The OGEA-102 (TOGAF Enterprise Architecture Part 2 Exam) is designed for professionals who have completed Part 1 and seek to deepen their mastery of enterprise architecture frameworks and practices. This exam validates your ability to apply The Open Group's TOGAF framework to real-world scenarios, including governance, ADM tailoring, and architectural decision-making. Whether you are pursuing TOGAF Certifications or advancing your architecture career, this page provides a structured roadmap to exam success. We cover the complete syllabus, question formats, and practical preparation strategies to help you study efficiently and confidently.
Use this topic map to guide your study for The Open Group OGEA-102 (TOGAF Enterprise Architecture Part 2 Exam) within the TOGAF Certifications path.
The OGEA-102 exam combines knowledge-based and scenario-driven questions to measure both conceptual understanding and practical reasoning. Questions progress in difficulty and reflect real-world architecture challenges.
Questions build from foundational knowledge to complex decision-making, ensuring that successful candidates can both understand TOGAF and apply it in practice.
An effective study plan maps the 12 core topics to a weekly schedule, balances theory with practice questions, and includes timed mock exams. Most candidates benefit from 4-6 weeks of structured preparation, with daily study sessions of 60-90 minutes.
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The Architecture Development Method (ADM) Phases and ADM Application and Tailoring typically account for 30-35% of exam content, reflecting their central role in TOGAF practice. Architecture Governance, Stakeholder Roles, and Key ADM Deliverables together represent another 35-40%, emphasizing practical governance and stakeholder management. The remaining 25-30% covers foundational topics such as The TOGAF Framework Overview, Business Architecture Fundamentals, and Architecture Patterns and Reference Models. Prioritize ADM mastery while ensuring solid grounding in governance and stakeholder concepts.
Architecture Governance runs parallel to the ADM phases, establishing decision rights, review gates, and compliance checkpoints at each stage. For example, during the Preliminary phase, governance defines the architecture board and approval authorities; during Architecture Development phases, governance enforces architecture standards and reviews deliverables; during Implementation Governance, governance monitors compliance and manages change. Understanding this relationship, where ADM provides the "what" and governance provides the "how" for oversight, is critical for scenario-based questions.
While OGEA-102 is knowledge and reasoning-based rather than hands-on simulation, practical experience with architecture projects significantly boosts your ability to answer scenario questions. If you have led or participated in architecture initiatives, focus on connecting your experience to ADM phases, governance structures, and stakeholder engagement. If you lack direct experience, prioritize understanding Techniques and Deliverables and studying case studies that illustrate ADM application and Governance Considerations in realistic contexts.
Many candidates confuse the purpose of different ADM phases or misapply governance concepts to the wrong stakeholder group. Others select technically correct answers that miss the business or organizational context emphasized in the scenario. A frequent error is overlooking the importance of Stakeholder Roles and Governance Considerations when evaluating architecture decisions, the exam rewards answers that balance technical rigor with organizational feasibility. Avoid memorizing isolated facts; instead, understand how each topic supports the overall architecture lifecycle.
In the final week, focus on reviewing your mock exam results and re-studying topics where you scored below 75%. Create a one-page summary of each ADM phase, key governance principles, and stakeholder engagement techniques. Re-read scenario questions you answered incorrectly and identify the reasoning flaw. On the day before the exam, do a light review of high-risk topics and get adequate sleep; avoid intensive cramming. During the exam, read each scenario carefully, identify the key stakeholder or governance issue, and select the answer that best balances technical and organizational needs.
Please read this scenario prior to answering the question
You are the Lead Enterprise Architect at a major agribusiness company. The company's main
annual 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.
The CEO appreciates the seriousness of the situation and has set out a change in direction
that is effectively a new business for the company. There are opportunities for new products,
and new markets. The company will use the fields for another harvest and will cease to process
third-party lentils. Thus, the target market will change, and the end-products will be different
and more varied. This is a major decision and the CEO has stated a desire to repurpose rather
than replace so as to manage the risks and limit the costs.
The company has a mature Enterprise Architecture practice based in its headquarters and uses
the TOGAF standard as the method and guiding framework. The practice has an established
Architecture Capability, and uses iteration for architecture development. The CIO is the sponsor
of the activity.
The CIO has assigned the Enterprise Architecture team to this activity. At this stage there is no
shared vision, or requirements.
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?
Based on the TOGAF standard, this answer is the best approach for architecture development to realize the CEO's change in direction for the company. The reason is as follows:
The scenario describes a major business transformation that requires a clear understanding of the current and future states of the enterprise, as well as the gaps and opportunities for change. Therefore, the priority is to understand and bring structure to the definition of the change, rather than focusing on the implementation details or the technology aspects.
The team should use the TOGAF ADM as the method and guiding framework for architecture development, and adapt it to suit the specific needs and context of the enterprise. The team should also leverage the existing Architecture Capability and the Architecture Repository to reuse and integrate relevant architecture assets and resources.
The team should focus iteration cycles on a baseline first approach to architecture development, which means starting with the definition of the Baseline Architecture in each domain (Business, Data, Application, and Technology), and then defining the Target Architecture in each domain. This will help to identify the current and desired states of the enterprise, and to perform a gap analysis to determine what needs to change in order to achieve the business goals and objectives.
The team should then focus on transition planning, which involves identifying and prioritizing the work packages, projects, and activities that will deliver the change. The team should also create an Architecture Roadmap and an Implementation and Migration Plan that will guide the execution and governance of the change.
The team should use the Architecture Vision phase and the Requirements Management phase to work out in detail what the shared vision is for the change, and to capture and validate the stakeholder requirements and expectations. The team should also use the Architecture Governance framework to ensure the quality, consistency, and compliance of the architecture work.
: :The TOGAF Standard, Version 9.2 - Architecture Development Method:The TOGAF Standard, Version 9.2 - Architecture Vision:The TOGAF Standard, Version 9.2 - Requirements Management: [The TOGAF Standard, Version 9.2 - Architecture Governance]
Scenario:
You are working as an Enterprise Architect within an Enterprise Architecture (EA) team at an electric vehicle manufacturer. The company produces electric cars and battery systems. The goal of the company is to build the best technology and software platform for electric vehicles.
The company has decided to introduce a major change to its vehicle design over a five-year period. This will be a cross-functional effort between hardware and software teams, delivering significant new features in the vehicles they manufacture. It is planned to be developed in phases.
An architecture to support strategy has been completed with a roadmap for a set of projects.
The EA team has inherited the architecture for the hardware and software automotive platform used by current vehicles, some of which can be carried over to the new vehicle design. The EA team has started to define which parts of the architecture to carry forward.
The presentation and access to different variations of data that the company plans to offer through its vehicles creates an architecture challenge. The application portfolio and supportinginfrastructure must connect with multiple cloud services and data repositories in different countries to be able to handle large-scale data.
Enough of the Business Architecture has been defined, so that work can commence on the Information Systems and Technology Architectures. These architectures need to be defined to support the primary business services that the company plans to provide. These services will manage and process the data created by vehicles, paving the way for self-driving vehicles in the future.
The company uses the TOGAF Standard as the basis for its Enterprise Architecture framework.
The EA team reports to the Chief Technical Officer (CTO), who is the sponsor of the EA program.
The CTO requires that the EA team follow the purpose-based EA Capability model as described in:
The TOGAF Series Guide: A Practitioners' Approach to Developing Enterprise Architecture Following the TOGAF ADM.
Refer to the scenario:
You have been asked how to decide and organize the work to deliver the requested architectures.
Based on the TOGAF standard, which of the following is the best answer?
The correct answer is C, as it aligns with the TOGAF ADM approach and best practices for organizing architecture work in a phased and structured manner.
Analysis of the Correct Answer (Option C):
Identifying Projects, Dependencies, and Synergies
The scenario describes a phased approach to vehicle development over five years.
Identifying dependencies ensures a logical and structured rollout of technology and business capabilities.
Developing High-Level Architecture Descriptions
Since Business Architecture is already defined, it is now time to develop high-level descriptions of Information Systems and Technology Architectures.
TOGAF emphasizes incremental and iterative refinement, meaning that starting with high-level descriptions is a logical first step.
Determining Workload and Resource Allocation
TOGAF ADM Phase B, C, and D involve creating architecture descriptions.
Understanding how much work is required ensures efficient resource planning and allocation.
Identifying Reference Architectures and Building Blocks
Using reference architectures and reusable architecture building blocks (ABBs) is a key best practice in TOGAF.
This enables efficiency and consistency in architecture development.
Evaluating Costs, Risks, and Feasibility
TOGAF emphasizes a risk-aware approach to enterprise architecture.
Documenting options, risks, and control measures ensures feasibility before execution.
Why Other Options Are Incorrect?
Option A: Initiating ADM Phase A Again
Incorrect because the scenario states that the Architecture Vision has already been completed.
Phase A is used for initial vision-setting, but at this point, the focus is on executing defined architectures.
Option B: Researching Data Companies for Target Architecture Development
Incorrect because the focus should be on defining internal architectures rather than external research.
While benchmarking best practices can be useful, it is not the primary activity at this stage.
Option D: Studying Other Companies and Performing Readiness Assessment
Incorrect because the focus should be on leveraging the organization's existing architecture and resources.
Solution provider readiness assessments are typically part of procurement, not enterprise architecture development.
TOGAF Standard, ADM Guidelines and Techniques
TOGAF Standard, ADM Phase B, C, and D -- Developing the Architecture
The TOGAF Series Guide: A Practitioners' Approach to Developing Enterprise Architecture Following the TOGAF ADM
Please read this scenario prior to answering the question
You are employed as an Enterprise Architect at a leading global technology enterprise
specializing in digital infrastructure, cloud computing, and data-centric innovation. The
company provides a vast ecosystem of platforms that serve billions of users across
the globe. These platforms span online marketplaces, advanced advertising networks,
Al-driven services, productivity tools, and digital entertainment experiences.
The senior leadership within the company is worried about the company's ability to
address all the opportunities around artificial intelligence (Al). They feel that the
business is at risk of falling behind its competitors, and that significant changes are
necessary for the business to remain competitive. Most senior leaders feel that the
operations need to be more efficient, and the organization needs to change to achieve
its future goals.
The company has an established Enterprise Architecture (EA) program based on the
TOGAF standard, sponsored jointly by the Chief Information Officer (CIO) and senior
executives. In your role as an Enterprise Architect within the EA team, you work
closely with the business stakeholders in the company as well as the sponsors.
The CEO has decided that reorganizing its subsidiaries around artificial intelligence
and machine learning will improve the way the company creates and delivers value.
The sponsors have approved a project for the reorganization which is being led by the
EA team.
The EA team have developed a strategic architecture which has been approved by
the sponsors. It includes an Architecture Vision, and high-level definitions of the
domain architectures. This sets out a plan over a multi-year period and covers three
distinct transformations to implement the reorganization.
The sponsors have read reports that the majority of transformation projects dealing
with digital and artificial intelligence are failing. They have made it clear that prior to
the approval of the detailed Implementation and Migration plan, the EA team needs to
address the risks associated with the reorganization. They want assurance that the
reorganization will succeed and deliver the promised increases in value for the
business.
Refer to the scenario
The EA team leader has asked how you would address the request from the
sponsors.
Based on the TOGAF standard, which of the following is the best answer?
In this scenario, the strategic architecture is already complete and approved, and the sponsors now want assurance about risks before approving the detailed Implementation & Migration Plan. According to TOGAF, this work occurs in Phase E: Opportunities & Solutions and Phase F: Implementation & Migration, where a key activity is performing Business Transformation Readiness Assessment and Risk Assessment before finalizing the roadmap and migration plan.
Option C aligns exactly with TOGAF guidance for this stage:
Why Option C is correct
1. It starts with assessing organizational readiness for change
TOGAF Phase E requires evaluation of Business Transformation Readiness, addressing:
Organizational capability
Cultural readiness
Skills and capacity
Sponsorship and governance
This is exactly what Option C describes:
''assess how ready the organization is to change.''
This directly responds to the concern in the scenario that ''most senior leaders feel the operations need to be more efficient'' and that ''significant changes are necessary.''
2. It includes identification and classification of risks
TOGAF requires performing a Risk Assessment before migration planning, ensuring risks are categorized, documented, and mitigation strategies defined.
Option C includes:
''identification and classification of the risks ... together with an approach to mitigate the risks.''
This is precisely what the sponsors requested: clear management of risks before approving migration planning.
3. It ties risk, dependencies, and gaps directly into the Implementation & Migration Plan
TOGAF requires identifying:
Dependencies between work packages
Gaps between baseline and target
Required actions to improve readiness
Work package sequencing
Option C states:
''identifying dependencies between the set of changes, including gaps and work packages... identifying improvement actions to be worked into the Implementation and Migration Plan.''
This matches TOGAF Phase E and F activities exactly.
4. It evaluates business value, effort, and risk for each transformation
The scenario involves three distinct transformations, and sponsors want assurance of value delivery. TOGAF Phase F includes Consolidated Gaps, Solutions, and Dependencies and migration prioritization based on value, cost, and risk.
Option C states:
''The business value, effort, and risk associated for each transformation should then be identified and documented.''
This is directly aligned to the TOGAF-required migration prioritization criteria.
Why the other options are incorrect
A -- Focuses on gap analysis only
Gap analysis was performed during Phases B--D, and while relevant, Option A does not emphasize risk, readiness, or assurance---key concerns of the scenario.
B -- Misrepresents TOGAF (organizational requirements matrix is not a formal TOGAF artifact)
Also, it incorrectly focuses on aligning change with the operating model, which TOGAF does not prescribe as the primary risk-mitigation activity.
D -- Focuses on architectural alternatives; the target architecture is already approved
The scenario states the strategic architecture is complete and approved---there is no need to revisit alternatives. This is misaligned with the starting point of the question.
Conclusion
Option C is the only answer that conducts:
Business transformation readiness assessment
Risk identification and mitigation
Dependencies, gaps, and work package analysis
Integration of risks and improvement actions into migration planning
This matches precisely what TOGAF expects at this stage and what the sponsors requested.
Scenario
You are working as an Enterprise Architect within a large manufacturing company. The company has multiple divisions located worldwide.
After a recent study, senior management is concerned about the impact of the company's multiple data centers and duplication of applications on business efficiency. To address this concern, a strategic architecture has been defined; it will help improve the ability to meet customer demand and improve the efficiency of operations. The strategic architecture involves the consolidation of multiple application programs that are currently used in different divisions and putting them all onto a cloud-based solution instead.
Each division has completed the Architecture Definition documentation to meet its own specific operational requirements. The enterprise architects have analyzed the corporate changes and implementation constraints. A consolidated gap analysis has been completed. Based on its results, the architects have reviewed the requirements, dependencies, and interoperability requirements needed to integrate the cloud-based solution. The architects have completed the Business Transformation Readiness Assessment. Based on all these factors, they have produced a risk assessment. They have also completed the draft Implementation and Migration Plan, the draft Architecture Roadmap, and the Capability Assessment deliverables.
Due to the risks of changing from the current environment, the decision has been taken that a gradual approach is needed to implement the target architecture. It will likely take a few years to complete the whole implementation process.
The company has a mature Enterprise Architecture (EA) practice and uses the TOGAF standard for its architecture development method. The EA practice is engaged throughout all the divisions, with implementation governance assigned to a business line. In addition to providing guidance on using architecture frameworks, including business planning, project/portfolio management, and operations management, the EA program is sponsored by the Chief Information Officer (CIO).
You have been asked to decide on the next steps for the migration planning.
Based on the TOGAF standard, which of the following is the best answer?
Context of the Scenario
The organization is currently in the Migration Planning phase, which corresponds to Phase F of the TOGAF ADM (Architecture Development Method). The key activities for this phase involve:
Evaluating dependencies and impacts on other organizational frameworks.
Aligning the roadmap and migration plan with strategic objectives and available resources.
Addressing the risks of transitioning from the current architecture to the target architecture using a phased approach.
The deliverables (Architecture Roadmap, Capability Assessment, etc.) and assessments (Gap Analysis, Risk Assessment, Transformation Readiness) have already been developed. The next step is to refine and finalize the migration planning.
Option Analysis
Option A:
While updating the Architecture Definition Document could ensure alignment, this step was completed in earlier phases (B, C, D). At this stage, further changes to the architecture must go through a formal governance review, and applying lessons learned without review contradicts TOGAF principles.
Producing an Implementation Governance Model is more relevant in Phase G (Implementation Governance), not in Phase F.
Conclusion: Incorrect, as it suggests revisiting earlier steps and does not align with the current phase.
Option B:
Conducting Compliance Assessments ensures the architecture is implemented correctly, but this is a task for Phase G (Implementation Governance) after migration planning has been finalized and implementation begins.
Deployment of monitoring tools is also part of implementation and governance activities, not migration planning.
Conclusion: Incorrect, as it focuses on tasks belonging to a later phase.
Option C:
Examining how the Implementation and Migration Plan affects other organizational frameworks is critical in Phase F, as TOGAF emphasizes alignment with business planning, project/portfolio management, and operations management.
Assigning business value to each project ensures prioritization and optimal allocation of resources.
Updating the Architecture Roadmap and the Implementation and Migration Plan based on this analysis ensures strategic alignment and readiness for implementation.
Conclusion: Correct, as it addresses the key objectives of the Migration Planning phase comprehensively.
Option D:
Applying the Business Value Assessment Technique is valid for prioritizing initiatives but is a limited aspect of Migration Planning.
Planning Transition Architecture phases and documenting lessons learned are valid, but this does not address broader organizational impacts or dependencies as effectively as Option C.
Conclusion: Narrow focus; less comprehensive than Option C.
Reference to TOGAF
Phase F (Migration Planning): The focus is on aligning the migration plan with business objectives, considering organizational dependencies, and prioritizing projects (TOGAF 9.2, Chapter 12).
Architecture Roadmap and Implementation Plan: Updated to reflect changes in priorities and alignment with business frameworks (TOGAF 9.2, Section 12.4).
Framework Integration: Collaboration with other frameworks (e.g., business planning, portfolio management) ensures alignment across the organization (TOGAF 9.2, Section 6.5.2).
Business Value Assessment Technique: Used to prioritize initiatives based on return on investment and performance criteria (TOGAF 9.2, Section 24.4).
You are working as an Enterprise Architect within the Enterprise Architecture (EA) team at a healthcare and life sciences company. The EA team is developing a secure system for researchers to share clinical trial information easily across the organization and with external partners.
Due to the highly sensitive nature of the information, each architecture domain must consider privacy and safety concerns. The healthcare division has been directed to minimize disruptions to clinical trials while introducing the new system gradually.
How would you identify the work packages for introducing the new system? Based on the TOGAF standard, which of the following is the best answer?
In the TOGAF framework, understanding and addressing stakeholder concerns is crucial, particularly for complex projects with high stakes like the AI-first initiative described in the scenario. This approach aligns well with TOGAF's ADM (Architecture Development Method) and its emphasis on effective stakeholder management and risk assessment. Here's why this is the best course of action:
Stakeholder Analysis and Documentation:Conducting a stakeholder analysis is foundational in the early stages of any TOGAF project, particularly during the Preliminary and Architecture Vision phases. This process involves identifying the different stakeholders, understanding their positions, documenting their concerns, and considering any cultural factors that might influence their perspective on the AI-first initiative. Given the diverse concerns raised (such as job security, skill requirements, and cybersecurity), it's essential to have a clear understanding of each stakeholder group's priorities and fears.
Recording Concerns in the Architecture Vision Document:The Architecture Vision phase in TOGAF focuses on defining the high-level scope and objectives of the architecture project. By documenting stakeholder concerns and the corresponding views in the Architecture Vision document, the EA team ensures that these concerns are transparently acknowledged and addressed as part of the strategic direction. This step not only aligns with TOGAF best practices but also helps in building stakeholder buy-in and trust.
Architecture Requirements Specification and Risk Management:Risk management is a key aspect of TOGAF's ADM, particularly in the Requirements Management and Implementation Governance phases. Documenting the requirements for addressing specific risks in the Architecture Requirements Specification provides a structured way to ensure that identified risks are acknowledged and managed throughout the transformation. Regular assessments and feedback loops ensure ongoing alignment and adaptability to emerging risks, which is particularly important given the dynamic nature of AI and its associated challenges.
Alignment with TOGAF ADM Phases:This approach follows the prescribed flow of TOGAF's ADM, starting with stakeholder engagement in the Preliminary and Architecture Vision phases and progressing to risk assessment in the Requirements Management phase. By maintaining a focus on stakeholder needs and formalizing these into architecture requirements, the EA team can ensure that the architecture not only meets business objectives but also mitigates stakeholder concerns.
TOGAF Reference on Stakeholder Management Techniques:TOGAF places significant emphasis on managing stakeholder concerns through its stakeholder management techniques, which highlight the need to systematically identify, analyze, and address the concerns of all involved parties. This practice helps ensure that the architecture is viable and accepted across the organization.
By conducting a thorough stakeholder analysis and integrating the findings into both the Architecture Vision and the Architecture Requirements Specification, the EA team can proactively address stakeholder concerns, manage risks, and align the AI-first initiative with the agency's strategic objectives. This approach is consistent with TOGAF's guidance and provides a structured framework for addressing both business and technical challenges in the context of an AI-first transformation.
