A diagram of a project Description automatically generated with medium confidence

When creating an application architecture roadmap, the ‘WHOM’ dimension refers to the stakeholders or entities that will be impacted by or interact with the application. This dimension canvary greatly depending on the context and the specific focus areas of the roadmap. The correct answers that define the ‘WHOM’ dimension in various contexts are:

B. Material Groups/Products: This refers to the categorization of items such as raw materials, spare parts, direct materials, and indirect materials. These groups are relevant stakeholders in the context of procurement and supply chain management applications.

C. Groups of Persons/Business Expense: This includes different categories of personnel such as permanent staff, contracted staff, and students. It also encompasses different types of expenses like operational expenditure and capital expenditure, which are crucial considerations for financial management and human resource management applications.

D. Working model: This pertains to the various operational models such as home office, headquarters, and affiliates. These models are significant for applications that manage organizational structures, remote work capabilities, and location-based access to resources.

A. Asset Classes/Vehicles is not a correct answer as it describes types of assets rather than stakeholders or entities interacting with the application.

References:

SAP. (n.d.). SAP Enterprise Architecture Framework. SAP Community.

The Open Group. (2018). TOGAF® Version 9.2: Enterprise Architecture Framework.

International Organization for Standardization. (2015). ISO/IEC/IEEE 42010:2011 - Systems and software engineering — Architecture description.

Given the context of the Wanderlust case study and the need to align business capabilities with the strategic priorities of easing usage, maintenance, total cost of ownership optimization, and accelerating time to value, the sequence of business capabilities should follow the logic of building upon the foundational capabilities that can drive sales and customer engagement, followed by enhancing customer loyalty and retention, and finally streamlining marketing efforts.

Here’s the most appropriate sequence:

Recommendation Management, Social Media Management (for recommendation)- This capability is fundamental to driving immediate sales and improving cross-selling opportunities by leveraging data for personalized recommendations and managing social media engagements.

Account Based Marketing, Lead Management, Interface Capability with SAP CRM- After establishing a strong recommendation and social media presence, the next step is to utilize account-based marketing and lead management to further personalize marketing efforts and align them with sales strategies, facilitated by strong integration with SAP CRM for cohesive customer relationship management.

Loyalty Management- With sales strategies in place and an effective CRM system, focusing on loyalty management helps to retain customers by rewarding repeat business, which is essential for the long-term success of Wanderlust’s electric vehicle offerings.

Marketing Campaign Management, Social Media Management- Once there is a strategy to manage customer recommendations and loyalty, a broader focus on overall marketing campaign management, which includes a comprehensive approach to all marketing channels, should be implemented to solidify Wanderlust’s market position.

EA principles are the foundational statements that guide the prioritization and execution of initiatives in alignment with business and IT strategic objectives. Each of the objectives and decisions on the left should align with the principle that best supports it.

Here is the best correlation between the objectives/decisions and the EA principles:

Minimize water loss during Lithium extraction

Ensure legal and regulatory compliance and minimize environmental impact.

Reluctant to move Core to Cloud but open to consider cloud for collaboration

Adopt common use applications and balance best practice with best of breed.

Smart Battery, Charge and Insta-Perpetual Warranty initiatives

Maximize business agility and use innovation.

Substitute bespoke applications

Minimize technology diversity and complexity and subscribe before buy before build.

Total cost of ownership optimization

Maximize business applications and innovation.

These alignments are based on the understanding that the principles should enable and support the objectives and decisions. For example, environmental compliance is directly supported by the principle of legal and regulatory compliance, while the move to the cloud for collaboration aligns with adopting common applications. The initiative for smart batteries correlates with driving business agility and fostering innovation. Replacing bespoke applications with standardized solutions aligns with minimizing technology diversity, and the principle of maximizing applications and innovation supports the objective of optimizing total ownership costs.

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 thatencapsulates 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.References= 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.

Identifying the online marketing business capabilities and processes will help to understand the current state of the ecosystem and identify the areas where improvement is needed. For example, if the ecosystem does not have the ability to track leads or manage customer relationships, then these will be areas that need to be addressed.

Identifying the key organizational units, partners, and stakeholder groups that make up the online marketing ecosystem will help to understand the relationships between the different entities in the ecosystem and identify the dependencies between them. For example, if the marketing team relies on the sales team to provide leads, then this dependency will need to be considered when designing the new ecosystem.

The other two options, Identifying a suitable online marketing application that is better integrated with SAP CRM and ECC and can replace the existing one and Drawing an organization map highlighting the inter relationships and hierarchies amongst the above organizational units, partners, and stakeholder groups, are not as critical at this stage. The application can be identified and the organization map can be drawn once the business capabilities and processes have been identified and the key organizational units, partners, and stakeholder groups have been identified.

Therefore, the best course of action is to identify the online marketing business capabilities and processes and identify the key organizational units, partners, and stakeholder groups that make up the online marketing ecosystem. This will help to understand the current state of the ecosystem and identify the areas where improvement is needed.

Goal - Increase supply reliability of Lithium batteries

Value Driver - Halve dependence on external battery suppliers from 50% to 25%

Business Capability – Plan Battery plant supply based on demand from car plants

Initiative- Demand and Supply Planning (SAP IBP) implementation for both battery and car plants

Verified References: 1: https://www.indeed.com/career-advice/career-development/how-to-create-strategy- map | 2: https://creately.com/guides/what-is-a-strategy-map/ |  3:https://www.lucidchart.com/blog/strategy-mapping-example

For creating a Business Strategy Map, especially in the context of increasing the supply reliability of lithium batteries, you need to establish a logical flow from overarching goals to specific initiatives. Here’s the correct sequence, beginning with the broad goal and narrowing down to the specific actions:

Goal- Streamline internal supplies of batteries: This is the broad outcome that Wanderlust GmbH aims to achieve. It sets the direction for the subsequent elements.

Value Driver- Halve dependence on external battery suppliers from 50% to 25%: This is the measurable target that will drive value for the company by reducing reliance on external sources.

Business Capability- Plan Battery plant supply based on demand from car plants: To achieve the value driver, the company must develop the capability to plan and adjust the battery supply in alignment with the demand from its car manufacturing plants.

Initiative- Demand and Supply Planning (SAP IBP) implementation for both battery and car plants: This is the specific action or project that will build the required business capability. Implementing SAP Integrated Business Planning (IBP) will help in better demand forecasting and supply planning to support the goal.

This sequence shows how each element supports the achievement of the strategic objective, ensuring that initiatives are directly contributing to the company's goals and value drivers.

The business activities 'Analyze and respond to customer insight' and 'Implement promotional activities' directly relate to the CIO’s goals of increasing cross-selling opportunities through online recommendations and running highly visible campaigns. Analyzing customer insights can provide data that enhances recommendation engines, leading to effective cross-selling. Implementing promotional activities, particularly in high-visibility platforms like social media, is key to driving campaign effectiveness.References= These relationships between business activities and goals would be informed by best practices in online marketing strategies, as documented within the Lead to Cash - B2C Business Process Variant.