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| Vendor: | SAP |
|---|---|
| Exam Code: | P_SAPEA_2023 |
| Exam Name: | SAP Certified Professional - SAP Enterprise Architect |
| Exam Questions: | 47 |
| Last Updated: | November 20, 2025 |
| Related Certifications: | SAP Certified Professional, SAP Enterprise Architect |
| Exam Tags: | Professional Level SAP enterprise architects |
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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.
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.
Green Elk & Company is the world's leading manufacturer of agricultural and forestry machinery. The former company slogan "Elk always runs" has recently been changed to "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 to significantly smaller farms with limited budgets The CIO asks you, the Chief Enterprise Architect, to present an architecture vision to address the aforementioned business challenge. According to the SAP Enterprise Architecture Framework, what is the best approach?

According to the SAP Enterprise Architecture Framework, the best approach to addressing a business challenge through an architecture vision would be:
Identify the stakeholders, their concerns, and business requirements to create a comprehensive stakeholder map. This step is crucial to ensure that the architecture will address the needs of all parties involved.
Confirm and elaborate on business goals, business drivers, and constraints to clearly understand the objectives and limitations that the architecture must operate within.
Evaluate the enterprise capabilities and assess the readiness for business transformation to determine if the organization has the necessary resources, processes, and technology to support the new business model and achieve the strategic goals.
This method ensures that the architecture vision is aligned with the business strategy, that stakeholder needs are adequately addressed, and that the company is prepared for the changes that will come with the new business model.
Reference = These steps are foundational to the SAP Enterprise Architecture Framework process and are detailed in SAP's EA documentation, particularly in the sections concerning the development of an architecture vision aligned with business strategy.
Green Elk & Company is the world's leading manufacturer of agricultural and forestry machinery. The former company slogan "Elk always runs has recently been changed to "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 to significantly smaller farms with limited budgets. You are the Chief Enterprise Architect and the CIO asked you to conduct interviews with the key stakeholders of Green Elk to assess the business strategy. You are planning to interview the owner of the business unit of finished goods. Which of the following sets of questions would you ask?

In the context of Green Elk & Company's strategic goal to expand in emerging markets, the most pertinent set of questions to ask the owner of the business unit of finished goods would focus on the transformation of the value chain and the competitive advantages that can be leveraged. Therefore, the best set of questions is represented by option C:
How is the value chain transformed?This question aims to understand the changes required in the current value chain to support the new business model targeting smaller farms with limited budgets. It's essential to identify which processes and interactions need to be adapted or redefined to meet the needs of the emerging markets.
Which parts of the value chain must be optimized?Optimization efforts should be directed towards the most impactful areas of the value chain that can drive efficiency, reduce costs, and improve service delivery in the context of the new markets.
What is the competitive advantage and what are the value potentials that can be realized through the transformation?Understanding the unique strengths of Green Elk & Company and how they can be harnessed to create value in the new business environment is crucial for the success of the expansion strategy.
Which business capabilities will be required or need to mature to support future business models?The company must assess its current capabilities and determine which ones need to be developed or enhanced to support the strategic goals effectively.
These questions are designed to elicit information that will help in crafting a business strategy that is aligned with the company's vision of feeding the world and achieving significant revenue growth in the targeted emerging markets.
SAP. (n.d.). SAP Enterprise Architecture Framework. SAP Community.
The Open Group. (2018). TOGAF Version 9.2: Enterprise Architecture Framework.
Porter, M.E. (1985). Competitive Advantage: Creating and Sustaining Superior Performance. Free Press.
Green Elk & Company is the world's leading manufacturer of agricultural and forestry machinery. The former company slogan "Elk always runs has recently been changed to 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 to significantly 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. Given the principle and statement, which of the following combinations of rationale and implication do you consider well-defined?
A)

B)

C)

D)

The rationale and implication in this combination are well-defined because they both support the principle of using packaged solutions in a standard way. The rationale explains the benefits of using packaged solutions, while the implication outlines the steps that need to be taken to ensure that packaged solutions are used in a standard way.
According to the SAP Enterprise Architecture Framework, which is a methodology and toolset by the German multinational software company SAP that helps enterprise architects define and implement an architecture strategy for their organizations, a principle is a general rule or guideline that expresses a fundamental value or belief, and that guides the design and implementation of the architecture. A principle consists of four elements: a name, a statement, a rationale, and an implication. The name is a short and memorable label that summarizes the principle. The statement is a concise and precise description of the principle. The rationale is an explanation of why the principle is important and beneficial for the organization. The implication is a description of the consequences or impacts of applying or not applying the principle.
The principle in option D is:
Name: Use packaged solutions, in a standard way.
Statement: Buy packaged solutions that support our business requirements and use them in a standard way.
Rationale: Process and solution will be simplified by using packaged software in a standard way. Adherence to standard will allow better maintenance and lower the total cost of ownership. Increase the capability to adopt technology innovation.
Implication: In case custom developments are required, adhere to defined best practices, standards, and guidelines (extensibility concept, side-by-side extensions). Reuse before buy, before build. Enable easier transition to the cloud in the future.
This combination of rationale and implication is well-defined because it clearly and logically explains the benefits and consequences of following or not following the principle. The rationale shows how using packaged solutions in a standard way can simplify the process and solution, reduce the cost and effort of maintenance, and increase the ability to adopt new technologies. The implication shows how custom developments should be minimized and standardized, how reuse should be preferred over buying or building new solutions, and how cloud readiness should be considered for future scalability.
The other options (A, B, C) are not correct for the combination of rationale and implication that is well-defined because they either mix up or confuse some of the elements of the principle. For example:
Option A is not correct because it mixes up the rationale and implication elements. The first sentence of the rationale (''Process and solution will be simplified by using packaged software in a standard way'') is actually an implication of following the principle, not a reason for following it. The first sentence of the implication (''Reuse vendor and industry best practices, reference architectures and pre-delivered content'') is actually a rationale for following the principle, not a consequence of following it.
Option B is not correct because it confuses the rationale and implication elements. The first sentence of the rationale (''In case custom developments are required, adhere to defined best practices, standards, and guidelines (extensibility concept, side-by-side extensions)'') is actually an implication of following the principle, not a reason for following it. The first sentence of the implication (''Process and solution will be simplified by using packaged software in a standard way'') is actually a rationale for following the principle, not a consequence of following it.
Option C is not correct because it confuses the rationale and implication elements. The second sentence of the rationale (''Adherence to standard will allow better maintenance and lower the total cost of ownership'') is actually an implication of following the principle, not a reason for following it. The second sentence of the implication (''Reuse before buy, before build'') is actually a rationale for following the principle, not a consequence of following it.
Green Elk & Company is the world's leading manufacturer of agricultural and forestry machinery. The former company slogan "Elk always runs" has recently been changed to "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 to significantly smaller farms with limited budgets. You are the Chief Enterprise Architect and the CIO asks you to assess the now business model for smaller farms with smaller budgets. By applying the Sustainable Business Model Canvas, which sequence of steps is best practice?

The Sustainable Business Model Canvas approach for assessing new business models, especially for smaller farms with smaller budgets, starts with understanding the unique value propositions tailored to the needs of small-size farm owners. This is crucial in creating offerings that resonate well with the target market's requirements and constraints. Following this, detailing customer relationships and channels becomes essential in establishing and maintaining a strong connection with the market segment, ensuring the delivery mechanism aligns with their preferences and capabilities. The next step involves identifying the key activities, resources, and partnerships necessary to deliver on the value proposition effectively, which is critical for operational execution and sustainability. Subsequently, defining the revenue streams and cost structure is paramount to ensure financial viability and strategic pricing that aligns with the target market's budgetary limitations. Lastly, delineating the eco-social benefits and costs integrates the broader impact of the business model, aligning with sustainable and ethical business practices, which is increasingly important for modern enterprises. Reference = This sequence is aligned with the methodologies proposed by Alexander Osterwalder in the context of business model development and specifically tailored by SAP for digital business modeling and value engineering within the SAP ecosystem. This approach encompasses strategies for optimizing business processes through value discovery workshops and the application of value management processes across various lifecycle phases (Source: SAP Enterprise Support Services documentation, Digital Business Modelling guidelines, and SAP Value Engineering methodologies).
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