture Contracts and recommend the best approach to address the Chief Engineer’s concern.
Based on the TOGAF Standard, which of the following is the best answer?
- A. For changes requested by an internal team, you recommend a memorandum of understanding between the Architecture Board and the implementation organization. For contracts issued to third-party contractors, you recommend that it is a fully enforceable legal contract. You recommend that the Architecture Board reviews all deviations from the Architecture Contract and considers whether to grant a dispensation to allow the implementation organization to customize the process to meet their local needs.
- B. You recommend that the Architecture Contracts be used to manage the architecture governance processes across the locations. You recommend deployment of monitoring tools to assess the performance of each completed battery pack at each location and develop change requirements if necessary. If a deviation from the contract is detected the Architecture Board should allow the Architecture Contract to be modified meet the local needs. In such cases they should issue a new Request for Architecture Work to implement a modification to the Architecture Definition.
- C. For changes undertaken by internal teams, you recommend a memorandum of understanding between the Architecture Board and the implementation organization. If a contract is issued to a contractor, you recommend that it is a fully enforceable legal contract. If a deviation from the Architecture Contract is found, you recommend that the Architecture Board grant a dispensation to allow the implementation organization to customize the process to meet their local needs.
- D. You review the contracts ensuring that they address project objectives, effectiveness metrics, acceptance criteria, and risk management. Third-party contracts must be legally enforceable. You recommend a schedule of compliance reviews at key points in the implementation process. You recommend that the Architecture Board reviews all deviations from the Architecture Contract and considers whether to grant a dispensation to allow the process to be customized for local needs.
Click to View Verified Solution & Explanation
Correct Option: D
The Chief Engineer is concerned about inconsistent deployment and acceptable quality across multiple manufacturing facilities, involving both internal teams and third-party contractors. The Lead Enterprise Architect has asked for recommendations regarding draft Architecture Contracts to address this.
Option D provides the most comprehensive and TOGAF-aligned approach:
- Reviewing contract content: Ensuring contracts address project objectives, effectiveness metrics, acceptance criteria, and risk management directly defines expectations for quality and consistency from the outset.
- Legally enforceable third-party contracts: This is standard practice to ensure adherence from external parties.
- Schedule of compliance reviews: This is a critical governance activity in TOGAF (Phase F, Implementation Governance) to proactively monitor adherence to the architecture and prevent deviations, directly addressing the concern about inconsistency.
- Reviewing deviations and considering dispensation: The Architecture Board’s role includes reviewing all deviations. Granting a dispensation is a formal process for controlled, often temporary, exceptions. The word “considers” implies a careful decision, where the impact on consistency would be a key factor, rather than automatically allowing widespread customization.
This combined approach ensures robust definition, proactive monitoring, and controlled deviation management, best addressing the Chief Engineer’s concerns.
Reference: https://pubs.opengroup.org/architecture/togaf10-doc/arch/chap23.html
QUESTION 6
Please read this scenario prior to answering the question.
Your role is that of a consultant to the Lead Enterprise Architect to an international supplier of engineering services and automated manufacturing systems. It has three manufacturing plants where it assembles both standard and customized products for industrial production automation. Each of these plants has been operating its own planning and production scheduling systems, as well as applications and control systems that drive the automated production line.
The Enterprise Architecture department has been operating for several years and has mature well-developed architecture governance and development processes that are based on the TOGAF Standard. The CIO sponsors the Enterprise Architecture.
During a recent management meeting, a senior Vice-President highlighted an interview where a competitor company’s CIO is reported as saying that their production efficiency had been improved by replacing multiple planning and scheduling systems with a common Enterprise Resource Planning (ERP) system located in a central data center. Some discussion followed with the CIO responding that the situations are not comparable and the current architecture is already optimized.
In response, the Architecture Board approved a Request for Architecture Work covering the investigations to determine if such an architecture transformation would lead to improvements in efficiency. You have been assigned to support the architecture team working on this project.
A well-known concern of the plant managers is about the security and reliability of driving their planning and production scheduling from a remote centralized system. Any chosen system would also need to support the current supply chain network consisting of local partners at each of the plants.
Refer to the scenario.
You have been asked to explain how you will initiate the architecture project.
Based on the TOGAF Standard, which of the following is the best answer?
- A. You would hold a series of interviews at each of the manufacturing plants using the business scenarios technique. This will allow you to understand the systems and integrations with local partners. You would use stakeholder analysis to identify key players in the engagement, and to understand their concerns. You will then identify and document the key high-level stakeholder requirements for the architecture. You will then generate high level definitions of the baseline and target architectures.
- B. You would conduct a pilot project that will enable vendors to demonstrate potential off-the-shelf solutions that address the concerns of the stakeholders. Running a pilot project will save time and money later in the process. Based on the findings of that pilot project a complete set of requirements can then be developed that will drive the evolution of the architecture. Once the requirements are completed, a formal stakeholder review should be held and permission sought to proceed to develop the target architecture.
- C. You would develop baseline and target Architectures for each of the manufacturing plants, ensuring that the views corresponding to selected viewpoints address key concerns of the stakeholders. A business case, together with performance metrics and measures should be defined to ensure the architecture meets the business needs. A consolidated gap analysis between the architectures will then validate the approach and determine the capability increments needed to achieve the target state.
- D. You would research vendor literature and conduct a series of briefings with vendors that are on the current approved supplier list. Based on the findings from the research, you would define a preliminary Architecture Vision including summary views, high-level requirements and high-level definitions of the baseline and target environments from a business, information systems, and technology perspective. You would then use that to build consensus among the key stakeholders.
Click to View Verified Solution & Explanation
Correct Option: A
Reference: https://pubs.opengroup.org/togaf-standard/adm/phase-a-architecture-vision.html
QUESTION 7
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 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?
- A. You 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.
- B. You 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.
- C. You 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.
- D. You 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.
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Correct Option: A
Technical Explanation:
Option A provides the most comprehensive and appropriate set of risk and security considerations for the Business Architecture phase, especially given the scenario’s challenges. The scenario highlights the need for secure interaction with third-party cloud services and V2X providers, managing data at scale, and addressing critical user privacy concerns.
- Security domain model: Defining logical security domains and associated policies is a fundamental business-level architectural decision that helps organize and manage security effectively across the enterprise and its partners.
- Security federation: Establishing a security federation is crucial for enabling secure data exchange and interactions with external partners (third-party cloud services, V2X providers) while maintaining trust and control. This is a high-level architectural concept directly relevant to the Business Architecture phase when defining how the business will interact securely with its ecosystem.
- Contractual arrangements, responsibility areas for data exchanged, and security implications: These are essential business-level agreements and policies required to govern secure data sharing, manage liabilities, and ensure compliance with privacy regulations (e.g., preventing driver journey tracking). These directly address the inter-organizational security and privacy requirements.
- Risk assessment for specific data assets: Performing a risk assessment focused on data assets is critical for identifying vulnerabilities and threats related to sensitive information, including user privacy data, and informing the development of appropriate security controls and policies at the business level.
Therefore, Option A encompasses both organizational/policy definitions and specific architectural constructs necessary for securing a multi-party data ecosystem in the Business Architecture phase.
Why the other choices are incorrect:
- Option B is incorrect: While performing a qualitative risk assessment and developing a Business Risk Model are valid and important risk management activities, Option B primarily describes the process of risk management rather than the specific architectural considerations and constructs that would be included in the Business Architecture itself. Option A offers more concrete architectural elements like security domain models and federations.
- Option C is incorrect: Focusing on data quality, assigning ownership for data quality, and defining security classifications are valid data governance and security practices. However, this option’s scope is narrower than Option A. It emphasizes internal data management aspects more than the critical inter-organizational security challenges (third-party services, V2X) and the architectural mechanisms to address them, which are central to the scenario.
- Option D is incorrect: Defining a trust framework and monitoring legal/regulatory changes are highly relevant. However, the explicit mention of
Reference: https://publications.opengroup.org/c220
QUESTION 8
Please read this scenario prior to answering the question
You are serving as the Lead Architect for an Enterprise Architecture team within a leading multinational biotechnology company. The company works in three major industries, including healthcare, crop production, and agriculture. Your team works within the healthcare division.
The healthcare division is developing a new vaccine, and has to demonstrate its effectiveness and safety in a set of clinical trials that satisfy the regulatory requirements of the relevant health authorities. The clinical trials are undertaken by its research laboratories at multiple facilities worldwide. In addition to internal research and development activities, the healthcare division is also involved in publicly funded collaborative research projects with industrial and academic partners.
The Enterprise Architecture team has been engaged in an architecture project to develop a secure system that will allow the healthcare researchers to share information more easily about their clinical trials, and work more collaboratively across the organization and also with its partners. This system will also connect with external partners.
The Enterprise Architecture team uses the TOGAF ADM with extensions required to support healthcare manufacturing practices and laboratory practices. Due to the highly sensitive nature of the information that is managed, special care has been taken to ensure that each architecture domain considers the security and privacy issues that are relevant.
The Vice President for Worldwide Clinical Research is the sponsor of the Enterprise Architecture activity. She has stated that disruptions must be minimized for the clinical trials, and that the rollout must be undertaken incrementally.
Refer to the scenario –
You have been asked to recommend the approach to identify the work packages for an incremental rollout meeting the requirements.
Based on the TOGAF standard which of the following is the best answer?
- A. You recommend that the Solution Building Blocks from a Consolidated Gaps, Solutions and Dependencies Matrix be grouped into a set of work packages. Using the matrix as a planning tool regroup the work packages to account for dependencies. Sequence the work packages into the Capability Increments needed to achieve the Target Architecture, so that the implementation team can schedule the rollout one region at a time to minimize disruption. Document the work packages for the Enterprise Architecture using a Transition Architecture State Evolution Table.
- B. You recommend that the set of required Solution Building Blocks be determined by identifying those which need to be developed and which need to be procured. Eliminate any duplicates. Group the remaining Solution Building Blocks together to create the work packages using a CRUD (create, read, update delete) matrix. Rank the work packages and select the most cost-effective options for inclusion in a series of Transition Architectures Schedule the roll out of the work packages to be sequential across the geographic regions.
- C. You recommend that an Implementation Factor Catalog is drawn up to indicate actions and constraints. A Consolidated Gaps, Solutions and Dependencies Matrix should also be created. For each gap identify a proposed solution and classify it as new development purchased solution, or based on an existing product. Group similar activities together to form work packages. Identify dependencies between work packages factoring in the clinical trial schedules. Regroup the work packages into a set of Capability Increments scheduled into a series of Transition Architectures.
- D. You recommend that a Consolidated Gaps, Solutions and Dependencies Matrix is used as a planning tool for creating work packages. For each gap classify whether the solution is either a new development, purchased solution, or based on an existing product. Group the similar solutions together to define the work packages. Regroup the work packages into a set of Capability Increments to transition to the Target Architecture considering the schedule for clinical trials, and document in an Architecture Definition Increments Table.
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Correct Option: D
The question asks for the best approach to identify work packages for an incremental rollout while minimizing disruption and considering constraints like clinical trial schedules.
- Option D aligns well with TOGAF’s Phase E (Opportunities & Solutions) and Phase F (Migration Planning). It correctly uses the Consolidated Gaps, Solutions and Dependencies Matrix to identify and classify solutions, then group them into work packages. Crucially, it emphasizes regrouping these work packages into Capability Increments, directly addressing incremental rollout and explicitly considering the critical ‘schedule for clinical trials’ constraint. Finally, it specifies documenting this plan in an ‘Architecture Definition Increments Table’, a key TOGAF 10 deliverable for illustrating the roadmap.
Why other options are incorrect:
- Option A: While it mentions Capability Increments and a Transition Architecture State Evolution Table (similar to Architecture Definition Increments Table), its initial steps for defining work packages are less detailed. Also, ‘one region at a time’ is a specific implementation strategy rather than the overarching approach for identifying and structuring work packages for incremental rollout.
- Option B: This option incorrectly suggests using a CRUD matrix for grouping Solution Building Blocks into work packages, which is not a standard TOGAF technique for this purpose.
- Option C: This is a strong option, including the Implementation Factor Catalog and considering clinical trial schedules. However, Option D’s articulation of defining work packages from the Gaps Matrix, grouping, incremental rollout, and the specific documentation (Architecture Definition Increments Table) is slightly more comprehensive and precise for the overall approach requested.
Reference: https://pubs.opengroup.org/architecture/togaf10-doc/arch/chap18.html#_Ref525381373
QUESTION 9
Please read this scenario prior to answering the question
You are working as the Chief Enterprise Architect within a law firm specializing in personal injury cases. Many of the firm’s competitors have improved their litigation strategies, and efficiency by streamlining their processes using Artificial Intelligence (AI).
The CIO has approved a Request for Architecture Work to examine the use of Machine Learning in defining a new AI-driven litigation and finance process for the firm. This process would instruct the lawyers and analysts as to what tasks and portfolio they should work on. The key objectives are to increase task profitability, maximize staff utilization, and increase individual profitability.
The CIO has emphasized that the architecture should enable the fast implementation of continuous Machine Learning. The solution will need to be constantly measured for delivered value and be quickly iterated to success.
Some of the partners have expressed concerns about letting the AI make the decisions, others about the risks associated with use of it for the type of service they deliver. The CIO wants to know if these concerns can be addressed and how risks will be covered by a new architecture enabling AI and Machine Learning.
Refer to the scenario –
You have been asked to respond to the CIO recommending an approach that would enable the development of an architecture that addresses the concerns of the CIO and the concerns of the partners.
Based on the TOGAF standard which of the following is the best answer?
- A. You recommend that all possible models be created for each candidate architecture that will enable the AI and Machine Learning solution. This ensures that all the necessary data and detail is addressed. A formal review should be held with the stakeholders to verify that their concerns have been properly addressed by the models. Agility will be considered during Phase G Implementation Governance.
- B. You recommend that an analysis of the stakeholders is undertaken resulting in documenting the stakeholders and their concerns in a Stakeholder Map. The concerns and relevant views should then be defined for each group and recorded in the Architecture Vision document. The requirements will include risk mitigation through regular assessments. This will also allow a supervised agile implementation of the continuous Machine Learning.
- C. You recommend that a Communications Plan be created to address the key stakeholders, the most powerful and influential partners. This plan should include a report that summarizes the key features of the architecture reflecting their requirements. You will check with each key stakeholder that their concerns are being addressed. Risk mitigation and agility will be explicitly addressed as a component of the architecture being developed.
- D. You recommend creation of a set of business models that can be applied uniformly across all architecture projects. The stakeholders will be trained to understand the business models to ensure they can see that their concerns are being addressed. Risk will be addressed once the Security Architecture is developed, which will happen later to avoid slowing down the agility required by the CIO.
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Correct Option: B
Option B is the best answer because it aligns directly with the TOGAF Architecture Development Method (ADM), specifically Phase A: Architecture Vision. This phase emphasizes identifying stakeholders, documenting their concerns (e.g., in a Stakeholder Map), and defining relevant architectural views to address these concerns, all captured in the Architecture Vision document. Incorporating risk mitigation early as part of requirements and enabling a supervised agile implementation directly addresses both the partners’ concerns about AI decisions and risks, and the CIO’s need for agility and continuous value measurement. This proactive approach ensures stakeholder buy-in and foundational risk management.
Why the other choices are incorrect:
- Option A is incorrect: Creating ‘all possible models’ for ‘each candidate architecture’ upfront is excessive, time-consuming, and contradicts the CIO’s emphasis on agility. Considering agility only in Phase G (Implementation Governance) is too late; agility should be embedded from the initial phases.
- Option C is incorrect: While a Communications Plan is important, focusing only on ‘most powerful and influential partners’ and creating a ‘report summarizing key features’ without a structured approach to incorporate their concerns into the architecture development itself is insufficient. It’s more about communication than architecture development.
- Option D is incorrect: Creating generic ‘business models that can be applied uniformly across all architecture projects’ is not tailored to address the specific concerns of this AI/ML initiative. More critically, deferring risk assessment until the Security Architecture is developed and ‘later to avoid slowing down agility’ is a significant flaw, as partners’ concerns about risk need to be addressed early and are paramount to project success.
QUESTION 10
Please read this scenario prior to answering the question
You are the Lead Enterprise Architect at a major agribusiness company. The company’s main harvest is lentils, a highly valued food grown worldwide. The lentil parasite, broomrape, has been an increasing concern for many years and is now becoming resistant to chemical controls. In addition, changes in climate favor the propagation and growth of the parasite. As a result, the parasite cannot realistically be exterminated, and it has become pandemic, with lentil yields falling globally.
In response to the situation, the CEO has decided that the lentil fields will be used for another harvest. The company will also cease to process third-party lentils and will repurpose its processing plants. Thus, the target market will change, and the end-products will be different and more varied.
The company has recently established an Enterprise Architecture practice based on the TOGAF standard as method and guiding framework. The CIO is the sponsor of the activity. A formal request for architecture change has been approved. At this stage there is no fixed scope, shared vision, or objectives.
Refer to the scenario
You have been asked to propose 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?
- A. You propose that the team uses the architecture definition document and focus on architecture development starting simultaneously phases B, C and
- D. You propose that this engagement define the baseline Technology Architecture first in order to assess the current infrastructure capacity and capability for the company. Then the focus should be on transition planning and incremental architecture deployment. This will identify requirements to ensure that the projects are sequenced in an optimal fashion so as to realize the change.
- B. You propose that the priority is to produce a new Request for Architecture Work leading to development of a new Architecture Vision. The trade-off method should be applied to identify and select an architecture satisfying the stakeholders. For an efficient change the EA team should be aligned with the organization's planning, budgeting, operational, and change processes.
- C. You propose that the team focus on architecture definition, including development of business models, with emphasis on defining the change parameters to support this new business strategy that the CEO has identified. Once understood, the team will be in the best position to identify the requirements, drivers, issues, and constraints for the change.
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Correct Option: B
The scenario states that a formal request for architecture change has been approved, but critically, there is no fixed scope, shared vision, or objectives. According to the TOGAF Standard, the Architecture Vision (Phase A) is the first phase of the Architecture Development Method (ADM) that addresses these gaps. Its primary purpose is to create a high-level vision of the to-be architecture, obtain stakeholder buy-in, and define the scope of the architecture work.
Option B correctly proposes that the priority is to produce a new Architecture Vision. This phase is essential for defining the strategic direction and obtaining commitment from the CIO and other stakeholders before proceeding with detailed architecture development. The application of trade-off methods and alignment with organizational processes are also key aspects of successful EA engagement.
Why the other choices are incorrect:
- Option A is incorrect: Starting simultaneously with Phases B, C, and D (Architecture Definition) is premature without a clearly defined Architecture Vision, scope, and objectives. These phases require a strategic direction to guide their development.
- Option C is incorrect: While focusing on business models and defining change parameters is part of architecture definition (specifically Business Architecture – Phase B), it cannot effectively begin without first establishing the overarching Architecture Vision (Phase A), which sets the context and scope for the entire engagement. The vision must be understood before detailed requirements, drivers, and constraints can be accurately identified in the context of the overall change.
- Option D is incorrect: Defining the baseline Technology Architecture first (Phase D) is out of sequence. TOGAF emphasizes a top-down approach, starting with the Business Architecture (Phase B) based on the Architecture Vision (Phase A), before moving to Information Systems (Phase C) and Technology Architectures (Phase D). Assessing infrastructure capacity without understanding the business need and vision is inefficient and likely to be misaligned. Transition planning comes much later in the ADM cycle (Phase F).
Reference: https://pubs.opengroup.org/togaf-standard/adm/phase-a-architecture-vision.html
QUESTION 11
Please read this scenario prior to answering the question
You are working as Chief Enterprise Architect at a large Internet company. The company has many divisions, ranging from cloud to logistics. The company has grown rapidly, expanding from initially selling physical books and media to a range of services including an online marketplace, live-streaming, eBooks, and cloud services.
Overall management of the numerous divisions has become challenging. Recent high-profile projects have overrun on budget and under delivered, damaging the company’s reputation, and adversely impacting its share price. There is a widely held view within the executive management that the organization structure has played a major role in these project failures.
The company has an established Enterprise Architecture program based on the TOGAF standard, sponsored jointly by the Chief Executive Officer (CEO) and Chief Information Officer (CIO). The CEO has decided that the company needs to reorganize its divisions around artificial intelligence and machine learning with a focus on automation, The CEO has worked with the Enterprise Architects to create a strategic architecture for the reorganization, including an Architecture Vision, together with definitions for the four domain architectures. This sets out an ambitious vision of the future of the company over a three-year period. This includes a set of work packages and includes 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 key stakeholders across the company that the proposed reorganization may be too ambitious and there is doubt whether it can produce sufficient value to warrant the risks.
Refer to the scenario
You have been asked to recommend an approach to satisfy these concerns.
Based on the TOGAF Standard, which of the following is the best answer?
- A. The Enterprise Architects should bring together information about potential approaches and produce several alternative target transition architectures. They should then investigate the different architecture alternatives and discuss these with stakeholders. using the Architecture Alternatives and Trade-offs technique. Once the target architecture has been selected, it should be analysed 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.
- B. Establishing interoperability in alignment with the corporate operating model will ensure risks are minimized. The Enterprise Architects should apply an interoperability analysis to evaluate any potential issues across the architecture. This should include the development of a matrix showing the interoperability requirements. These can then be included within the transformation strategy embedded in the target transition architectures. The Enterprise Architects should then finalize the Architecture Roadmap and the Implementation and Migration Plan.
- C. The Enterprise Architects should evaluate the organization's readiness to undergo change. This will allow the risks associated with the transformations to be identified, classified, and mitigated for. This should include identifying dependencies between the set of changes, including gaps and work packages. It will also identify improvement actions to be worked into the Implementation and Migration Plan. The business value, effort, and risk associated for each transformation should be determined.
- D. This will identify the transformations required to achieve the proposed Target Architecture. The Enterprise Architects should then assess the readiness of the organization to undergo change and determine an overall direction to address and mitigate risks identified. The Transition Architecture should then be planned to use a state evolution table.
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Correct Option: C
- Option C aligns perfectly with key activities in TOGAF Phase E (Implementation Migration Planning). This phase involves assessing organizational change readiness (to address concerns about ambition), identifying and classifying risks, determining business value for transformations, and identifying dependencies and improvement actions to be incorporated into the Implementation and Migration Plan. This comprehensive approach directly satisfies the CIO’s requirement for a risk assessment and stakeholders’ doubts about value versus risks.
Reference: https://pubs.opengroup.org/architecture/togaf10-doc/arch/chap22.html
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