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| Section | Weight | Objectives |
|---|---|---|
| Catalyst Fundamentals | 20% | - Roles and responsibilities in Catalyst engagements - Engagement models and adaptations - Core principles and methodology of MuleSoft Catalyst - Three-pillar framework |
| Designing Composable Solutions | 20% | - Interaction patterns and integration styles - Cross-cutting concerns: security, scalability, reliability - Building reusable platform capabilities |
| Architectural Application in Catalyst Context | 20% | - Digital platform and API-led connectivity concepts - Center for Enablement (C4E) model - Aligning business outcomes with technology strategy |
| Principles of Architecting with Catalyst | 20% | - Balancing short-term needs and long-term architecture goals - Governance and operational best practices - Design for reusability and composability |
| Leveraging Catalyst Knowledge Hub | 20% | - Structure and types of content: assets, playbooks, delivery approaches - Publishing and discovering assets - Navigation and usage of resources |
1. A major online retailer receives a file of settled payments from a payment processor that must be saved into their financial system. Each file contains on average 250K records, with some files containing one million or more records.
The records in the file must be validated against existing orders before they are saved into the financial system. Records that fail validation must be sent to an error queue for manual processing.
What is the appropriate interaction type, pattern, and composition that describes the end-to-end integration?
A) Interaction Type: Command Interaction Pattern: Request-reply Composition: Orchestration
B) Interaction Type: Command Interaction Pattern: Batch Composition: Aggregation
C) Interaction Type: Event Interaction Pattern: One-way Composition: Aggregation
D) Interaction Type: Event Interaction Pattern: Batch Composition: Orchestration
2. When creating an architecture roadmap, which statement is true according to the Catalyst approach?
A) Employ the future state defined in the roadmap to predict future goals and objectives
B) Ensure that an updated version of the roadmap is created each sprint
C) Align the roadmap with the current vision and goals, but expect updates as goals and objectives change
D) Collate all information that may be relevant so that that the resulting roadmap remains stable for several years
3. An architect is proposing setting up a Center for Enablement (C4E) as part of a Catalyst engagement in support of a customer's digital transformation program. The customer's organization has been assessed as having a "low" system integration capability maturity level.
A stakeholder in the project, who is the technical director of the System Integration department, states that the organization already has an Integration Competency Center (ICC) group providing technical guidance and oversight to the implementation teams following a centralized IT governance model.
Further, an executive leadership team member confirms that statement and opposes the commitment to providing additional resources to establish and maintain a C4E.
What approach should the architect take when responding to this situation?
A) Explain the function of the C4E and how its operational approach, which emphasizes documentation and standards instead of knowledge sharing and training, can help the organization achieve its business goals
B) Explain how the C4E SDLC approach to project implementation makes IT project governance and guidance optional, and enables teams to be more productive and leads to lower IT costs
C) Explain what the C4E is, what it does, and how it can be structured to enable the organization to build and drive asset reuse across its projects
D) Explain how replacing the existing ICC with a decentralized C4E can help the organization achieve its business goals
4. What is one benefit of Robotic Process Automation (RPA)?
A) Use AI to make suggestions to users on how to improve processes
B) Optimize simple but repetitive tasks
C) Decrease the number of business processes in use in an organization
D) Create solutions to complex, technical problems
5. A regional grocer is in the early stages of planning a digital transformation that it believes will eventually involve its entire technology landscape.
However, it wants to take small steps, funding and implementing over a three-to-five-year period. The initial project it needs to implement is the creation of a real-time inventory management system to help eliminate the order errors created by lack of visibility into store inventory levels.
The CFO is tracking the project closely and is insistent that funded work contribute directly to this goal or it will not be authorized. The lead architect on the engagement knows that work needs to be brought forward into the workstream.
Which Catalyst principle is critical for the CFO to realize and understand in order to properly set engagement scope?
A) Balancing short-term outcomes with long-term goals
B) Follow a pragmatic API-led approach to connectivity and contract-driven design
C) Architect in a scalable, incremental, and iterative approach
D) Platform as the basis for solutions
Solutions:
| Question # 1 Answer: D | Question # 2 Answer: C | Question # 3 Answer: C | Question # 4 Answer: B | Question # 5 Answer: A |
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