Vision & Stakeholders

Question 1 of 8

Meridian Freight, a regional logistics operator, has decided to stand up its first formal Enterprise Architecture practice after years of ad-hoc, project-by-project IT decisions. You are the newly appointed Lead Architect, reporting to a supportive CIO who has given you a small team and a mandate but little else: there is no agreed method, no governance repository, and no statement of which business units the capability will serve. The head of warehousing wants a target-state diagram for her fleet-tracking systems before the quarter closes, and the customer-service director is pressing for the same treatment so his team's roadmap is not left behind. Both assume the practice exists to produce designs on request. The CIO, for her part, simply wants assurance that the new function will not repeat the silo'd decisions of the past.

Based on the TOGAF standard, which of the following should the architect prioritize first to establish the Architecture Capability?

Start producing target-state diagrams for each department's systems on demand, since visibly serving the warehousing and customer-service heads early will earn the new practice credibility and protect its funding.Run the Preliminary Phase: scope the impacted enterprise organizations, confirm governance and support frameworks, establish the EA team, and identify the Architecture Principles before tailoring the ADM.Begin Phase A immediately by drafting an Architecture Vision and Statement of Architecture Work for the most vocal department, since that builds momentum and demonstrates value.Select and deploy an architecture modeling tool first, so the team has a place to capture all subsequent deliverables.