Free SAP P_SAPEA_2023 Practice Exams - Page 3 of 7

Question #14

Why is it useful to create Transition Architectures in the Application Architecture domain?

A . They structure complex application architectures that require multiple changes to existing independent applications and/or the rollout of new applications. Considered applications/solutions do NOT depend on the existence of others.
B . They reduce the total number of solution components in the target state of complex application architectures that require multiple changes of existing applications and/or rollout of new applications. All applications/solutions do NOT depend on the existence of others.
C . They structure complex application architectures that require multiple changes of existing interdependent applications and/or the rollout of new applications. Some applications/solutions depend on the existence of others.

Correct Answer: C
C

Explanation:

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, Transition Architectures are intermediate states between the Baseline Architecture (the current situation) and the Target Architecture (the desired future state). Transition Architectures describe how to move from one state to another in a feasible and manageable way, taking into account the constraints and dependencies of the project. Transition Architectures are useful for structuring complex application architectures that require multiple changes of existing interdependent applications and/or the rollout of new applications. Some applications/solutions depend on the existence of others, meaning that they cannot be implemented or operated without the presence or functionality of other applications/solutions. For example, a new application that relies on data from an existing application, or an existing application that needs to be integrated with a new application. By creating Transition Architectures, enterprise architects can:

Define and prioritize the sequence and timing of the changes and rollouts that are needed to achieve the Target Architecture.

Identify and mitigate the risks and issues that might arise during the transition process, such as technical, operational, or organizational challenges.

Communicate and align with the stakeholders and sponsors of the project, such as business owners, users, developers, vendors, etc.

Monitor and control the progress and performance of the project, and ensure that it meets the requirements and expectations of the project.

Transition Architectures are useful in the Application Architecture domain because they can help to structure complex application architectures that require multiple changes of existing interdependent applications and/or the rollout of new applications.

In some cases, it may be possible to make changes to existing applications independently of each other. However, in many cases, changes to one application will require changes to other applications. This is because applications often depend on each other for data or functionality.

Transition Architectures can help to identify these dependencies and to plan the changes to the

applications in a way that minimizes the impact on the business. They can also help to ensure that the changes are made in a consistent and orderly fashion.

The following are some of the benefits of using Transition Architectures in the Application Architecture domain:

They can help to improve the visibility of complex application architectures.

They can help to identify dependencies between applications.

They can help to plan the changes to applications in a way that minimizes the impact on the business.

They can help to ensure that the changes are made in a consistent and orderly fashion.

Therefore, Transition Architectures can be a valuable tool for managing complex application architectures.

Question #14

Why is it useful to create Transition Architectures in the Application Architecture domain?

A . They structure complex application architectures that require multiple changes to existing independent applications and/or the rollout of new applications. Considered applications/solutions do NOT depend on the existence of others.
B . They reduce the total number of solution components in the target state of complex application architectures that require multiple changes of existing applications and/or rollout of new applications. All applications/solutions do NOT depend on the existence of others.
C . They structure complex application architectures that require multiple changes of existing interdependent applications and/or the rollout of new applications. Some applications/solutions depend on the existence of others.

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Correct Answer: C
C

Explanation:

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, Transition Architectures are intermediate states between the Baseline Architecture (the current situation) and the Target Architecture (the desired future state). Transition Architectures describe how to move from one state to another in a feasible and manageable way, taking into account the constraints and dependencies of the project. Transition Architectures are useful for structuring complex application architectures that require multiple changes of existing interdependent applications and/or the rollout of new applications. Some applications/solutions depend on the existence of others, meaning that they cannot be implemented or operated without the presence or functionality of other applications/solutions. For example, a new application that relies on data from an existing application, or an existing application that needs to be integrated with a new application. By creating Transition Architectures, enterprise architects can:

Define and prioritize the sequence and timing of the changes and rollouts that are needed to achieve the Target Architecture.

Identify and mitigate the risks and issues that might arise during the transition process, such as technical, operational, or organizational challenges.

Communicate and align with the stakeholders and sponsors of the project, such as business owners, users, developers, vendors, etc.

Monitor and control the progress and performance of the project, and ensure that it meets the requirements and expectations of the project.

Transition Architectures are useful in the Application Architecture domain because they can help to structure complex application architectures that require multiple changes of existing interdependent applications and/or the rollout of new applications.

In some cases, it may be possible to make changes to existing applications independently of each other. However, in many cases, changes to one application will require changes to other applications. This is because applications often depend on each other for data or functionality.

Transition Architectures can help to identify these dependencies and to plan the changes to the

applications in a way that minimizes the impact on the business. They can also help to ensure that the changes are made in a consistent and orderly fashion.

The following are some of the benefits of using Transition Architectures in the Application Architecture domain:

They can help to improve the visibility of complex application architectures.

They can help to identify dependencies between applications.

They can help to plan the changes to applications in a way that minimizes the impact on the business.

They can help to ensure that the changes are made in a consistent and orderly fashion.

Therefore, Transition Architectures can be a valuable tool for managing complex application architectures.

Question #23

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?

A . Which technological concepts are necessary- what kind of technologies are available?
What should a suitable (partner) organization look like to ensure the achievement of strategic goals
What risks must Green Elk consider?
How can Green Elk address them at a strategic level?
B . What are the transformation drivers and what impact will they have on the business model?
What are the business options for the future and what does the vision for the future business model look like?
What risks must Green Elk consider? How can Green Elk address them at a strategic level?
C . How is the value chain transformed?
Which parts of the value chain must be optimized?
What is the competitive advantage and what are the value potentials that can be realized through the transformation?
Which business capabilities will be required or need to mature to support future business models?
D . Which technological concepts are necessary- what kind of technologies are available?
What does your hyperscaler strategy look like and why is it set up this way?
What risks must Green Elk consider?
How can Green Elk address them at a strategic level?

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Correct Answer: C
C

Explanation:

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, the first phase of the architecture development cycle is the architecture vision, which involves defining the scope, objectives, and stakeholders of the architecture project, and creating a high-level vision of the desired outcome. The questions in option C are aligned with this phase, as they aim to understand and assess the business strategy and transformation drivers of Green Elk & Company, and to identify the value proposition, value chain, and business capabilities that are relevant for the new business model.

The questions in option Care:

How is the value chain transformed? Which parts of the value chain must be optimized? This question helps to understand how the new business model affects the way Green Elk & Company creates and delivers value to its customers, and which activities or processes need to be improved or changed to support the new business model.

What is the competitive advantage and what are the value potentials that can be realized through the transformation? This question helps to understand what differentiates Green Elk & Company from its competitors, and what benefits or opportunities it can achieve by adopting the new business model.

Which business capabilities will be required or need to mature to support future business models? This question helps to identify the skills, resources, and competencies that Green Elk & Company needs to develop or enhance to enable and sustain the new business model.

The other options (A, B, D) are not correct for the set of questions to ask the owner of the business unit of finished goods, because they either skip or misrepresent some of the aspects of the architecture vision phase.

For example:

Option A is not correct because it focuses too much on the technological aspects of the architecture project, such as technological concepts, integration technology, and partner organization. These aspects are more relevant for later phases of the architecture development cycle, such as application architecture or technology architecture. The questions in option A do not address the business aspects of the architecture project, such as business goals, drivers, constraints, or value proposition.

Option B is not correct because it does not include asking about the value chain or the business capabilities, which are important aspects of the architecture vision phase. The value chain describes how Green Elk & Company creates and delivers value to its customers, and the business capabilities describe what Green Elk & Company can do or needs to do to achieve its goals. The questions in option B only focus on the transformation drivers and the future business model, which are not enough to define a comprehensive architecture vision.

Option D is not correct because it also focuses too much on the technological aspects of the architecture project, such as technological concepts and hyperscaler strategy. These aspects are not relevant for interviewing the owner of the business unit of finished goods, who is more concerned with the business aspects of the architecture project. The questions in option D do not address the value proposition or the value chain, which are essential for understanding how Green Elk & Company creates and delivers value to its customers.

For more information on the SAP Enterprise Architecture Framework and its phases, you can refer to SAP Enterprise Architecture Methodology Guide or SAP Enterprise Architecture Framework – Wikipedia.

Question #24

When creating an application architecture roadmap, the WHAT and WHERE are defined in a rather straightforward way, while the WHOM may differ by context. Multiple roadmap clusters may apply a variety of WHOM dimensions. For example, procurement vs. asset management.

Which of the following definitions are correct? Note. There are 3 correct answers to this question.

A . Asset Classes/Vehicles, Production Machines, Office Equipment
B . Material Groups/Products, raw materials. Spare parts/Direct Materials, indirect materials
C . Groups of Persons/Permanent Staff, Contracted Staff, Students/Business Expense/Operational expenditure/Capital expenditure
D . Working model/Home office, head quarter, affiliate

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Question #25

Green Elk & Company is the world’s leading manufacturer of agricultural and forestry machinery. The former company slogan "Eik always runs has recently been changed to "Eik 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 decision was taken to implement regional S/4HANA productive systems while ensuring a high degree of standardization.

Which of the following implementation approach would you consider best in this case?

A . Phased by Application
B . Big Bang
C . Small buck
D . Phased by Company

Reveal Solution Hide Solution

Correct Answer: D
D

Explanation:

The best implementation approach for Green Elk & Company in this case is the phased by company approach. This approach involves implementing S/4HANA in one company or business unit at a time, while keeping the existing ERP systems running for the rest of the organization. This approach has several advantages for Green Elk & Company, such as:

It allows them to focus on the specific requirements and challenges of each regional market, such as China, India, and other parts of Asia, and tailor the S/4HANA solution accordingly.

It reduces the risk and complexity of the implementation by limiting the scope and impact of each phase, and enabling faster testing and validation of the S/4HANA system.

It facilitates the adoption and change management of S/4HANA by providing a gradual and smooth transition for the users and stakeholders, and allowing them to learn from the experiences and best practices of each phase.

It ensures a high degree of standardization across the organization by leveraging the SAP Activate methodology, which provides a common framework, tools, and accelerators for S/4HANA implementations.

The other options (A, B, C) are not the best implementation approaches for Green Elk & Company in this case, because they have some drawbacks, such as:

Phased by application: This approach involves implementing S/4HANA by functional area or module,

such as finance, logistics, or human resources. This approach is not suitable for Green Elk & Company because it would create inconsistencies and integration issues between the S/4HANA and ERP systems, and it would not address the specific needs and challenges of each regional market.

Big bang: This approach involves implementing S/4HANA for the entire organization at once, replacing all the existing ERP systems. This approach is not suitable for Green Elk & Company because it would entail a high risk and complexity of the implementation, and it would require a massive effort and investment in terms of time, resources, and change management.

Small buck: This approach involves implementing S/4HANA for a small subset of users or processes within a company or business unit. This approach is not suitable for Green Elk & Company because it would limit the benefits and value of S/4HANA, and it would not support their strategic goal of increasing their revenue in the emerging markets.

Verified

Reference: SAP Activate Methodology, SAP S/4HANA Implementation Scenarios, SAP S/4HANA Deployment Options

Question #25

Green Elk & Company is the world’s leading manufacturer of agricultural and forestry machinery. The former company slogan "Eik always runs has recently been changed to "Eik 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 decision was taken to implement regional S/4HANA productive systems while ensuring a high degree of standardization.

Which of the following implementation approach would you consider best in this case?

A . Phased by Application
B . Big Bang
C . Small buck
D . Phased by Company

Reveal Solution Hide Solution

Correct Answer: D
D

Explanation:

The best implementation approach for Green Elk & Company in this case is the phased by company approach. This approach involves implementing S/4HANA in one company or business unit at a time, while keeping the existing ERP systems running for the rest of the organization. This approach has several advantages for Green Elk & Company, such as:

It allows them to focus on the specific requirements and challenges of each regional market, such as China, India, and other parts of Asia, and tailor the S/4HANA solution accordingly.

It reduces the risk and complexity of the implementation by limiting the scope and impact of each phase, and enabling faster testing and validation of the S/4HANA system.

It facilitates the adoption and change management of S/4HANA by providing a gradual and smooth transition for the users and stakeholders, and allowing them to learn from the experiences and best practices of each phase.

It ensures a high degree of standardization across the organization by leveraging the SAP Activate methodology, which provides a common framework, tools, and accelerators for S/4HANA implementations.

The other options (A, B, C) are not the best implementation approaches for Green Elk & Company in this case, because they have some drawbacks, such as:

Phased by application: This approach involves implementing S/4HANA by functional area or module,

such as finance, logistics, or human resources. This approach is not suitable for Green Elk & Company because it would create inconsistencies and integration issues between the S/4HANA and ERP systems, and it would not address the specific needs and challenges of each regional market.

Big bang: This approach involves implementing S/4HANA for the entire organization at once, replacing all the existing ERP systems. This approach is not suitable for Green Elk & Company because it would entail a high risk and complexity of the implementation, and it would require a massive effort and investment in terms of time, resources, and change management.

Small buck: This approach involves implementing S/4HANA for a small subset of users or processes within a company or business unit. This approach is not suitable for Green Elk & Company because it would limit the benefits and value of S/4HANA, and it would not support their strategic goal of increasing their revenue in the emerging markets.

Verified

Reference: SAP Activate Methodology, SAP S/4HANA Implementation Scenarios, SAP S/4HANA Deployment Options

Question #25

Green Elk & Company is the world’s leading manufacturer of agricultural and forestry machinery. The former company slogan "Eik always runs has recently been changed to "Eik 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 decision was taken to implement regional S/4HANA productive systems while ensuring a high degree of standardization.

Which of the following implementation approach would you consider best in this case?

A . Phased by Application
B . Big Bang
C . Small buck
D . Phased by Company

Reveal Solution Hide Solution

Correct Answer: D
D

Explanation:

The best implementation approach for Green Elk & Company in this case is the phased by company approach. This approach involves implementing S/4HANA in one company or business unit at a time, while keeping the existing ERP systems running for the rest of the organization. This approach has several advantages for Green Elk & Company, such as:

It allows them to focus on the specific requirements and challenges of each regional market, such as China, India, and other parts of Asia, and tailor the S/4HANA solution accordingly.

It reduces the risk and complexity of the implementation by limiting the scope and impact of each phase, and enabling faster testing and validation of the S/4HANA system.

It facilitates the adoption and change management of S/4HANA by providing a gradual and smooth transition for the users and stakeholders, and allowing them to learn from the experiences and best practices of each phase.

It ensures a high degree of standardization across the organization by leveraging the SAP Activate methodology, which provides a common framework, tools, and accelerators for S/4HANA implementations.

The other options (A, B, C) are not the best implementation approaches for Green Elk & Company in this case, because they have some drawbacks, such as:

Phased by application: This approach involves implementing S/4HANA by functional area or module,

such as finance, logistics, or human resources. This approach is not suitable for Green Elk & Company because it would create inconsistencies and integration issues between the S/4HANA and ERP systems, and it would not address the specific needs and challenges of each regional market.

Big bang: This approach involves implementing S/4HANA for the entire organization at once, replacing all the existing ERP systems. This approach is not suitable for Green Elk & Company because it would entail a high risk and complexity of the implementation, and it would require a massive effort and investment in terms of time, resources, and change management.

Small buck: This approach involves implementing S/4HANA for a small subset of users or processes within a company or business unit. This approach is not suitable for Green Elk & Company because it would limit the benefits and value of S/4HANA, and it would not support their strategic goal of increasing their revenue in the emerging markets.

Verified

Reference: SAP Activate Methodology, SAP S/4HANA Implementation Scenarios, SAP S/4HANA Deployment Options

Question #25

Green Elk & Company is the world’s leading manufacturer of agricultural and forestry machinery. The former company slogan "Eik always runs has recently been changed to "Eik 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 decision was taken to implement regional S/4HANA productive systems while ensuring a high degree of standardization.

Which of the following implementation approach would you consider best in this case?

A . Phased by Application
B . Big Bang
C . Small buck
D . Phased by Company

Reveal Solution Hide Solution

Correct Answer: D
D

Explanation:

The best implementation approach for Green Elk & Company in this case is the phased by company approach. This approach involves implementing S/4HANA in one company or business unit at a time, while keeping the existing ERP systems running for the rest of the organization. This approach has several advantages for Green Elk & Company, such as:

It allows them to focus on the specific requirements and challenges of each regional market, such as China, India, and other parts of Asia, and tailor the S/4HANA solution accordingly.

It reduces the risk and complexity of the implementation by limiting the scope and impact of each phase, and enabling faster testing and validation of the S/4HANA system.

It facilitates the adoption and change management of S/4HANA by providing a gradual and smooth transition for the users and stakeholders, and allowing them to learn from the experiences and best practices of each phase.

It ensures a high degree of standardization across the organization by leveraging the SAP Activate methodology, which provides a common framework, tools, and accelerators for S/4HANA implementations.

The other options (A, B, C) are not the best implementation approaches for Green Elk & Company in this case, because they have some drawbacks, such as:

Phased by application: This approach involves implementing S/4HANA by functional area or module,

such as finance, logistics, or human resources. This approach is not suitable for Green Elk & Company because it would create inconsistencies and integration issues between the S/4HANA and ERP systems, and it would not address the specific needs and challenges of each regional market.

Big bang: This approach involves implementing S/4HANA for the entire organization at once, replacing all the existing ERP systems. This approach is not suitable for Green Elk & Company because it would entail a high risk and complexity of the implementation, and it would require a massive effort and investment in terms of time, resources, and change management.

Small buck: This approach involves implementing S/4HANA for a small subset of users or processes within a company or business unit. This approach is not suitable for Green Elk & Company because it would limit the benefits and value of S/4HANA, and it would not support their strategic goal of increasing their revenue in the emerging markets.

Verified

Reference: SAP Activate Methodology, SAP S/4HANA Implementation Scenarios, SAP S/4HANA Deployment Options

Question #25

Green Elk & Company is the world’s leading manufacturer of agricultural and forestry machinery. The former company slogan "Eik always runs has recently been changed to "Eik 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 decision was taken to implement regional S/4HANA productive systems while ensuring a high degree of standardization.

Which of the following implementation approach would you consider best in this case?

A . Phased by Application
B . Big Bang
C . Small buck
D . Phased by Company

Reveal Solution Hide Solution

Correct Answer: D
D

Explanation:

The best implementation approach for Green Elk & Company in this case is the phased by company approach. This approach involves implementing S/4HANA in one company or business unit at a time, while keeping the existing ERP systems running for the rest of the organization. This approach has several advantages for Green Elk & Company, such as:

It allows them to focus on the specific requirements and challenges of each regional market, such as China, India, and other parts of Asia, and tailor the S/4HANA solution accordingly.

It reduces the risk and complexity of the implementation by limiting the scope and impact of each phase, and enabling faster testing and validation of the S/4HANA system.

It facilitates the adoption and change management of S/4HANA by providing a gradual and smooth transition for the users and stakeholders, and allowing them to learn from the experiences and best practices of each phase.

It ensures a high degree of standardization across the organization by leveraging the SAP Activate methodology, which provides a common framework, tools, and accelerators for S/4HANA implementations.

The other options (A, B, C) are not the best implementation approaches for Green Elk & Company in this case, because they have some drawbacks, such as:

Phased by application: This approach involves implementing S/4HANA by functional area or module,

such as finance, logistics, or human resources. This approach is not suitable for Green Elk & Company because it would create inconsistencies and integration issues between the S/4HANA and ERP systems, and it would not address the specific needs and challenges of each regional market.

Big bang: This approach involves implementing S/4HANA for the entire organization at once, replacing all the existing ERP systems. This approach is not suitable for Green Elk & Company because it would entail a high risk and complexity of the implementation, and it would require a massive effort and investment in terms of time, resources, and change management.

Small buck: This approach involves implementing S/4HANA for a small subset of users or processes within a company or business unit. This approach is not suitable for Green Elk & Company because it would limit the benefits and value of S/4HANA, and it would not support their strategic goal of increasing their revenue in the emerging markets.

Verified

Reference: SAP Activate Methodology, SAP S/4HANA Implementation Scenarios, SAP S/4HANA Deployment Options

Question #25

Green Elk & Company is the world’s leading manufacturer of agricultural and forestry machinery. The former company slogan "Eik always runs has recently been changed to "Eik 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 decision was taken to implement regional S/4HANA productive systems while ensuring a high degree of standardization.

Which of the following implementation approach would you consider best in this case?

A . Phased by Application
B . Big Bang
C . Small buck
D . Phased by Company

Reveal Solution Hide Solution

Correct Answer: D
D

Explanation:

The best implementation approach for Green Elk & Company in this case is the phased by company approach. This approach involves implementing S/4HANA in one company or business unit at a time, while keeping the existing ERP systems running for the rest of the organization. This approach has several advantages for Green Elk & Company, such as:

It allows them to focus on the specific requirements and challenges of each regional market, such as China, India, and other parts of Asia, and tailor the S/4HANA solution accordingly.

It reduces the risk and complexity of the implementation by limiting the scope and impact of each phase, and enabling faster testing and validation of the S/4HANA system.

It facilitates the adoption and change management of S/4HANA by providing a gradual and smooth transition for the users and stakeholders, and allowing them to learn from the experiences and best practices of each phase.

It ensures a high degree of standardization across the organization by leveraging the SAP Activate methodology, which provides a common framework, tools, and accelerators for S/4HANA implementations.

The other options (A, B, C) are not the best implementation approaches for Green Elk & Company in this case, because they have some drawbacks, such as:

Phased by application: This approach involves implementing S/4HANA by functional area or module,

such as finance, logistics, or human resources. This approach is not suitable for Green Elk & Company because it would create inconsistencies and integration issues between the S/4HANA and ERP systems, and it would not address the specific needs and challenges of each regional market.

Big bang: This approach involves implementing S/4HANA for the entire organization at once, replacing all the existing ERP systems. This approach is not suitable for Green Elk & Company because it would entail a high risk and complexity of the implementation, and it would require a massive effort and investment in terms of time, resources, and change management.

Small buck: This approach involves implementing S/4HANA for a small subset of users or processes within a company or business unit. This approach is not suitable for Green Elk & Company because it would limit the benefits and value of S/4HANA, and it would not support their strategic goal of increasing their revenue in the emerging markets.

Verified

Reference: SAP Activate Methodology, SAP S/4HANA Implementation Scenarios, SAP S/4HANA Deployment Options