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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Target Operating Models and Organizational Design | 10% | - Conway's Law and organizational structure - Team structures and collaboration - Designing DevOps-aligned operating models |
| Topic 2: DevOps and Transformational Leadership | 15% | - Transformational leadership principles - Definitions and benefits of DevOps - Leadership frameworks for change |
| Topic 3: Leading Cultural Change | 5% | - Driving behavioural and cultural transformation - Empowerment and participation |
| Topic 4: Becoming a DevOps Organisation | 15% | - DevOps principles and adoption - Building safety and continuous improvement - Differences between DevOps and traditional IT |
| Topic 5: Articulating and Realising Value | 10% | - Communicating value to stakeholders - Value outcomes and benefits realization - Investment cases and business justification |
| Topic 6: Unlearning Behaviors | 15% | - Governance, risk and compliance in DevOps - Mindset and mental models - Cognitive bias and psychological safety |
| Topic 7: Measuring to Improve | 15% | - Value stream mapping - Meaningful metrics and indicators - Avoiding measurement pitfalls |
| Topic 8: Measuring to Learn | 15% | - Evaluating DevOps performance - Tools and techniques for measurement - Purpose of measurement |
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NEW QUESTION # 22
Which of the following is one of the 4C's from Training from the Back of the Room?
Answer: D
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 # 23
Where should you start with your DevOps evolution?
Answer: D
Explanation:
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.
NEW QUESTION # 24
In Kolb's Learning Styles, when a person is thinking and watching, what are they doing?
Answer: A
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 # 25
Which of the following is NOT a good way to transform local discoveries into global improvements?
Answer: C
Explanation:
The correct answer is C because having multiple source code repositories for each team can reinforce fragmentation, duplication, local optimization, and knowledge silos. Transforming local discoveries into global improvements requires mechanisms that make learning visible, reusable, and accessible across the organization. Separate team-specific repositories may be appropriate in some architectures, but as stated here, the practice does not inherently help spread discoveries across teams.
The other options are DevOps-aligned mechanisms for scaling learning. ChatOps can capture operational knowledge, make collaboration visible, and support rapid incident response. Automating standard processes in reusable software helps convert local improvements into repeatable organizational capabilities. Sharing user stories and automated tests as documentation spreads understanding of expected behavior, customer needs, and quality standards.
The broader principle is that high-performing DevOps organizations create feedback loops that allow one team's learning to improve the whole system. Local discoveries should become shared assets, reusable patterns, automation, documentation, and practices. Relevant study guide references: Measuring to Learn; Measuring to Improve; Maintaining Energy and Momentum; Becoming a DevOps Organization.
NEW QUESTION # 26
Which of the following is a stakeholder type in the Bateson Stakeholder Map?
Answer: B
Explanation:
The correct answer is A, Ambassador. In DevOps transformation, stakeholder mapping is used to understand influence, commitment, resistance, advocacy, and the social dynamics that affect change adoption. An ambassador represents a stakeholder type that can positively influence others, communicate the transformation message, model desired behaviors, and help socialize the vision across teams and organizational boundaries.
This is especially important because DevOps evolution is not simply a technical implementation; it is a leadership-led organizational change. Leaders must identify who can sponsor, advocate, reinforce, or obstruct the change. Ambassadors are valuable because they extend leadership reach and help build credibility among peer groups. They can translate the DevOps vision into practical team-level language and reduce dependency on top-down communication.
"Victim" and "Rescuer" are more closely associated with dysfunctional interaction patterns such as the drama triangle, not a constructive stakeholder category in this context. "Coach" may be a useful change role, but it is not the stakeholder type being tested here. Relevant study guide references: Articulating and Socializing Vision; DevOps and Transformational Leadership; Maintaining Energy and Momentum.
NEW QUESTION # 27
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