[Q79-Q98] BAGUILD-CBA-LVL1-100 Dumps are Available for Instant Access [2024] : Actual Test Materials : http://blog.actualtests4sure.com

Q79. An insurance company is divesting one of its personal insurance lines. Which action should the business
architecture practitioner pursue first?

Deliver strategic objective input to the newly divested business

Provide input to the organizational structure of the divested entity

Identify which capabilities are divested, kept in house or fit both criteria

Assess which application systems are to be retained, kept in house or sunset

Q80. A capability named Credit Risk Rating exists in five business units, each of which applies a variation of
credit risk rating rules during operational processes. While rated as working optimally and assigned
yellow or green on the individual business unit capability heat maps, it might be designated as red,
indicating poorly functioning, on a heat map providing an aggregated view of capabilities because it:

Provides inconsistent results across business units

Exists in more than one business unit that share other capabilities

Enables multiple value stream stages, across multiple value streams

Is implemented using different software systems and manual techniques

Q81. Which business architecture mapping perspective provides supply chain analysts with insights into third
party value exchange?

Capability mapping

Organization mapping

Value stream mapping

Value network mapping

Q82. A benefit of having a capability map is that the map:

Represents a business strategy

Enables laser-like investment analysis

Serves as a starting point for a business model

Provides a comprehensive perspective on value analysis

Q83. What constrains an organization map?

The boundaries of the legal entity focal point

The executives sponsoring the mapping effort

The business unit running the mapping project

The boundaries of the business that is being mapped

Q84. A structured business architecture approach can reduce real and inherent costs resulting from:

Discrepancies between culture and values

Silo-based, business unit specific budget models

Lack of formal requirements definition methodology

Miscommunication due to misaligned concepts and terminology

Q85. What are the Business / IT Architecture Transformation Framework. components that frame the
foundation for business / IT architecture transformation?

Business vision and strategy, business initiatives, as-is IT architecture and long-term IT vision

Capability map, information map, as-is application architecture and to-be application architecture

Business vision and strategy, IT vision and strategy, to-be application architecture and to-be data
architecture

As-is business architecture, business architecture positioned vision, as-is IT architecture and to-be IT
architecture

Q86. Business architecture practitioners should have the basic ability to:

Craft agile business requirements to address a specific business issue

Drive business process design efforts, prioritization, documentation and optimization

Socialize and leverage business blueprints to enable business planning and issue analysis

Create and leverage service-oriented architecture components to deploy automation solutions

Q87. Which perspective closely ties a business requirement to business strategy?

A policy

A service

A capability

An outcome

Q88. Which statement about business models and business architecture is accurate?

A business architecture requires a pre-existing business model as a starting point

Best practices dictate that there should only be one business model for a business

A business model requires a pre-existing business architecture as a starting point

Best practices dictate that there should only be one business architecture for a business

Q89. Compared to the business analyst role, the scope of the business architecture practitioner role is:

Broader, represents the IT environment, and may help set project priorities

The same, but utilizes different mapping techniques at the beginning of a project

Broader, utilizes different mapping techniques, and may help set project priorities

Broader, utilizes the same mapping techniques, and manages business analysts

Q90. What is the primary business architecture tooling requirement in a scenario where a lightweight business
architecture tool is going to coexist with an enterprise architecture tool?

Enough budget to ensure that both tools can be funded for a long-term period of time

Third party service support to ensure that the information in both tools remains aligned

Tool interoperability that would enable updates in one tool to be reflected in the other tool

The ability for practitioners to enter and update business architecture information in both tools

Q91. You are a portfolio manager who was assigned to help prioritize various projects under consideration for
funding in this coming year. You have heat-mapped capabilities, value streams and value stream /
capability cross-mappings for the business areas targeted by these projects. You have been asked to
quickly provide feedback on more than three dozen projects. Projects should be prioritized based on their
ability to:

Improve effectiveness of high impact stakeholders and product categories

Increase process efficiencies in high impact value streams and capabilities

Increase automation across a wide breadth of value streams and capabilities

Improve effectiveness of high impact capabilities across multiple value streams

Q92. What should the Business Architecture Maturity Model provide the organization?

Guidance on how to establish sponsorship and governance

Projected cost savings at various levels of organizational maturity

A framework upon which a business architecture may be constructed

Ability to evaluate a business architecture against a defined industry baseline

Q93. What is an appropriate tool for representing relationships among strategic objectives, initiatives and key
performance indicators?

SWOT diagrams

Hoshin Kanri diagrams

Porter Five Forces Model

Ansoff Product/Market Grid

Q94. A business architecture practitioner should manage relationships for which category of stakeholders?

End consumers

Business partners

Board of Directors

Business subject matter experts

Q95. Which business architecture enabled analysis approach helps an executive identify revenue streams
highlighted in the company’s business model?

Highlighting all business capabilities associated with money management

Identifying where a Product Management capability is tied to a given business unit

Identifying all value stream stages enabled by the Collection Management capability

Pinpointing where customer stakeholders are involved in a given value stream stage

Q96. What does the Business Architecture Maturity Model assess?

Business performance

Specific business capabilities

Integration with related disciplines

Business architecture tool abilities

Q97. In which situation should management make organization mapping a priority?

There is general agreement across business units regarding shared capabilities

The business is relatively monolithic, where redundancy is limited or understood

Most stakeholders have a shared perspective of the business with little discrepancy

A government agency is launching an initiative across multiple departments and regions

Q98. A commonly used definition of a business model states that a business model:

Is a combination of various business architecture mapping perspectives

Defines the relationships among business objectives, initiatives and value

Represents a formal approach for executives to articulate business strategy

Describes the rationale of how an organization creates, delivers and captures value