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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Measuring to Improve | 15% | - Meaningful metrics and indicators - Value stream mapping - Avoiding measurement pitfalls |
| Topic 2: Target Operating Models and Organizational Design | 10% | - Team structures and collaboration - Designing DevOps-aligned operating models - Conway's Law and organizational structure |
| Topic 3: Becoming a DevOps Organisation | 15% | - Differences between DevOps and traditional IT - Building safety and continuous improvement - DevOps principles and adoption |
| Topic 4: Measuring to Learn | 15% | - Purpose of measurement - Tools and techniques for measurement - Evaluating DevOps performance |
| Topic 5: Leading Cultural Change | 5% | - Driving behavioural and cultural transformation - Empowerment and participation |
| Topic 6: DevOps and Transformational Leadership | 15% | - Transformational leadership principles - Definitions and benefits of DevOps - Leadership frameworks for change |
| Topic 7: Articulating and Realising Value | 10% | - Communicating value to stakeholders - Investment cases and business justification - Value outcomes and benefits realization |
| Topic 8: Unlearning Behaviors | 15% | - Cognitive bias and psychological safety - Governance, risk and compliance in DevOps - Mindset and mental models |
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質問 # 25
What does every successful DevOps transformation start with?
正解：D
解説：
The correct answer is B because successful DevOps transformation begins by understanding the value stream.
DevOps is not primarily a tooling program, a developer-led takeover of operations, or an isolated grassroots movement. It is an organizational evolution focused on improving the flow of value from idea to customer outcome while increasing quality, reliability, feedback, and learning.
A value stream mapping exercise provides the shared visibility required to start that evolution intelligently. It shows how work actually moves through the organization, where delays occur, where handoffs exist, where rework is created, where approvals slow flow, and where constraints limit delivery. Without this view, organizations often automate the wrong process, reorganize around assumptions, or invest in tools that do not address the real bottleneck.
Tools may become important later, and grassroots energy can help sustain change, but neither replaces the need for a clear view of the end-to-end system. Value stream mapping creates the factual baseline for improvement and alignment. Relevant study guide references: Becoming a DevOps Organization; Measuring to Improve; Measuring to Learn; Target Operating Models and Organizational Designs.
質問 # 26
Which of the following is NOT a type of cognitive bias?
正解：B
解説：
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.
質問 # 27
What is one of Kotter's principles of a Dual Operating System?
正解：D
解説：
The correct answer is D. Kotter's Dual Operating System emphasizes the need to run transformation through a second, more agile network alongside the traditional hierarchy. One of its principles is a "get-to" mindset rather than a "have-to" mindset. This means people participate because they are emotionally and intellectually committed to the opportunity, not simply because management has mandated compliance.
This is highly relevant to DevOps leadership because sustainable change cannot be achieved only through policy, structure, or tool adoption. Teams must understand the purpose of the transformation and feel motivated to contribute to better flow, faster feedback, improved resilience, and customer value. A "get-to" mindset creates voluntary energy, ownership, and momentum.
The other options are incorrect. Kotter does not advocate more management or simply enhancing hierarchy.
Nor is transformation only "head driven"; successful change engages both head and heart. Relevant study guide references: Maintaining Energy and Momentum; DevOps and Transformational Leadership; Articulating and Socializing Vision.
質問 # 28
Where should you start with your DevOps evolution?
正解：D
解説：
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.
質問 # 29
Other than mapping the flow of work, what does a value stream mapping exercise jump start?
正解：B
解説：
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.
質問 # 30
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