Q3 Sunrise Hotels

Sunrise Hotels is a rapidly expanding national hotel chain. The company is six years old and has grown
dramatically by purchasing independent hotels. At present there are over 100 hotels and more are in the pipeline.
Each hotel has their own unique suit of applications as Sunrise has always kept the existing systems in place
when they acquired a new property. While this worked well for the first few years it has increasingly lead to
problems specifically concerning the acquisition and merging of business data. As a result centralised purchasing
is impossible and the Senior Management team have a very vague picture of the state of the business.
Some efforts have been made to address this as the company has just recently been installing new computer
systems in all their hotels. The cost of the hardware has been significant and is an investment that Sunrise would
not wish to loose. New computers were installed in batches of 10 with the specifications changing slightly with
each batch. No record has been kept of the hardware specifications for each hotel, all that is known is that they
are more than capable of running the old applications which were transferred to them. Most hotels have been
upgraded in this way although only 95 systems were purchased.
The CEO has stated his concerns about the inefficiencies of the current approach and identified the need to
change. He has defined a new strategic vision that will standardise Front of House, HR, and Stock Ordering
operations throughout the Enterprise. The aim is to put in place a brand new solution that will allow the company
to make a fresh start. The CEO has stated that he expects results by the end of the current fiscal year.
As part of the planning, a well-known consulting firm that specialises in business strategy was engaged. The
consultants helped Sunrise identify the strategic changes needed to implement the CEO's vision and have
designed a set of processes which meet the business need. The processes have been trialled (using existing
applications) in a pilot and have been signed off by the Senior Management Team. A strategic architecture
encompassing the entire firm was created, including detailed requirements and recommendations for the new
solution.
Because of the short time scales the consultants recommended using COTS solutions and the MD has
expressed a firm wish that Sunrise should adopt a specific suite of integrated applications that is tailored to the
needs of the hospitality industry. This will be used “as is” as it supports the new business processes. Because of
the wide mixture of applications currently in use, Sunrise has rejected any attempt at data migration; rather the
company will make a complete fresh start, utilising existing hardware where possible.
The design project is in Phase A and the Statement of Work is under construction. A project plan is being
developed.
Based on TOGAF 9, which or the following best illustrates how the EA team should now proceed once the
Statement of Work is signed off?

A. The team should skip phase B and start with phase C. The Baseline for the current architecture would be
established followed by the target followed by gap analysis. This is because the vision is well understood and
the strategic architecture agreed. This will ensure that the current problems and inefficiencies of the baseline
architecture are not carried forward, and that requirements identified in the initial study are used to design a
comprehensive solution
B. As the Baseline Architecture is not essential, and as the Target Architecture is well understood, the team
should focus on planning the implementation by creating a Consolidated Gap Solutions & Dependencies
Matrix, a Benefits Diagram and a Project Context diagram. The EA team should ensure that the target
architecture addresses non-functional requirements so as to ensure the target architecture is robust and
secure.
C. The team should focus on defining the target architecture by going through the architecture definition phases
(B-D). This is because the initial study identified the need to change. This will ensure that the change can be
defined in a structured manner and address the requirements needed to realise the vision
D. The Team should first define the Baseline Technology Architecture in order to assess the current
infrastructure capacity and capability to support the new applications followed by a gap analysis. Then the
focus should be on transition planning and architecture deployment. This will identify the requirements to
ensure that the projects are sequenced in an optimal fashion so as to realise the vision.

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