The Open Group OGA-032 Dumps Questions Answers

This scenario involvesmigration planningfor ArchiCar as it transitions from aproduct-centric approachto anoperational excellence strategyfor mass-producing affordable cars in emerging markets. The task is to model the steps involved, includingwork packages,deliverables, and themotivationsdriving the transitions.

Key ArchiMate® 3.2 Concepts Applied:

Capabilities and Transition Phases:

The existing capabilities—R&D, material sourcing, and engineering—need to be adjusted to fit the new strategy. In particular:

Revising R&D targetsto align with the goal of affordable production.

Revising the procurement strategyto optimize material sourcing.

Introduction of aprocess focusin the second phase to shift from a product-centered approach to operational excellence.

Two transition states are identified:

Plateau 1 (Adjusted Capabilities):Focuses on revising theR&D strategyandprocurement strategy.

Plateau 2 (Shifted Focus):Involves shifting to a process-oriented focus, adjusting material sourcing, and implementing aprocess frameworkto enableend-to-end process thinking.

Work Packages and Deliverables:

Work packagesinclude activities such asrevising R&D strategyandprocurement strategyduring the first transition, and thendeveloping process focusandimplementing a process frameworkin the second transition.

These work packages are linked tokey deliverables:

Plateau 1: Realigning R&D and procurement strategies to achieve adjusted capabilities.

Plateau 2: Implementing a process framework, shifting to process-orientedthinking, and achieving the operational excellence goals.

Motivation Elements:

The migration is driven by a need torealign current capabilities(such as focusing R&D on affordability and optimizing procurement) and a requirement toshift focusfrom product leadership to operational excellence.

The external driver is the competition and market opportunity in emerging markets, where cost is more critical than luxury.

Dependencies and Constraints:

Supplier contracts may impose constraints on how quickly procurement strategies can change, which is considered in the transition planning.

Theprocess frameworkmust be implemented in a way that supportsend-to-end process thinking.

Why Option B is Correct:

Option Baccurately reflects the two transition phases (Plateaus 1 and 2) and shows the appropriate work packages and deliverables in line with the scenario.

It clearly models the steps forrevising R&D strategyandprocurement strategyin the first transition, and the shift to aprocess focusin the second transition.

Theprocess frameworkand its link toend-to-end process thinkingand procurement strategy are also correctly modeled, fulfilling the requirements of the scenario.

Motivationsfor the changes, such as thefocus on the price/quality ratio, and the external drivers for shifting strategy are well captured.

Why Other Options Are Incorrect:

Option AandOption Cmisrepresent or omit important relationships between work packages, such as the link between theprocess frameworkand theend-to-end process thinking.

Option Ddoes not correctly capture the sequence of work packages and the logical flow of transitions between phases.

Conclusion:

Option Bprovides the most complete and accurate description of the scenario, correctly illustrating themigration planning,motivations, and thework packagesnecessary to achieve the target state. It aligns well with ArchiMate® 3.2 modeling standards and meets the scenario's requirements.

The correct answer isD, as it best describes the transition from the baseline to the target state, including the motivation for changes based on the scenario. Here’s a detailed explanation of whyDis the most accurate model:

Baseline and Target:

TheBaselinestate in all answers correctly depicts the current structure of ACS's operations, including theACS Central Production,Local Trucking,ACS Local Production, andFully Automated Assembly Line.

Dcaptures the essential transition from this baseline state to the target state by illustrating how the organization is aiming to decrease CO2 emissions, as required by the new regulations, and how they intend to centralize production facilities.

Motivation for Changes (Decrease in CO2 Emissions):

The CEO’s plan to reduceCO2 emissionsis a critical driver for change. This is captured clearly inD, which shows the effects ofDecreasing CO2 Emissions,Complying with Laws and Regulations, andCentralizing Production Facilities.

TheMinistry of Social Welfare and Health’s lawmandating CO2 reductions is accurately reflected inD, showing compliance as part of the motivation.

Dalso depicts the motivation to centralize production facilities, which helps reduce CO2 emissions and aligns with the internal report suggesting that fewer distribution centers can meet ACS's needs effectively.

Business and Environmental Factors:

The scenario also points out thatpassenger numbers have decreaseddue to rising ticket prices, which reduces the demand for non-food materials from ACS. This factor is linked to the centralization effort, as reducing the need for distribution centers can reduce costs while still meeting business needs.

Dreflects this by linkingFewer Distribution CentersandCentralized Production Facilitiesto both decreased emissions and operational efficiency.

Compliance with Laws and Regulations:

Dshows a clear connection between compliance withCO2 Emission Lawsand theAmount of CO2 Emissionsgenerated by ACS, which is an essential driver of change in the scenario.

The need to ensure that emissions are within the legal limit is modeled effectively inD, reflecting the scenario’s requirement to meet regulatory expectations by the end of the year.

Centralization of Production:

The scenario suggests thatcentralizing productionis one way to reduce emissions and achieve operational efficiency. This is depicted clearly inD, whereProduction Facilities Centralizedleads to both fewer distribution centers and a significant decrease in CO2 emissions.

Dlinks the motivation for fewer distribution centers to environmental sustainability (CO2 reduction) as well as operational improvements.

Comprehensive ArchiMate® 3 Compliance:

Daligns well with ArchiMate® 3 standards. It models theMotivation Elementssuch as goals (e.g.,Decrease CO2 Emissions), assessments (e.g.,CO2 Emission Above Norm), and requirements (e.g.,Comply with Laws and Regulations) accurately.

The relationships between these motivation elements are correctly depicted using ArchiMate® connectors like influences and associations, ensuring that the transition from baseline to target is clear and fully compliant with ArchiMate® 3 best practices.

Conclusion:AnswerDprovides the best representation of the proposed transition, focusing on the motivations for centralization and reduction of CO2 emissions. It accurately reflects the scenario’s requirements, including legal compliance, environmental goals, and operational changes, all while following ArchiMate® 3 modeling standards.