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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: DevOps and Transformational Leadership | 15% | - Benefits of DevOps - Transformational Leadership - Current Definitions of DevOps |
| Topic 2: Target Operating Models and Organizational Design | 15% | - Desired Outcomes of DevOps - Conway's Law - DevOps Target Operating Model Design Principles |
| Topic 3: Becoming a DevOps Organization | 17.5% | - Building Safety In - DevOps Kaizen - How DevOps Differs |
| Topic 4: Unlearning Behaviors | 12.5% | - Psychological Safety and Neuroscience - Mindset, Mental Models and Cognitive Bias - Governance, Risk and Compliance (GRC) and DevOps |
| Topic 5: Measure to Learn | 5% | - Creating a Current Value Stream Map - Avoiding Measure to Target |
| Topic 6: Articulating and Socializing Vision | 15% | - Organizational Change in Large Enterprises - Empowering People - Broadcasting Outside of Your Organization |
| Topic 7: Maintaining Energy and Momentum | 15% | - A High-Trust Culture - Culture and Climate - The DevOps Business Case |
| Topic 8: Measure to Improve | 5% | - The Improvement Kata and Experiments - Creating a Future Value Stream Map |
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NEW QUESTION # 23
Which of the following describes the model of a DevOps organization?
Answer: D
Explanation:
The correct answer is B because DevOps organizations are typically designed around small, dedicated, cross- functional teams aligned to products, services, or value streams. These teams may be described as squads, product teams, or service-aligned teams depending on the organization's operating model. The key principle is that the team contains, or has direct access to, the skills needed to deliver and operate value with minimal handoffs.
Traditional silo-based models separate development, testing, security, release, infrastructure, and operations into different functional departments. This often creates queues, delays, conflicting priorities, weak ownership, and poor feedback. Highly matrixed organizations can also create divided accountability and slow decision-making. DevOps aims to reduce these structural frictions by improving ownership, collaboration, flow, and accountability for outcomes.
The organization construct does matter because structure strongly influences behavior. A DevOps operating model should make it easier for teams to build, test, release, operate, learn, and improve together. Small dedicated teams support faster feedback, clearer ownership, and better alignment to customer value. Relevant study guide references: Target Operating Models and Organizational Designs; Becoming a DevOps Organization; Measuring to Improve.
NEW QUESTION # 24
Which of the following is a Beyond Budgeting principle?
Answer: B
Explanation:
The correct answer is B because Beyond Budgeting promotes adaptive management, decentralized decision- making, transparency, trust, and accountable teams. It challenges traditional annual budgeting practices that rely heavily on fixed targets, centralized control, rigid planning cycles, and performance evaluation tied narrowly to budget adherence or reward mechanisms. In DevOps, this is highly relevant because fast flow and learning require funding and governance models that support adaptability.
Cultivating belonging and organizing around accountable teams aligns with DevOps operating models where teams own products, services, or value streams end to end. These teams require enough autonomy to respond to customer feedback, operational data, changing priorities, and emerging risks. Strong belonging also supports collaboration, shared purpose, and psychological safety.
Options A, C, and D reflect traditional command-and-control budgeting and governance. Rules and regulations, fixed cascaded targets, and measurement only for rewards can drive local optimization, gaming of metrics, and resistance to learning. Beyond Budgeting instead supports relative goals, dynamic planning, empowered teams, and continuous resource allocation. Relevant study guide references: Target Operating Models and Organizational Designs; Measuring to Improve; Becoming a DevOps Organization.
NEW QUESTION # 25
Which of the following is a desired outcome for DevOps?
Answer: C
Explanation:
The correct answer is A because end-to-end lifecycle accountability is a core desired outcome of DevOps.
DevOps seeks to move away from fragmented ownership, where one group builds, another tests, another releases, and another operates. Instead, teams should share responsibility for the full lifecycle of a product or service, from idea and design through development, deployment, operation, feedback, and continual improvement.
This accountability improves flow because teams no longer optimize only their local function. It also improves quality and reliability because the people creating change are connected to operational outcomes and customer feedback. When teams own the lifecycle, they are more likely to build operable, secure, observable, and supportable services. This also reduces blame between departments and encourages learning from incidents and production behavior.
The other options describe traditional constraints that DevOps tries to reduce. Dependencies between teams slow delivery and create coordination burden. Significant upfront planning can delay learning and increase batch size. Handoffs between teams introduce queues, information loss, and weak accountability. Relevant study guide references: Becoming a DevOps Organization; Target Operating Models and Organizational Designs; Measuring to Improve; Measuring to Learn.
NEW QUESTION # 26
What is one of Kotter's principles of a Dual Operating System?
Answer: D
Explanation:
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.
NEW QUESTION # 27
What does every successful DevOps transformation start with?
Answer: B
Explanation:
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.
NEW QUESTION # 28
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