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| Section | Objectives |
|---|---|
| Topic 1: Target Operating Models and Organizational Design | - Designing DevOps organizations
|
| Topic 2: Unlearning Behaviors | - Psychological safety and cognitive bias
|
| Topic 3: Articulating and Socializing Vision | - Communicating transformation strategy
|
| Topic 4: Maintaining Energy and Momentum | - Sustaining DevOps transformation
|
| Topic 5: DevOps and Transformational Leadership | - Leadership principles for DevOps transformation
|
| Topic 6: Becoming a DevOps Organization | - Organizational transformation
|
| Topic 7: Measuring to Learn | - Metrics and feedback loops
|
| Topic 8: Measuring to Improve | - Continuous improvement metrics
|
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NEW QUESTION # 40
Which of the following is one of the 4C's from Training from the Back of the Room?
Answer: A
Explanation:
The correct answer is D, Concrete. Training from the Back of the Room uses the 4C model: Connections, Concepts, Concrete Practice, and Conclusions. The purpose of this model is to design learning so that participants are actively engaged, connect new information to existing experience, practice the concepts, and leave with meaningful conclusions or commitments. In DevOps leadership, this matters because transformation requires learning, unlearning, and behavior change across the organization.
"Concrete" appears in the model as Concrete Practice. This is the stage where learners apply new concepts in a realistic or practical way rather than simply listening to information. For DevOps adoption, this supports experiential learning: teams do not become effective by hearing slogans about collaboration, flow, automation, or feedback; they improve by applying those ideas to real work.
Curiosity, courage, and candor are useful leadership and cultural attributes, but they are not one of the formal
4C elements in Training from the Back of the Room. Relevant study guide references: Articulating and Socializing Vision; Maintaining Energy and Momentum; Unlearning Behaviors; DevOps and Transformational Leadership.
NEW QUESTION # 41
How is traditional IT organized?
Answer: C
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 # 42
In Kolb's Learning Styles, when a person is thinking and watching, what are they doing?
Answer: B
Explanation:
The correct answer is B. In Kolb's Learning Styles model, "thinking and watching" corresponds to Assimilating. Kolb's model combines two dimensions: how people perceive information and how they process it. "Thinking" aligns with abstract conceptualization, while "watching" aligns with reflective observation. Together, these form the Assimilating learning style.
Assimilating learners tend to prefer logical analysis, structured models, concepts, theories, and reflective understanding. They often want to understand the "why" behind a practice before applying it. In DevOps leadership, recognizing different learning styles is useful because transformation requires people to learn new behaviors, unlearn old assumptions, and adopt new ways of working. A leader who only communicates through one style may fail to engage the whole organization.
The other styles map differently. Diverging is feeling and watching. Converging is thinking and doing.
Accommodating is feeling and doing. DevOps leaders should support learning through explanation, experimentation, reflection, practice, and feedback so that different learning preferences are addressed.
Relevant study guide references: Unlearning Behaviors; Maintaining Energy and Momentum; DevOps and Transformational Leadership.
NEW QUESTION # 43
A manufacturing organization is struggling to deliver the new features their clients are asking for in their web- based applications. When they do release a new version it usually causes incidents which result in system downtime and overtime worked by the IT operations department. Additionally, the CEO has told the IT department he is extremely worried about cyber threats and wants them to focus on this as a matter of urgency
- they are not sure how to do this as they are so busy firefighting.
How will DevOps help them?
Answer: C
Explanation:
DevOps helps this organization primarily by improving its ability to deliver technology change quickly, safely, and sustainably. The scenario describes several classic symptoms of a non-DevOps operating model:
slow feature delivery, unstable releases, production incidents, excessive operational toil, and inability to focus on strategic risk such as cybersecurity because teams are trapped in reactive firefighting. Option B is the most complete answer because DevOps is not merely automation, experimentation, or shifting support responsibility to developers. Those may be practices within a broader transformation, but the leadership objective is improved flow, reliability, feedback, resilience, and value delivery.
By adopting DevOps principles, the organization can reduce deployment risk through smaller batch sizes, better collaboration between development, operations, security, and business stakeholders, automated testing, continuous integration, continuous delivery, monitoring, and learning from incidents. Security concerns can also be addressed earlier through DevSecOps practices, integrating security controls into the delivery lifecycle rather than treating them as separate emergency work. This supports both business agility and operational stability.
Specific Study Guide alignment: Becoming a DevOps Organization; Measuring to Improve; Measuring to Learn; DevOps and Transformational Leadership.
NEW QUESTION # 44
In an organization where blame is part of the culture, what happens?
Answer: D
Explanation:
The correct answer is B. In a blame culture, open minds close. When people expect punishment, criticism, or reputational damage after mistakes, they become defensive. They hide problems, reduce transparency, avoid experimentation, and protect themselves rather than improving the system. This directly conflicts with DevOps principles of learning, psychological safety, feedback, and continuous improvement.
Blame prevents organizations from understanding the real causes of failure. Incidents in complex technology environments are rarely the result of a single person making a simple mistake. They usually emerge from system conditions such as unclear ownership, excessive work in progress, weak controls, poor feedback, brittle architecture, manual processes, or conflicting incentives. A blame culture focuses attention on individuals instead of improving those conditions.
The other options are incorrect because blame reduces learning, inquiry, and innovation. People do not ask better questions when they feel unsafe; they ask fewer questions. DevOps leaders must replace blame with blameless learning, constructive inquiry, and shared accountability. Relevant study guide references:
Unlearning Behaviors; DevOps and Transformational Leadership; Measuring to Learn; Maintaining Energy and Momentum.
NEW QUESTION # 45
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