Microsoft Certified Architect Program

The Microsoft Certified Architect Program validates top industry experts in IT Architecture. These professionals have 10 or more years of experience in IT with at least 3 years of experience as a practicing architect, and possess strong technical and leadership skills and form a distinguished community. Unlike other IT certifications, this credential was built and is granted by industry architects, as candidates must pass a rigorous review board with previously certified architects.

This certification is targeted to practicing solutions architects and infrastructure architects who have successfully applied frameworks and methodologies to create an architecture that serves the entire IT lifecycle. These architects can employ multiple technologies to solve business problems and provide business metrics and measurements to describe the success or failure of the projects they drive.

The certification has already received the thumbs-up from some of the IT industry's most influential veterans. "Setting standards is important, especially if those standards are high enough to create an assurance that someone who meets the standard is capable of doing a high-quality job," said Tony Redmond, Vice President and Chief Technology Officer for HP Services, whose team worked with Microsoft Learning to develop the Microsoft Certified Architect credential. "Apart from individual achievement, a program like this is great for customers because you know that when you work with one of the elite, you truly are working with one of the best."

The Microsoft Certified Architect Program is currently in its pilot phase and is conducting initial board reviews with recognized industry architects. Once the pilot program is complete, the certification will be available to the general public. Entry into the program will be limited as each person selected to enter the program will be assessed and coached by a Microsoft Certified Architect. Those interested in entering the program will complete an application, and selection for entrance will be limited by the number of certified architects available to support the candidates.

Program Disciplines

Infrastructure Architects

For a corporation, the infrastructure architect would use the specifications provided by the enterprise architect to create an infrastructure that support the needs of the business and provide input to the solutions architect with the constraints and tradeoffs needed to create a viable solution.

·       Awareness of business and solutions constraints:

·         Create an infrastructure, not necessarily based on a single technology or vendor. They specify the technology, and work closely with the engineers to ensure proper implementation the infrastructure.

·       Knowledge of the physical and logical components:

·         Examples include network topology, naming infrastructure, architectural frameworks, storage, backup and recovery, directories, management frameworks, repositories, monitoring, security, and ability to apply processes

·       Communication of a business case:

·         Communicate and defend why an infrastructure solution is selected and how it will be implemented.

·          

·         Written, verbal, and visual – formal and ad hoc

·       Ownership of infrastructure architecture:

·         Meets the business needs

·         Grows with business needs

·         Provides services for the present and future

·         Supports the solution architects requirements

·         Drives creation of and passion around the architecture

·       Drive to completion:

·         Broad set of skills to create a solution that provides interoperability and efficiency, and a cohesive infrastructure

· Considers functional and non-functional requirements

· Has the skills of an infrastructure engineer

·         Creates an integrated enterprise solution

·         Creates an infrastructure to support the goals of the business

Solutions Architects

For a corporation, the solutions architect would use the specifications provided by the enterprise architect to create solutions that support the needs of the business and provide input to the infrastructure architect with the constraints and tradeoffs needed to create a viable solution.

·       Awareness of business and solutions constraints:

·         Create a solution, not necessarily based on a single technology or vendor. They specify the technology, and work closely with the developer community to ensure proper implementation the vision

·       Knowledge of the physical and logical components:

·         Examples include business applications, LOB applications, work flow systems, purchased applications, developed applications

·       Communication of the business case:

·         Communicate and defend why a solution is selected and how it will be implemented

·         Written, verbal, and visual – formal and ad hoc

·       Ownership of the application architecture space, and ensuring it meets the business needs, grows with business needs, provides services for the present and future

·       Creation of the architecture

·       Passion for the architecture

·       Drive to completion

Disciplines not covered by the initial release of the Microsoft Certified Architect Program are: enterprise architects (defined as being the next level above infrastructure and solution architects), academic architects and new architects (track record of at least 3 years of project involvement and success as an architect required).

Depth Architects / Messaging Architects

The goal of the Messaging Architect Program, the first ‘Depth Architect’ program under the Microsoft Certified Architect umbrella, is to build a community of trusted enterprise messaging architects, focused on Microsoft Exchange Server and related messaging technologies, that are capable of architecting the most complicated messaging solutions in the world.

Sharing stringent pre-requisites and board reviews with the other Microsoft Certified Architect programs, the Messaging Architect program differs from the Infrastructure and Solutions Architect programs in the following ways:

·       External participation is limited to Microsoft Gold Certified Partners only (systems integrators).

·       Entrance fee of $25,000 which includes the standard Certification process and the mandatory 5 weeks of training. Note that this fee in no way guarantees successful completion of the program.

·       The program includes a 5 week intensive training program (with assessments) in Redmond , WA where leading experts on the various messaging technologies and dependencies (storage, security, messaging hygiene, etc.) are brought in as instructors.

·       Members of the messaging architect community are heavily engaged with the Exchange Server Product Group whereby they often give, and are solicited for, feedback on current and future products. Additionally, they have access to the Messaging Architect community and the Exchange Server Product Group to assist with architecture and deployment needs.

We are currently accepting applications for the next rotation beginning January 23rd but encourage applications for the entire year.

How to apply:

To apply, email mcam@microsoft.com to get your username and password; you will then be able access the on-line application.

If you have any questions about applying for the Microsoft Certified Architect – Messaging Program, please contact mcam@microsoft.com.

If you have questions about the overall Microsoft Certified Architect – Messaging Program, please contact Per Farny.

Certification Process

During the pilot phase, candidates will be selected that help ensure the program has worldwide representation, and reflects Microsoft’s broad customer and partner base. The program is expected to be opened publicly in the first half of 2006 when the non-referral application process will be made available to experienced architects.

The certification process has 8 steps:

1.    The Microsoft Certified Architect candidate is expected to have at least 10 years of experience in the IT field, and at least 3 years of verifiable experience as a practicing architect prior to applying for the program

2.    The candidate applies for acceptance into the program by:

·         Contacting Microsoft directly (via the Microsoft.com web site) during an open enrollment period

·         Being referred by his or her employer

·         Being referred by an existing Microsoft Certified Architect or Microsoft Certified Architect Review Board member

3.    The candidate’s application is screened for the necessary work experience

4.    Upon verification of experience, the candidate is accepted into the program and assigned a program mentor

5.    In addition to a program mentor, the candidate is given access to a library of self-paced technical and non-technical content to assist them in the preparation for the review

6.    The candidate submits his or her dossier which includes a work history, an architectural solution of their creation, and a document specifying instances where they have displayed the competencies of an architect to the Review Board in preparation for formal presentation to the Board

7.    The candidate attends the Review Board Meeting and presents his or her solution to the Review Board members. Upon conclusion of the presentation, the candidate fields a series of questions about his solution and experience from the Review Board. The main focus of questioning will be on competencies not evidenced through your delivery or related artifacts.

8.    After the formal presentation and a positive vote from the Review Board, the candidate is awarded the Microsoft Certified Architect credential

Review Board

The Microsoft Certified Architect Review Board is composed of four voting members, a moderator, and a recorder. The moderator’s job is to keep the board on schedule and to execute the voting process. The recorder takes notes of the deliberation process, and the recommendations that the board provides to both successful and unsuccessful candidates.

All board members are required to undergo training before they can serve on the review board. The formal nature of the program and the strict adherence to process provides confidence that candidates will be treated equally and quality will be maintained. Today, board members are a mixture of certified architects and senior technologists drawn from Microsoft, partner companies, and customers.

Over time, boards will be staffed predominantly by certified architects, also considering the advantage of having personnel such as CIOs, CTOs, or enterprise architects on the board. To maintain continuity and ensure that a consistent standard is maintained, each board has at least one member who has sat on a previous board, as well as an architect from the other domain. For instance, on a review board for an infrastructure architect, there will be one solutions architect. For a review board for a solutions architect, there will be one infrastructure architect.

MCA Review Board Criteria

All certification or promotion processes that are overseen by boards have well-documented criteria that the boards use to judge candidates. MCA uses the following criteria:

Infrastructure Architects

·       Leadership: Candidates demonstrate that they develop partnerships with stakeholders across the organization on their projects; that they can mentor others; that they develop and form strong teams; and that they achieve successful results.

·         Able to ask thought-provoking questions that translate into actionable technological patterns/solutions

·         Actively mentor others

·         Provide thought leadership by enabling others to see things from a different and better perspective

·         Influence decision makers

·         Champion structure, process, best practices and standards

·         Promote the capture and reuse of intellectual capital

·         Effective in building mutual partnerships and networks with parties or organizations

·       Technology Depth: Candidates demonstrate that they have a deep understanding of the concepts and application of at least two core technologies (for example, messaging, storage, Windows, networks, etc.) plus the ability to quickly assimilate information about new technologies.

·         Understanding and application of at least two of the core technologies in depth (e.g. storage services, management services)

·         Ability to quickly gain depth.

·       Technology Breadth: Candidates understand architectural best practices and are able to apply them across a breadth of technologies to orchestrate a solution. They also have views on the future development of a technology and how it might influence current solutions. Finally, they understand the interaction between infrastructure, solution, and enterprise architecture and practices.

·         Ability to wisely employ architectural best practices

·         Have a conceptual knowledge of multiple technologies

·         Know what is coming in technology and how it could be managed

·         Ability to rationalize and apply the relationship between the infrastructure architecture and the enterprise architecture, in addition to the enterprise architect framework used

·       Strategy: Candidates demonstrate understanding of enterprise architectural frameworks such as TOGAF and operational frameworks such as ITIL and be able to use these frameworks in their projects. They also understand project management principals and how architects interact with project managers to deliver projects. In addition, they understand the economic dimension of projects and how costs influence the available choices for technology.

·         Synthesize industry-specific trends with respect to IT

·         Align the infrastructure architecture to the enterprise framework in use (e.g. TOGAF, Zachman, IEEE 1471, BAIT)

·         Operational excellence and operational frameworks (MOF, ITIL, etc.)

·         IT Project portfolio management (project fits the business), balancing tactical requirements against strategic needs

·         Balance between users, management, operations, support, and finance that meet the strategic needs of the business.

·         Apply/integrate the value of project management frameworks and best practices (MSF, PMBOK, etc.)

·       Organization Dynamics: Candidates show that they are able to recognize the key stakeholders in a project and that they can work with those stakeholders to drive a project to a successful conclusion. They present the ability to pick the right battles at the right time and then recognize the political landscape that influences a project within an organization and then influence organizational politics for the success of their projects.

·         Adeptly maneuver through politically-charged organizational situations

·         Effective in building mutual partnerships and networks with parties or organizations

·         Relationships with other architects and project stakeholder

·         Have an awareness of the internal legal organization and ensure legal guidelines are met

·         Be comfortable with compromise and conflict

·       Tactical/Process: Candidates demonstrate that they can gather and refine project requirements from both a technical and business perspective. They understand how to effectively prototype and test a solution and also showcase the talent to create effective project artifacts. Lastly, they exhibit the ability to refine project goals and the tactics necesary to achieve those goals as the project develops.

·         Gather and analyze requirements (technical, business)

·         Envision and create an infrastructure that can be implemented, and that meets requirements

·         Model the pieces of the infrastructure and their relationships, communication semantics, etc.

·         Prototype and prove the feasibility of the design

·         Create the design artifacts that are required to deliver and to maintain the infrastructure

·         See an infrastructure through to completion

·         Audit compliance with the letter and intent of the architecture

·         Review the ongoing implementation for opportunities for improvement

·         Refine the model as requirements change, implementation choices play out, etc.

·         Contribute to technical project management

·       Communication: Candidates show that they maintain well-written and accurate project documentation; they are able to present information on a technical subject in a concise and measured manner; they have the ability to influence others; they have the ability to manage conflicts effectively; and to tailor their communication to the needs of the target audience.

·         Effective listener and astute observer

·         Communicate effectively and persuasively at the audience level (executive, technical, etc.)

·         Effective mediator/conflict management

·         Able to document designs and specifications (adhering to company practices)

·         Communicate infrastructure constraints to solutions architects

·         Able to effectively facilitate meetings

Solutions Architects

·       Leadership: Candidates demonstrate that they develop partnerships with stakeholders across the organization on their projects; that they can mentor others; that they develop and form strong teams; and that they achieve successful results.

·         Able to ask thought-provoking questions that translate into actionable technological patterns/solutions

·         Actively mentor others

·         Provide thought leadership by enabling others to see things from a different and better perspective

·         Influence decision makers

·         Champion structure, process, best practices and standards

·         Promote the capture and reuse of intellectual capital

·         Effective in building mutual partnerships and networks with parties or organizations

·       Technology Depth: Candidates demonstrate that they have a deep understanding of the concepts and application of at least two core technologies (for example, messaging, storage, Windows, networks, etc.) plus the ability to quickly assimilate information about new technologies.

·         Understand the application of current and future relevant vendor offerings and associated costs

·         Implementation frameworks, blueprints, patterns, prescriptive architectures

·         Examples of depth competencies include (but are not limited to):

· Application Development - evidenced by knowledge of .NET (C#) or Java to create large scale OLTP systems.

· RDBMS – evidenced by knowledge of development in SQL Server, Oracle, DB2, etc.

· Data Warehousing – evidenced by knowledge of ETL, OLAP, or Reporting solutions such as SQL Server DTS, Informatica, SQL Server Analysis Services, Hyperion, Business Objects, etc.

· Enterprise Application Integration/Enterprise Service Bus – evidenced by knowledge of traditional EAI products such as Biztalk, Websphere, or Webmethods. ESB products can also be discussed such as Sonic software, or other Message Oriented Middleware (MOM) scenarios.

· Portal frameworks – evidenced by knowledge of Sharepoint, Websphere Portal, etc.)

·       Technology Breadth: Candidates understand architectural best practices and are able to apply them across a breadth of technologies to orchestrate a solution. They also have views on the future development of a technology and how it might influence current solutions. Finally, they understand the interaction between infrastructure, solution, and enterprise architecture and practices.

·         Apply architectural and engineering concepts to create a solution that is appropriately scalable, maintainable, securable, reliable, extensible, flexible, available, manageable, etc.

·         Able to think abstractly

·         Understand the capabilities and constraints of the infrastructure

·         Demonstrate broad development skills

·         Able to quickly learn new concepts and gain expertise

·       Strategy: Candidates demonstrate understanding of enterprise architectural frameworks such as TOGAF and operational frameworks such as ITIL and be able to use these frameworks in their projects. They also understand project management principals and how architects interact with project managers to deliver projects. In addition, they understand the economic dimension of projects and how costs influence the available choices for technology

·         Understand business strategy

·         Have industry knowledge of a specific industry(e.g. HIPAA, ACORD, SOX)

·         Create solution road map

·         Recognize industry trends (e.g. horizontals, verticals – wireless, storage, health care, government, defense, information services)

·         Know the product roadmap for Microsoft and other relevant vendors

·         Determine vendor pricing impact on solutions

·       Organization Dynamics: Candidates show that they are able to recognize the key stakeholders in a project and that they can work with those stakeholders to drive a project to a successful conclusion. They present the ability to pick the right battles at the right time and then recognize the political landscape that influences a project within an organization and then influnce organizational politics for the success of their projects.

·         Adeptly maneuver through politically-charged organizational situations

·         Effective in building mutual partnerships and networks with parties or organizations

·         Relationships with other architects and project stakeholder

·         Have an awareness of the internal legal organization and ensure legal guidelines are met

·         Be comfortable with compromise and conflict

·       Tactical/Process: Candidates demonstrate that they can gather and refine project requirements from both a technical and business perspective. They understand how to effectively prototype and test a solution and also showcase the talent to create effective project artifacts. Lastly, they exhibit the ability to refine project goals and the tactics necessary to achieve those goals as the project develops.

·         Gather and analyze requirements (technical, business)

·         Envision and create an infrastructure that can be implemented, and that meets requirements

·         Model the pieces of the infrastructure and their relationships, communication semantics, etc.

·         Prototype and prove the feasibility of the design

·         Create the design artifacts that are required to deliver and to maintain the infrastructure

·         See an infrastructure through to completion

·         Audit compliance with the letter and intent of the architecture

·         Review the ongoing implementation for opportunities for improvement

·         Refine the model as requirements change, implementation choices play out, etc.

·         Contribute to technical project management

·       Communication: Candidates show that they maintain well-written and accurate project documentation; they are able to present information on a technical subject in a concise and measured manner; they have the ability to influence others; they have the ability to manage conflicts effectively; and to tailor their communication to the needs of the target audience.

·         Effective listener and astute observer

·         Communicate effectively and persuasively at the audience level (executive, technical, etc.)

·         Effective mediator/conflict management

·         Able to document designs and specifications (adhering to company practices)

·         Communicate infrastructure constraints to solutions architects

·         Able to effectively facilitate meetings

Interview Process

The appearance that a candidate makes before an MCA review board takes approximately two hours with another thirty minutes used for board discussions after the candidate leaves the room. The process is divided into six stages:

·       Presentation phase - The candidate makes a 30 minute presentation to describe their solution. This is the only time that the candidate drives the session and the board does not interrupt the presentation unless they need to clarify something, such as an acronym that the candidate fails to explain. This presentation is critical because it establishes the tone and pace for the remainder of the session. Successful candidates invariably establish a rapport with the board and convey an impression that they are a master of their topic and of their solution. Like a job interview, it is best if candidates avoid controversy or claims that they cannot substantiate as this creates doubt in the minds of the board. It is preferred that the candidate finish their presentation in the allotted time. A projector and a white board will be provided. Please note that a PowerPoint presentation is not required. As a general rule, be careful with PowerPoint. Use it for diagrams to illustrate complex topics, and avoid putting the audience to sleep with PowerPoint. Your communication competency will be evaluated heavily in this phase.

·       Scenario questioning phase - The board then questions the candidate for 40 minutes about their scenario. Each board member is allotted 10 minutes to ask questions to determine whether the candidate meets a specific criterion, such as leadership. Board members are encouraged to direct the candidate into areas of technology that they are uncomfortable with. The intention here is to see whether the candidate can think on their feet in a stressful situation, has a broad view of technology, and is able to answer questions intelligently and with some confidence when challenged. Questions that are rude or that insult the candidate, his solution, or his company are not tolerated.

·       Break - The candidate leaves the room and the board members spend five minutes discussing the candidate’s strengths and weaknesses and identifying areas that need additional investigation.

·       Candidate questioning phase - The candidate returns for an additional 40 minutes of targeted questioning focused primarily on the qualifications of the candidate.

·       Closing Statement - The candidate is invited to make a closing or summary statement up to 4 minutes in length. The closing statement should focus on why the candidate believes they should be certified as a solution architect. This is the last opportunity the candidate has to influence the board, so some preparation should be put into this. Be sure to call out specific examples as proof points of the candidate’s mastery of the competencies.

·       Voting - The candidate leaves the room and the board moves to the voting process.

Many candidates will find the process exhausting because of the extended period of highly intensive interaction during their presentation and the subsequent questioning by the board. However, there is nothing really different here to the stresses and strains that many architects experience when they have to justify their work to senior management.

Voting Process

Following the second session of questions, the candidate leaves the room and the board takes an initial vote. Each of the board members votes “Pass” or “Fail” to establish a baseline of how the each board member views the candidate. The board then rates the candidate according to each of the seven core competencies. All board members’ opinions are noted and become part of the formal record of the board proceedings.

Once all the ratings against competencies are gathered, the board provides formal feedback to the candidate. The candidate’s strengths are noted but the majority of the time is spent providing specific feedback to the candidate on how he or she can improve the overall solution and presentation. The experience and qualification of the board should provide it with sufficient knowledge to submit feedback and advice that a candidate will find valuable.

The final step is the formal board vote. Normally, this reflects the initial vote taken before the feedback and assessment process, but there are instances where the discussion changes the vote positively or negatively. To pass, a candidate must receive three pass votes from the four voting members.

Interview Strategy

With good preparation and attention to detail, most candidates that are accepted into the program via the rigid program guidelines, should be able to approach an MCA board with some confidence. Microsoft will provide a mentor to every candidate upon acceptance into the program and this should assist candidates in the preparation of their solution for their formal presentation to the board. Preparation is always a key factor in achieving success. Here are some key points that candidates can take into account as they prepare for an MCA board appearance.

·       Recent project - Select a recent project for the presentation, ideally one where the candidate had significant leadership responsibility – be prepared to discuss the challenges that arose in meeting that responsibility, the internal politics, trade-offs that were made, how you communicated with senior customer management and your own management. Also, consider proposing a new architectural pattern you discovered. In some cases, you may be in a position.

·       Practice, practice, practice - Practice the presentation and make sure that you can make the major points that you consider important within 30 minutes. Again, be sure you stay to your allotted time.

·       Diagrams - Include some diagrams to illustrate the logical architecture of the solution plus some details of the solution. For example, show a UML/Visio/PowerPoint model of the interactions of the 3 logical tiers of the solution in your architecture. Be prepared to whiteboard other aspects of the project at sufficient detail to convince the board that you have deep knowledge and understanding of the solution.

·       Deployment - Present your understanding of how to take a project from concept to design to deployment and the different challenges that exist at each phase.

·       No waffling - Don’t waffle if you cannot answer a question. Acknowledge that you do not have the answer and move on. It is OK to say you don’t know something…it actually adds credibility in certain instances.

·       Future focus - Have some views on how technology will develop in the future, especially in your own areas of competence and/ore expertise, and be able to show how these developments may impact the projects and solutions that you are developing now.

·       Be able to discuss non-Microsoft products - Be prepared to discuss multiple areas of technology, including some that the board may introduce (such as a question about Linux and Open Source when you present Windows as one of your areas of competence). You have to be able to show the board that you are not a “one-hit” wonder when it comes to technology and that you possess knowledge across a wide breadth of technologies. The board you present to is made up of both Microsoft and non-Microsoft employees. Impress the board with your knowledge of architecture, not how you sold/implemented a Microsoft solution.

·       Long term relationships – Top solution architects inspire trust in the people they work with. Be able to show that you have achieved a longstanding and ongoing relationship with customers. Consultants who “hop” between projects to act as trouble shooters or in a presales role are unlikely to be as convincing during discussions about projects. If you are in a pre-sales role, be prepared to discuss a project in a “previous role” prior to the pre-sales role. If you choose to use a project/architecture you influenced in a pre-sales role, be prepared to discuss the architecture and technical challenges in-depth, and your influence on the architectural decisions (for the betterment of the architecture…not the sales quota).

·       Economic Impact - It is good to be able to show that you understand the economic impact of projects and technology as a whole. For example, understand how the return on investment is calculated, the difference between capital costs and running costs, and how to make trade-offs to meet project budgets. It is also good to be able to demonstrate awareness of the customer business environment and the dynamics that influence their business. Be mindful of how decisions impact the Enterprise beyond the project you are working on (e.g. how other projects can use the infrastructure/systems you put into place), and the impact on the ROI model for future projects.

Finally, take the time to submit timely, well-prepared documentation to the board. Submit documents that are prepared to the same level as any customer deliverable. Ensure that the documents are clear and concise, spell checked, and formatted appropriately. Apart from these points, candidates who remain calm and measured will prosper during board questioning. Confidence is a good thing when you are questioned by the board, but arrogance is usually bad unless it can be justified.

Frequently Asked Questions

Q. Where/when can I sign up?

Q. How much will the program cost?

Q. Where can I get more information on the new Microsoft Certified Architect Program?

A. Details about the cost and open enrollment process for the Microsoft Certified Architect Program are still in development. The program is expected to be live in the first half of 2006.

Q. I noticed that candidates will be assigned a mentor – what exactly does that mean?

A. Upon acceptance into the program, candidates will be assigned a mentor to help foster their success through the program's rigorous certification process. All program mentors will have already completed the certification process. Mentors will come from Microsoft as well as externally chosen sources.

Q. Does the certification cover only Microsoft Technologies?

Q. What competencies will the program address?

A. At the present time, it is expected that only about a quarter of the emphasis of a candidate's knowledge will be on Microsoft-related architecture technologies; the rest will relate to general architecture principles and best practices that aren't Microsoft specific. A candidate for the program will have to have a broad-based knowledge that extends well beyond Microsoft technologies. In addition, the non-technical skills domain that candidates will face throughout the process will be broad, including such knowledge areas as project management, decision-making, strategic thinking, and oral and verbal communication.

Q. What are the prerequisites/qualifications/ minimum requirements to enter the program?

Q. What should I be doing now to prepare for the architect certification?

Q. Who should consider the architect certification program?

A. This certification will require advanced and verifiable experience as a working architect (likely to be at least 10 years). The Microsoft Certified Architect credential will not have a prepackaged curriculum or traditional exams. Rather, candidates must demonstrate their skills and knowledge by creating architectures that solve complex business problems and then present their solutions to a board of their peer architects.

Q. When will the program be in full swing?

A. The program is expected to be live in the first half of 2006.

Q. How long will it take to obtain the new architect credential?

A. It is expected that the time to complete the program will range from 6 to 12 months but the final timeframes are still being defined.

Q. Does this mean changes to other Microsoft Certification Programs?

A. No additional changes are being announced at this moment. As has been done in the past, for example with the introduction of the MCDST certification, Microsoft will continue to respond to customer and business needs by improving the value and relevancy of certifications to business decision makers.