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| Section | Weight | Objectives |
|---|---|---|
| Measure to Learn | 5% | - Creating a Current Value Stream Map - Avoiding Measure to Target |
| Unlearning Behaviors | 12.5% | - Governance, Risk and Compliance (GRC) and DevOps - Mindset, Mental Models and Cognitive Bias - Psychological Safety and Neuroscience |
| Target Operating Models and Organizational Design | 15% | - Desired Outcomes of DevOps - DevOps Target Operating Model Design Principles - Conway's Law |
| DevOps and Transformational Leadership | 15% | - Benefits of DevOps - Current Definitions of DevOps - Transformational Leadership |
| Measure to Improve | 5% | - Creating a Future Value Stream Map - The Improvement Kata and Experiments |
| Articulating and Socializing Vision | 15% | - Empowering People - Broadcasting Outside of Your Organization - Organizational Change in Large Enterprises |
| Becoming a DevOps Organization | 17.5% | - DevOps Kaizen - Building Safety In - How DevOps Differs |
| Maintaining Energy and Momentum | 15% | - The DevOps Business Case - Culture and Climate - A High-Trust Culture |
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NEW QUESTION # 17
What is a mirror metric for % Rework in the context of Value Stream Mapping?
Answer: C
NEW QUESTION # 18
Thierry is a salesperson at an organization that provides trading software to banking clients. His clients are telling him they are unhappy with the rate at which changes are being made to Thierry's software. Thierry can see that the IT department is extremely busy, but seems to be struggling to deliver anything.
What will help the IT department focus on delivering what the clients need?
Answer: C
Explanation:
The correct answer is A because the core issue is not that the IT department lacks activity; it is that effort is not translating into customer-valued outcomes. DevOps leadership shifts focus from local productivity, task completion, and departmental busyness toward end-to-end value delivery. A feature is not truly "done" merely because development is complete, testing has passed, or a release has occurred. It is done when the intended customer value has been realized and validated.
In this scenario, Thierry's banking clients are dissatisfied with the rate of meaningful change. The IT department appears overloaded, but the business problem is customer responsiveness. Defining done as
"customer value outcome realized" aligns IT work with client needs, improves prioritization, and encourages teams to measure outcomes rather than outputs. This helps reveal whether work is flowing to production, whether it is usable, whether it solves the customer problem, and whether feedback is being incorporated.
A "Do Not Fail" culture would likely reduce experimentation and learning. Disseminating information is useful but insufficient. Measuring cost and capacity may support planning, but it does not by itself align work to customer value. Relevant study guide areas include Becoming a DevOps Organization, Measuring to Learn, Measuring to Improve, and Articulating and Socializing Vision.
NEW QUESTION # 19
When you are putting the customer upfront and center, what shouldn't you do?
Answer: D
Explanation:
The correct answer is A because customer-centric DevOps decision-making should be based on evidence, feedback, and validated learning rather than hierarchy. The "highest paid person's opinion" problem, often called HiPPO-driven decision-making, occurs when seniority overrides customer evidence, operational data, team insight, or experiment results. This is especially harmful in DevOps evolution because it reinforces command-and-control behavior and prevents organizations from learning from the actual users of the system.
Putting the customer upfront and center means using customer feedback, telemetry, usage data, support patterns, market signals, and outcome measures to guide prioritization and improvement. Pulling improvement ideas from customers is appropriate because it connects delivery to real needs. Using live- streaming reaction and prediction services can help organizations understand behavior and sentiment quickly.
Being data-driven supports faster feedback and better product decisions.
A DevOps leader should create conditions where decisions are informed by the people closest to the customer, the work, and the evidence. Relevant study guide references: Measuring to Learn; Becoming a DevOps Organization; DevOps and Transformational Leadership; Articulating and Socializing Vision.
NEW QUESTION # 20
Batul is in trouble with her husband because she has to work on the weekend as a release is happening and it's his parents' golden wedding anniversary. Whilst Batul may not be able to fix the problem in time to get to the celebratory lunch, what should Batul encourage her organization to do?
Answer: A
Explanation:
The correct answer is D because the real problem is not Batul's individual scheduling conflict; it is the organization's release model. Weekend releases, large batches, war rooms, and extraordinary coordination are symptoms of a high-risk, low-frequency delivery process. DevOps aims to make releases routine, safe, repeatable, and sustainable by creating continuous delivery capability and releasing small increments regularly.
A continuous delivery pipeline reduces manual effort, improves confidence through automated build, test, security, and deployment steps, and enables faster feedback. Smaller releases reduce complexity and risk because each change contains less scope, is easier to understand, easier to validate, and easier to recover from if something goes wrong. This also reduces the human cost of delivery, including weekend work, overtime, burnout, and dependence on heroic individuals.
A war room may help manage a risky release, but it does not solve the systemic issue. Asking someone else to cover only transfers the burden. Moving a large release into working hours may reduce personal disruption but still preserves the risky batch size. Relevant study guide references: Becoming a DevOps Organization; Measuring to Improve; Maintaining Energy and Momentum.
NEW QUESTION # 21
Which of the following is NOT a type of cognitive bias?
Answer: B
Explanation:
The correct answer is A because "Flamingo fallacy" is not a recognized cognitive bias in the context of DevOps leadership, organizational learning, or decision-making psychology. Cognitive biases are systematic patterns of deviation in judgment that can distort how individuals and groups interpret information, assess risk, make decisions, and respond to evidence. In DevOps transformation, these biases are especially important because they can reinforce legacy behaviors, prevent learning, and cause leaders to misread the real state of the organization.
The clustering illusion is a recognized bias where people perceive patterns in random or limited data. This can lead teams to infer false trends from incidents, metrics, or customer feedback. The bandwagon effect is also a recognized bias, where people adopt beliefs or behaviors because others do, rather than because evidence supports them. Risk compensation describes behavioral adjustment in response to perceived safety or risk controls and is relevant when assessing how people respond to safeguards, automation, or controls.
DevOps leaders must unlearn biased thinking by using evidence, feedback, experimentation, and diverse perspectives. Relevant study guide references: Unlearning Behaviors, Measuring to Learn, DevOps and Transformational Leadership, and Measuring to Improve.
NEW QUESTION # 22
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