Scenario: St. Croix Consulting -
St. Croix Consulting started as an accounting and financial services company. It has expanded over the years and is now a leading North American IT and
Business Services provider.
With numerous practice areas and a multitude of diverse engagements underway at any given time, overall engagement management has become challenging.
The company does not want to risk its outstanding reputation or its international certifications and CMM ratings. Senior partners must become team players, working to support the broader needs of the company and its shareholders.
The Enterprise Architecture team has been working to create St. Croixs Enterprise Architecture framework to address these issues. The team has defined a preliminary framework and held workshops with key stakeholders to define a set of principles to govern the architecture work. They have completed an
Architecture Vision at a strategic level and laid out Architecture Definitions for the four domains. They have set out an ambitious vision of the future of the company over a five-year period.
An Architecture Review Board has been formed comprised of IT staff executives and executives from the major practice areas.
The Enterprise Architecture framework is based on TOGAF 9.
The Chief Executive Officer and Chief Information Officer have co-sponsored the creation of the Enterprise Architecture program.
You have been assigned to the role of Chief Enterprise Architect.
As the EA team prepares to formulate an Implementation plan, they have been asked by the CIO to assess the risks associated with the proposed architecture.
He has received concerns from senior management that the proposed architecture may be too ambitious and they are not sure it can produce sufficient value to warrant the attendant risks.
You have been asked to recommend an approach to satisfy these concerns.
Based on TOGAF 9, which of the following is the best answer?