Free OGBA-101 sample questions

Correct answer: Value Stream Mapping

Value Stream Mapping is the ideal technique for this situation. It focuses on the end-to-end sequence of activities required to deliver a specific value proposition to a customer or stakeholder. By mapping the 'Order-to-Delivery' value stream, the team can visualize the flow, identify which capabilities enable each stage, and pinpoint the bottlenecks causing delays and stockouts.

Correct answer: A business capability map of the agency.

A business capability map is the perfect artifact for this purpose. It defines 'what' an organization does at its core, independent of how, where, or by whom it is done. Capabilities (e.g., 'Applicant Vetting', 'Compliance Monitoring', 'Permit Issuance') are stable over time, can be decomposed hierarchically, and are ideal for heat map analysis to assess performance, importance, and maturity, directly supporting strategic investment decisions.

Correct answers: They are triggered by a specific stakeholder need or request.; They deliver a tangible outcome or result that provides value to the triggering stakeholder.; They are composed of a sequence of value-adding stages or activities.

A value stream always begins with a triggering event, which is typically a request or stimulus from an internal or external stakeholder (e.g., a customer places an order).

The entire purpose of a value stream is to produce a specific result or outcome that is of value to the stakeholder who initiated it (e.g., the customer receives their product).

A value stream consists of a series of high-level stages. Each stage contributes incrementally to the final value proposition delivered to the stakeholder.

Correct answers: It describes 'what' a business does, not 'how' it does it.; It provides a stable business anchor that is less volatile than process or organization.; It can be uniquely identified and is distinct from other capabilities.

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

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

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

Correct answers: Business units and their decomposition.; Actors, roles, and their relationships to business units.

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

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

Correct answers: To identify the key business information entities required to support the business capabilities.; To show the relationships and information flows between value stream stages.

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

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

Correct answer: False

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

Correct answer: False

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

Correct answer: Document the new capability as a gap and include it in the Business Architecture Roadmap for development.

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

Correct answer: The business capability map.

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