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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Maintaining Energy and Momentum | 15% | - Culture and Climate - The DevOps Business Case - A High-Trust Culture |
| Topic 2: Target Operating Models and Organizational Design | 15% | - DevOps Target Operating Model Design Principles - Conway's Law - Desired Outcomes of DevOps |
| Topic 3: DevOps and Transformational Leadership | 15% | - Benefits of DevOps - Transformational Leadership - Current Definitions of DevOps |
| Topic 4: Articulating and Socializing Vision | 15% | - Organizational Change in Large Enterprises - Broadcasting Outside of Your Organization - Empowering People |
| Topic 5: Becoming a DevOps Organization | 17.5% | - Building Safety In - How DevOps Differs - DevOps Kaizen |
| Topic 6: Unlearning Behaviors | 12.5% | - Psychological Safety and Neuroscience - Governance, Risk and Compliance (GRC) and DevOps - Mindset, Mental Models and Cognitive Bias |
| Topic 7: Measure to Improve | 5% | - Creating a Future Value Stream Map - The Improvement Kata and Experiments |
| Topic 8: Measure to Learn | 5% | - Avoiding Measure to Target - Creating a Current Value Stream Map |
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NEW QUESTION # 31
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 # 32
What does every successful DevOps transformation start with?
Answer: C
NEW QUESTION # 33
What doesn't a Value Stream Map do?
Answer: D
Explanation:
The correct answer is D because a Value Stream Map primarily makes the current system of work visible; it does not automatically determine or implement the corrective actions required to remove waste. A value stream map helps teams see how work flows from demand to value realization, including handoffs, delays, queues, wait time, process time, rework, dependencies, and bottlenecks. This creates a shared factual basis for improvement, but the map itself is a diagnostic and collaboration tool, not a complete solution design.
Options A, B, and C describe core benefits of value stream mapping. It provides a time diagnostic by exposing elapsed time versus active work time. It helps visual collaboration because stakeholders can collectively inspect the end-to-end system rather than debating isolated departmental views. It identifies waste by surfacing non-value-adding activities, excessive approvals, rework, waiting, batching, and unnecessary handoffs.
Once waste is visible, teams can then design experiments, improvement actions, future-state maps, automation opportunities, policy changes, or organizational adjustments. Relevant study guide references:
Measuring to Improve; Measuring to Learn; Becoming a DevOps Organization; Target Operating Models and Organizational Designs.
NEW QUESTION # 34
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 # 35
In Kolb's Learning Styles, when a person is thinking and watching, what are they doing?
Answer: D
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 # 36
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