지금 사회에 능력자들은 아주 많습니다.it인재들도 더욱더 많아지고 있습니다.많은 it인사들은 모두 관연 it인증시험에 참가하여 자격증취득을 합니다.자기만의 자리를 확실히 지키고 더 높은 자리에 오르자면 필요한 스펙이니까요.DevOps-Leader시험은Peoplecert인증의 중요한 시험이고 또 많은 it인사들은Peoplecert자격증을 취득하려고 노력하고 있습니다.
| Section | Objectives |
|---|---|
| Target Operating Models and Organizational Design | - Designing DevOps organizations
|
| Measuring to Learn | - Metrics and feedback loops
|
| Becoming a DevOps Organization | - Organizational transformation
|
| Maintaining Energy and Momentum | - Sustaining DevOps transformation
|
| Measuring to Improve | - Continuous improvement metrics
|
| Articulating and Socializing Vision | - Communicating transformation strategy
|
| DevOps and Transformational Leadership | - Leadership principles for DevOps transformation
|
| Unlearning Behaviors | - Psychological safety and cognitive bias
|
>> DevOps-Leader시험대비 최신버전 덤프 <<
덤프는 구체적인 업데이트주기가 존재하지 않습니다. 하지만 저희는 수시로 Peoplecert DevOps-Leader 시험문제 변경을 체크하여Peoplecert DevOps-Leader덤프를 가장 최신버전으로 업데이트하도록 최선을 다하고 있습니다. Peoplecert DevOps-Leader덤프를 구매하면 1년간 업데이트될떼마다 최신버전을 구매시 사용한 메일로 전송해드립니다.
질문 # 39
Which of the following describes the model of a DevOps organization?
정답：C
설명：
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.
질문 # 40
In the Power of TED, The Empowerment Dynamic, what role does the victim from the Karpman Drama Triangle become?
정답：D
설명：
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.
질문 # 41
Which of the following is a characteristic of a well-functioning team?
정답：C
설명：
The correct answer is B because a well-functioning team has enough clarity, focus, and alignment that it is not constantly disrupted by changing priorities. In DevOps, frequent uncontrolled reprioritization damages flow, creates context switching, increases work in progress, delays completion, and weakens accountability. A team that reprioritizes infrequently is more likely to have stable goals, clear decision rules, and a shared understanding of what matters most.
The other options describe poor team functioning. A team unable to make decisions lacks autonomy or clarity.
An unaccountable team does not own outcomes or commitments. A team making slow progress toward goals may be blocked by dependencies, unclear priorities, excessive work in progress, or weak feedback loops.
This does not mean priorities never change. DevOps teams must remain responsive to customer feedback, incidents, risk, and business needs. However, effective teams manage priority changes deliberately rather than reactively. They protect focus while still learning and adapting. Relevant study guide references: Maintaining Energy and Momentum; DevOps and Transformational Leadership; Measuring to Improve; Target Operating Models and Organizational Designs.
질문 # 42
What is a mirror metric for % Rework in the context of Value Stream Mapping?
정답：C
질문 # 43
Which of the following is NOT a type of cognitive bias?
정답：B
설명：
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.
질문 # 44
......
Peoplecert인증 DevOps-Leader시험패스는 고객님의 IT업계종사자로서의 전환점이 될수 있습니다.자격증을 취득하여 승진 혹은 연봉협상 방면에서 자신만의 위치를 지키고 더욱 멋진 IT인사로 거듭날수 있도록 고고싱할수 있습니다. Fast2test의 Peoplecert인증 DevOps-Leader덤프는 시장에서 가장 최신버전으로서 시험패스를 보장해드립니다.
DevOps-Leader시험준비공부: https://kr.fast2test.com/DevOps-Leader-premium-file.html