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| Section | Weight | Objectives |
|---|---|---|
| Unlearning Behaviors | 15% | - Governance, risk and compliance in DevOps - Cognitive bias and psychological safety - Mindset and mental models |
| Leading Cultural Change | 5% | - Driving behavioural and cultural transformation - Empowerment and participation |
| Measuring to Learn | 15% | - Evaluating DevOps performance - Tools and techniques for measurement - Purpose of measurement |
| Becoming a DevOps Organisation | 15% | - DevOps principles and adoption - Building safety and continuous improvement - Differences between DevOps and traditional IT |
| DevOps and Transformational Leadership | 15% | - Transformational leadership principles - Definitions and benefits of DevOps - Leadership frameworks for change |
| Articulating and Realising Value | 10% | - Value outcomes and benefits realization - Communicating value to stakeholders - Investment cases and business justification |
| Measuring to Improve | 15% | - Avoiding measurement pitfalls - Meaningful metrics and indicators - Value stream mapping |
| Target Operating Models and Organizational Design | 10% | - Conway's Law and organizational structure - Designing DevOps-aligned operating models - Team structures and collaboration |
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NEW QUESTION # 30
Where should you start with your DevOps evolution?
Answer: B
Explanation:
The correct answer is D because DevOps evolution should begin with a value stream. DevOps is concerned with the end-to-end flow of work from idea to customer value, not merely with reorganizing departments, selecting a single application, or avoiding legacy systems. A value stream view allows leaders and teams to understand how work actually moves through the organization, where delays occur, where handoffs create friction, and where feedback is lost.
Starting with a reorganization is risky because structural change without understanding the system of work may simply recreate the same constraints in a new chart. Starting with an application can be too narrow unless it is examined within the broader value stream that delivers and operates it. Avoiding legacy systems is also not a reliable principle; legacy services may be central to business value and therefore important to include.
A value stream approach helps identify constraints, reduce waste, improve flow, and connect technical improvements to business outcomes. It also gives leaders a practical basis for measurement and improvement.
Relevant study guide references: Becoming a DevOps Organization; Measuring to Improve; Measuring to Learn; Target Operating Models and Organizational Designs.
NEW QUESTION # 31
How is traditional IT organized?
Answer: B
Explanation:
The correct answer is C because traditional IT is typically organized by function. Common examples include separate departments for development, testing, infrastructure, security, service desk, operations, architecture, change management, and release management. Each function has its own management structure, priorities, metrics, queues, and operating rhythm. This design can create specialization, but it often introduces delays, fragmented ownership, and handoffs across the delivery lifecycle.
DevOps challenges this model by focusing on end-to-end value streams and cross-functional ownership.
Instead of optimizing individual departments, DevOps seeks to optimize the whole system of work. Cross- functional cells or squads are therefore more consistent with a DevOps operating model than a traditional IT structure. Similarly, being optimized for flow and having fewer handoffs are DevOps characteristics because they support faster feedback, smaller batches, clearer accountability, and improved reliability.
Functional organization is a central reason traditional IT often struggles with slow delivery and operational instability. Work must pass between teams, creating queues, misalignment, and limited shared accountability for outcomes. Relevant study guide references: Target Operating Models and Organizational Designs; Becoming a DevOps Organization; Measuring to Improve.
NEW QUESTION # 32
Other than mapping the flow of work, what does a value stream mapping exercise jump start?
Answer: D
Explanation:
The correct answer is A because value stream mapping is not only an analytical technique; it is also a powerful cultural intervention. By bringing stakeholders together to visualize the end-to-end flow of work, it creates a common understanding of how the system really operates. This matters because different teams often see only their own part of the process and may blame other groups for delays, defects, or friction.
A shared value stream map helps replace opinion, defensiveness, and silo thinking with evidence-based discussion. It allows development, operations, security, testing, business, product, release, and support stakeholders to see the same constraints, queues, dependencies, and waste. That shared visibility can jump start cultural change because teams begin to understand that the problem is usually in the system of work, not in individual effort.
Automated metrics collection may support later improvement, but it is not the cultural effect being tested.
Vendor selection is unrelated. Moving to a product-centric model may be an eventual outcome, but the immediate jump start is shared understanding and cultural alignment. Relevant study guide references:
Measuring to Learn; Measuring to Improve; Becoming a DevOps Organization; DevOps and Transformational Leadership.
NEW QUESTION # 33
Which of the following describes a characteristic of a traditional IT organization rather than a DevOps organization?
Answer: A
Explanation:
The correct answer is C because traditional IT organizations commonly measure performance through cost control, resource utilization, capacity management, budget adherence, and departmental efficiency. These measures are not inherently useless, but they often encourage local optimization rather than end-to-end value delivery. A team may appear efficient because it is fully utilized or operating within budget, while the overall system still suffers from long lead times, excessive queues, poor feedback, and unstable releases.
A DevOps organization shifts emphasis toward flow, value, outcomes, learning, and resilience. Measuring on flow means examining how work moves from concept to customer value, including constraints, delays, handoffs, change failure, and recovery. Defining done as "value outcome realized" is also DevOps-aligned because it connects work completion to customer or business impact, not just task completion. Decentralized and continuous scheduling further reflects DevOps delivery patterns where teams release smaller changes more frequently.
Therefore, cost and capacity measurement is the characteristic most associated with traditional IT. Relevant study guide references: Target Operating Models and Organizational Designs; Measuring to Improve; Becoming a DevOps Organization.
NEW QUESTION # 34
Which of the following is a characteristic of transformation as opposed to evolution?
Answer: B
Explanation:
The correct answer is A because transformation, when contrasted with evolution, is often characterized as a deliberate, directed, and orchestrated change effort, commonly driven from the top by a senior leader or small leadership group. It is typically planned around a defined future state and mobilized through vision, sponsorship, communication, and coordinated intervention. In DevOps leadership, this distinction matters because organizations frequently describe major change programs as "transformations" when they are actively steering people, structures, practices, and technology toward a new operating model.
The other options align more closely with evolutionary change. Empowered people participating, distributed authority, and systemic thinking are characteristics of an adaptive, emergent, and organization-wide evolution.
Evolution depends on many local decisions, learning loops, experiments, and adjustments across the system rather than centralized orchestration by one individual.
A DevOps Leader must understand both modes. Transformation can create urgency and direction, but evolution helps sustain learning and adaptation. Relevant study guide references: DevOps and Transformational Leadership; Maintaining Energy and Momentum; Articulating and Socializing Vision; Unlearning Behaviors.
NEW QUESTION # 35
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