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SAP P_SAPEA_2023 Exam Syllabus Topics:

Topic
Details

Topic 1

Application, Data, and Technical Architecture: This topic evaluates your knowledge about artifact content, stakeholders, best practices of SAP Reference Content, the SAP Integration Advisory Methodology, and SAP Clean Core principles and strategy.

Topic 2

Business Architecture: The topic of business architecture discusses business capability mapping and end-to-end processes.

Topic 3

SAP Enterprise Architecture Framework and toolset: The focal point of this topic is the company's business strategy. It also covers SAP Reference Architecture content, IT requirements, business requirements and (SAP) solution space, and SAP Enterprise Architecture-related artifacts.

Topic 4

Architecture vision and roadmap: It focuses on developing the architecture vision and roadmap for a company. The topic also covers existing and future business models and capabilities and target business
solution architecture roadmap.

SAP Certified Professional - SAP Enterprise Architect Sample Questions (Q17-Q22):

NEW QUESTION # 17
As the Chief Enterprise Architect of Wanderlust GmbH, you know that there is very little process documentation available on online marketing processes within Wanderlust. You also know that SAP has a rich End-to-End (E2E) Business Processes content repository. To take advantage of that, you have engaged an SAP Enterprise Architect. The SAP Enterprise Architect is using SAP's Business Process Model (BPM) and the Business Capability Model (BCM) while mapping processes to capabilities, how are the two models connected? Note: There are 2 correct answers to this question.

A. Through the E2E Business Process of BPM, which is enabled by the Business Domain of BCM.
B. Through the Business Activity of BPM, which is enabled by the Business Capability of BCM.
C. Through the Enterprise Domain, to which both the E2E Business Process of BPM and the Business Domain of BCM are assigned.
D. Through the Business Process Module of BPM, which is directly linked to the Business Area of BCM.

Answer: A,B

Explanation:
The connection between SAP's Business Process Model (BPM) and the Business Capability Model (BCM) lies in how the end-to-end business processes are enabled by the business domains and capabilities outlined in the BCM. Each business activity in the BPM is supported by one or more business capabilities from the BCM. This linkage ensures that the company's capabilities are directly tied to the business activities and processes, providing a clear line of sight from high-level business strategy down to operational execution.
Reference = This connection is standard in enterprise architecture where processes are designed to be supported by capabilities, ensuring that capabilities provide the necessary functions to execute the processes effectively.

NEW QUESTION # 18
Demand and Supply Planning (SAP IBP) implementation has been identified as a quick win, based on feedback from a large cross section of Wanderlust stakeholders. As the Chief Enterprise Architect, you have now been asked to scope and contextualize the architecture project. Architecture principles have already been adopted. Which of the following activities should you to initiate to conclude the Statement of Architecture Work for the intended SAP IBP implementation initiative? Note: There are 3 correct answers to this question.

A. Define the Solution Context for the architecture work.
B. Conduct a technical Proof of Concept to understand features and functionalities of SAP IBP.
C. Outline the aspirational Solution Concept to address the stakeholders' needs and business requirements.
D. Conduct a high-level Capability Assessment to identify areas of improvement (business and IT).
E. Conduct a Fit Gap Assessment to identify requirements that cannot be met

Answer: A,C,E

Explanation:
The Statement of Architecture Work should encompass a Fit Gap Assessment to understand what requirements are currently not met by existing capabilities, the definition of the Solution Context to set the boundaries and scope of the architecture project, and the outline of the aspirational Solution Concept that encapsulates the stakeholders' needs and business requirements. These steps are vital in the preparatory phase to ensure that the architecture work is well-defined and targeted to deliver the anticipated outcomes.
= These activities are part of standard enterprise architecture practices and are necessary to develop a comprehensive and actionable Statement of Architecture Work that guides the SAP IBP implementation initiative.

NEW QUESTION # 19
As Chief Enterprise Architect, you are asked to select an Enterprise Architecture toolset for Wanderlust GmbH' Enterprise Architecture activities. What are the most critical selection criteria you should consider? Note: There are 3 correct answers to this question.

A. The support of data import or export capabilities, to use external reference data.
B. The support of excellent visualization, to optimally engage with portfolio and business management teams.
C. The use of already established office applications, to keep the entry hurdle for all authors as low as possible.
D. The support of version control in the repository, to manage architecture changes.
E. The enforcement of strict order of activities, as defined by an enterprise architecture development method to ensure efficient project executions.

Answer: A,B,D

Explanation:
Explanation
Hello, this is Bing. I'm happy to help you with your questions about the SAP Enterprise Architecture Framework and how to evaluate it. Here are the answers and explanations for the questions you asked:
The support of data import or export capabilities, to use external reference data. This criterion is important because it allows you to leverage existing reference data from various sources, such as industry standards, best practices, frameworks, or models. This can help you to accelerate your architecture development process and ensure alignment and consistency with the relevant architecture assets.
The support of excellent visualization, to optimally engage with portfolio and business management teams. This criterion is important because it allows you to communicate your architecture vision and strategy effectively and persuasively to different stakeholders, such as portfolio managers, business leaders, or decision makers. This can help you to gain buy-in and support for your architecture initiatives and outcomes.
The support of version control in the repository, to manage architecture changes. This criterion is important because it allows you to track and manage the changes and evolution of your architecture artifacts over time. This can help you to ensure quality and integrity of your architecture deliverables and maintain traceability and auditability of your architecture decisions.
Verified References: 1:
https://www.gartner.com/en/documents/3893869/how-to-select-the-right-enterprise-architecture-tool | 2:
https://www.mega.com/en/resource/enterprise-architecture-tools | 3:
https://www.bcs.org/content-hub/choosing-an-enterprise-architecture-tool/

NEW QUESTION # 20
Which of the following roles are missing from Wanderlust's current Enterprise Architecture practice structure? Note: There are 2 correct answers to this question.

A. Business Architect
B. Data Architect
C. Application Architect
D. Architecture Board

Answer: B,D

Explanation:
Explanation
Wanderlust's current Enterprise Architecture practice structure includes the following roles:
Business Architect: This role is responsible for understanding the business requirements and translating them into technical requirements.
Application Architect: This role is responsible for designing and implementing applications that meet the business requirements.
Technical Architect: This role is responsible for designing and implementing the underlying infrastructure that supports the applications.
However, the structure is missing the following roles:
Data Architect: This role is responsible for designing and managing the data architecture. This includes defining the data models, data warehouses, and data lakes.
Architecture Board: This role is responsible for overseeing the Enterprise Architecture practice and ensuring that it is aligned with the business goals.
The Architecture Board is responsible for setting the overall direction of the Enterprise Architecture practice and ensuring that it is aligned with the business goals. The Board also provides oversight and guidance to the other roles in the practice.
The Data Architect is responsible for designing and managing the data architecture. This includes defining the data models, data warehouses, and data lakes. The Data Architect also works with the Business Architect to ensure that the data architecture meets the business requirements.
The absence of these two roles in Wanderlust's current Enterprise Architecture practice structure suggests that the practice is not fully mature. The addition of these roles would help to ensure that the practice is more effective and aligned with the business goals.

NEW QUESTION # 21
Green Elk & Company is the world s leading manufacturer of agricultural and forestry machinery. The former company slogan "Elk always runs Elk feeds the world" One of Green Elk's strategic goals is to increase its revenue in the emerging markets of China, India, and other parts of Asia by 80 % within three years. This requires a new business model that caters tosignificantly smaller farms with limited budgets You are the Chief Enterprise Architect and the CIO asks you to assess the new business model for smaller farms with smaller budgets. By applying the Sustainable Business Model Canvas, which sequence of steps is best practice?

A. 1. Assess and define the cost structure and revenue streams./2. Define the customer segments and value propositions/3. Detail the customer relationships and channels/4. Identify relevant key activities, key resources, and partners./5. Define the eco-social benefits and costs.
B. 1. Assess and define the value propositions for the small size farms customer segment/2. Detail the customer relationships and channels/3. Identify relevant key activities, key resources, and partners./4.
Define the revenue streams and cost structure./5. Define the eco-social benefits and costs.
C. 1 Assess and define the eco-social cost and benefits/2. Define the customer segments and value propositions/3. Detail the customer relationships and channels/4 Identify relevant key activities, key resources, and partners./5. Define revenue streams and cost structure.
D. 1. Assess and define the key resources, key activities, and partners./2. Define the customer segments and value propositions/3. Detail the customer relationships and channels 4. Define the revenue streams and cost structure./5. Define the eco-social benefits and costs

Answer: B

Explanation:
Explanation
According to the Sustainable Business Model Canvas, which is a tool that helps entrepreneurs to design and communicate their business models in a sustainable way, the recommended sequence of steps is:
Assess and define the value propositions for the small size farms customer segment. This step involves defining and describing the products or services that Green Elk & Company offers to its target customers, and how they create value for them. The value propositions should address the needs, problems, or desires of the customers, and highlight the benefits or advantages of Green Elk & Company's solutions over the alternatives.
Detail the customer relationships and channels. This step involves defining and describing how Green Elk & Company interacts with its customers, and how it reaches and delivers its products or services to them. The customer relationships should reflect the type and level of engagement that Green Elk & Company wants to establish and maintain with its customers, such as self-service, personal assistance, or community. The channels should reflect the most effective and efficient ways to communicate and distribute Green Elk & Company's value propositions to its customers, such as online platforms, physical stores, or partners.
Identify relevant key activities, key resources, and partners. This step involves identifying and describing the main activities, resources, and partners that Green Elk & Company needs to perform and leverage to create and deliver its value propositions to its customers. The key activities should reflect the most important tasks or processes that Green Elk & Company undertakes to execute its business model, such as production, marketing, or sales. The key resources should reflect the most essential assets or inputs that Green Elk & Company requires to execute its business model, such as human, physical, financial, or intellectual resources. The key partners should reflect the most strategic relationships or collaborations that Green Elk & Company establishes with other entities to execute its business model, such as suppliers, distributors, or competitors.
Define the revenue streams and cost structure. This step involves defining and describing how Green Elk & Company generates income from its customers, and how much it spends to execute its business model. The revenue streams should reflect the sources and mechanisms of income that Green Elk & Company obtains from selling its products or services to its customers, such as sales, subscriptions, or fees. The cost structure should reflect the types and amounts of expenses that Green Elk & Company incurs to execute its business model, such as fixed costs, variable costs, or economies of scale.
Define the eco-social benefits and costs. This step involves defining and describing how Green Elk & Company contributes to or affects the environment and society through its business model. The eco-social benefits should reflect the positive impacts or externalities that Green Elk & Company creates for the environment and society through its products or services, such as reducing emissions, improving health, or enhancing education. The eco-social costs should reflect the negative impacts or externalities that Green Elk & Company causes for the environment and society through its products or services, such as increasing waste, depleting resources, or harming biodiversity.
The other options (A, B, D) are not correct for the sequence of steps to apply the Sustainable Business Model Canvas, because they either skip or misrepresent some of the steps in this tool. For example:
Option A is not correct because it does not include assessing and defining the value propositions for the small size farms customer segment, which is a crucial step to understand and communicate how Green Elk & Company creates value for its customers. It also suggests defining the cost structure and revenue streams before defining the customer segments and value propositions, which is not a logical order since the latter determine the former.
Option B is not correct because it does not include identifying relevant key activities, key resources, and partners, which are important aspects of executing a business model. It also suggests retrieving the documentation for the solutions that need to be integrated instead of assessing and defining the value propositions for the small size farms customer segment, which is not relevant for designing a new business model.
Option D is not correct because it suggests assessing and defining the eco-social costs and benefits before defining the customer segments and value propositions, which is not a logical order since the latter determine the former. It also does not include detailing the customer relationships and channels, which are important aspects of delivering value to customers.
For more information on the Sustainable Business Model Canvas and its steps, you can refer to The Sustainable Business Canvas or Sustainable Business Model Canvas: A Review And Framework Development.

NEW QUESTION # 22
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