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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Measure to Learn | 5% | - Avoiding Measure to Target - Creating a Current Value Stream Map |
| Topic 2: Articulating and Socializing Vision | 15% | - Empowering People - Organizational Change in Large Enterprises - Broadcasting Outside of Your Organization |
| Topic 3: Becoming a DevOps Organization | 17.5% | - Building Safety In - How DevOps Differs - DevOps Kaizen |
| Topic 4: Unlearning Behaviors | 12.5% | - Mindset, Mental Models and Cognitive Bias - Psychological Safety and Neuroscience - Governance, Risk and Compliance (GRC) and DevOps |
| Topic 5: Maintaining Energy and Momentum | 15% | - Culture and Climate - A High-Trust Culture - The DevOps Business Case |
| Topic 6: Measure to Improve | 5% | - The Improvement Kata and Experiments - Creating a Future Value Stream Map |
| Topic 7: DevOps and Transformational Leadership | 15% | - Transformational Leadership - Benefits of DevOps - Current Definitions of DevOps |
| Topic 8: Target Operating Models and Organizational Design | 15% | - DevOps Target Operating Model Design Principles - Desired Outcomes of DevOps - Conway's Law |
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NEW QUESTION # 12
What does every successful DevOps transformation start with?
Answer: C
NEW QUESTION # 13
In the Power of TED, The Empowerment Dynamic, what role does the victim from the Karpman Drama Triangle become?
Answer: C
Explanation:
The correct answer is A because in The Empowerment Dynamic, the Victim role from the Karpman Drama Triangle shifts into the Creator role. The Karpman Drama Triangle describes dysfunctional interaction patterns: Victim, Persecutor, and Rescuer. These roles reinforce blame, helplessness, dependency, and reactive behavior. In DevOps transformation, such patterns are harmful because they prevent ownership, learning, and constructive problem-solving.
The Empowerment Dynamic reframes these roles into more productive alternatives. The Victim becomes the Creator, focusing on desired outcomes, choices, and personal agency. The Persecutor becomes the Challenger, provoking growth and improvement rather than blame. The Rescuer becomes the Coach, helping others develop capability rather than creating dependency.
For DevOps leaders, this model supports unlearning behaviors that keep teams stuck in blame or helplessness.
Instead of saying "operations blocks us" or "developers keep breaking things," teams learn to ask what outcome they want, what constraints exist, and what actions they can take together. Relevant study guide references: Unlearning Behaviors; DevOps and Transformational Leadership; Maintaining Energy and Momentum.
NEW QUESTION # 14
What is a mirror metric for % Rework in the context of Value Stream Mapping?
Answer: A
NEW QUESTION # 15
When an organization has adopted DevOps principles and practices, releasing a change to their applications and services can be described as which of the following?
Answer: D
Explanation:
In a mature DevOps organization, releasing change should become routine, low-risk, repeatable, and almost unremarkable - "like breathing." This reflects a shift away from large, infrequent, manually coordinated releases toward small, frequent, well-tested, automated, and observable changes. DevOps aims to make delivery safe by improving flow, feedback, collaboration, automation, deployment practices, monitoring, and learning from production.
Option A describes the traditional release pattern DevOps seeks to eliminate: large batches, long lead times, fragile deployments, and fear of failure. Option C also reflects an older operating model in which releases are treated as exceptional events requiring special windows, weekend work, and extensive coordination. Option D implies that release responsibility is isolated in a separate team, whereas DevOps promotes shared ownership across product, development, operations, security, and other stakeholders.
The key point is that DevOps does not simply accelerate release frequency; it changes the system so that frequent release becomes safe. Capabilities such as continuous integration, deployment automation, automated testing, feature flags, telemetry, rollback patterns, and blameless learning reduce the risk of change. Relevant study guide references: Becoming a DevOps Organization, Measuring to Improve, Measuring to Learn, and Target Operating Models and Organizational Designs.
NEW QUESTION # 16
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 # 17
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