The correct answer translates the strategic goal into a specific, measurable, and time-bound architecture driver. It moves from a vague strategic intent (‘increase loyalty’) to concrete, measurable business outcomes (‘reduce churn by 15%’, ‘increase repeat purchases’) that can directly guide architectural requirements and be used to validate success. The other options are either solutions in disguise (A and D) or a restatement of the goal without measurable criteria (C).

In Implementation Governance, the architect’s role is to ensure compliance with the defined architecture. The first step when a deviation is proposed is to conduct an impact assessment. This involves understanding how the substitute component affects interoperability, non-functional requirements, security, and other architectural principles. Only after this assessment can a reasoned decision be made about whether to approve a deviation, request a waiver, or require an architecture change request. The other options are either reckless (A), passive (B), or an overreaction that causes unnecessary disruption (D).

The description outlines the core objectives of Phase D: Technology Architecture. This phase focuses on creating the Target Technology Architecture, which provides a detailed specification of the logical software and hardware capabilities required to support the Business, Data, and Application Architectures. The key phrases ‘detailed specifications,’ ‘ensuring all stakeholder concerns are addressed,’ and ‘validating models are consistent’ are hallmarks of the domain-specific architecture development phases (B, C, D). Since it specifies ‘architecture domains’ in a context following Business and Information Systems, Phase D is the correct fit.

The principle of a ‘single, authoritative source’ (a golden source or system of record) directly leads to the directive to identify or create one official source for customer data. Defining a canonical model ensures a common understanding, and designating a system of record establishes clear ownership and responsibility for data quality and maintenance. A data warehouse (A) is for reporting, not transaction authority. Mandating one unit’s database (B) ignores potential deficiencies and is politically fraught. Synchronization (D) creates complexity and does not solve the root problem of multiple sources of truth, often leading to reconciliation issues.

The Requirements Management phase is central to the ADM’s iterative nature. Its purpose is to handle new or changing requirements by assessing their impact and then ‘feeding’ them back into the appropriate phase of the current cycle. For a major new regulatory requirement affecting data handling, the likely feedback loop would be to Phase C (Data Architecture) or Phase B (Business Architecture for compliance processes). This ensures the architecture remains relevant and compliant. Ignoring it (A and D) is risky, and immediate incorporation without assessment (B) is an unstructured approach that could destabilize the project.

The Statement of Architecture Work is created in Phase A to define what will be done and gain approval to proceed. Its critical elements include scope, stakeholders, vision, and benefits. While planning is important, detailed work packages, resource assignments, and a full project Gantt chart are outputs of later phases (like Phase E: Opportunities & Solutions and Phase F: Migration Planning). Including this level of implementation detail in the initial approval document is premature and may not be possible until the architecture is more fully defined. The other options are all fundamental to securing informed sponsorship and commitment.

The Architecture Roadmap in Phase E translates the Target Architecture into a sequence of work packages and projects. A key activity is identifying and evaluating implementation alternatives (Transition Architectures). The primary purpose is to present these options to stakeholders and sponsors, highlighting the trade-offs (e.g., speed vs. risk, cost vs. business disruption). This empowers them to make a governance decision based on business priorities, not just technical merit. While documentation (D) is part of it, the core purpose is decision-enablement. A (detailed blueprints) comes later, and B (considering all options) is a means to the end, not the end itself.

Landscape Management diagrams (also known as asset lifecycles) are specifically used to show the status of assets (e.g., applications, technology components) in the enterprise landscape over time. They typically categorize assets as ‘Baseline,’ ‘Target,’ ‘Retire,’ ‘Eliminate,’ etc., and are crucial for portfolio management and migration planning. A describes an Application Communication diagram. B describes a Functional Decomposition diagram. C describes a Location diagram.

This is a clear, specific, and measurable business need from a key stakeholder. The architect’s role is to capture this as a concrete business requirement. It will directly drive the design of the Application Architecture (what capabilities are needed to enable rapid quoting) and the Technology Architecture (what performance is required). It may also influence the Data Architecture (what data needs to be accessible). Challenging it prematurely (B) dismisses stakeholder value. While it is a stakeholder concern (C), it is also a concrete requirement. It is more than just a system response time (D); it’s an end-to-end business process timing goal.

The correct answer translates the strategic goal into a specific, measurable, and time-bound architecture driver. It moves from a vague strategic intent (‘increase loyalty’) to concrete, measurable business outcomes (‘reduce churn by 15%’, ‘increase repeat purchases’) that can directly guide architectural requirements and be used to validate success. The other options are either solutions in disguise (A and D) or a restatement of the goal without measurable criteria (C).0