JPNTestは多くの人に便利を与えるとともに、多くの人の夢が実現させるサイトでございます。もし君はまだIT試験で心配すれば、私達JPNTestのDevOps-Leader問題集を選んでください。JPNTestは長年の研究をわたって研ITの認証試験に関する品質が高く、範囲は広い教育資料が開発しました。それは確かに君のDevOps-Leader試験に役に立つとみられます。
| Section | Weight | Objectives |
|---|---|---|
| Topic 1: DevOps and Transformational Leadership | 15% | - Benefits of DevOps - Transformational Leadership - Current Definitions of DevOps |
| Topic 2: Becoming a DevOps Organization | 17.5% | - DevOps Kaizen - How DevOps Differs - Building Safety In |
| Topic 3: Measure to Improve | 5% | - Creating a Future Value Stream Map - The Improvement Kata and Experiments |
| 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: Maintaining Energy and Momentum | 15% | - Culture and Climate - A High-Trust Culture - The DevOps Business Case |
| Topic 6: Target Operating Models and Organizational Design | 15% | - Conway's Law - Desired Outcomes of DevOps - DevOps Target Operating Model Design Principles |
| Topic 7: Measure to Learn | 5% | - Avoiding Measure to Target - Creating a Current Value Stream Map |
| Topic 8: Articulating and Socializing Vision | 15% | - Broadcasting Outside of Your Organization - Empowering People - Organizational Change in Large Enterprises |
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質問 # 30
What is a characteristic of a high performing team according to Project Aristotle?
正解：B
解説：
The correct answer is C because Project Aristotle identified "meaning" as one of the key dynamics of effective teams. In a high-performing team, members experience the work as personally significant, worthwhile, and connected to something they value. This matters in DevOps leadership because transformation depends on committed, engaged teams that understand why their work matters to customers, the organization, and each other.
The other options directly contradict the conditions associated with strong team performance. Feeling insecure when taking risks indicates poor psychological safety, which reduces openness, experimentation, learning, and incident transparency. Being unable to count on each other violates dependability, another essential team dynamic. Unclear goals and execution plans indicate a lack of structure and clarity, which creates confusion, duplicated effort, and weak delivery focus.
For DevOps leaders, Project Aristotle reinforces that high performance is not achieved through pressure, heroics, or command-and-control behavior. It is enabled through trust, clarity, shared purpose, and meaningful work. Relevant study guide references: DevOps and Transformational Leadership, Maintaining Energy and Momentum, Articulating and Socializing Vision, and Unlearning Behaviors.
質問 # 31
What doesn't help to create a culture where people feel safe to fail?
正解：D
解説：
The correct answer is B because allowing leaders to punish failure directly undermines psychological safety, learning, experimentation, and transparency. A DevOps culture depends on people being willing to surface problems, admit uncertainty, report incidents, share mistakes, and test improvements. If failure is punished, teams hide information, avoid risk, reduce experimentation, and focus on self-protection rather than organizational learning.
Making experimentation time explicit supports innovation and controlled learning. Shared accountabilities and goals reduce blame between functions because teams are aligned around common outcomes rather than departmental defensiveness. Using ChatOps to swarm incidents can improve collaboration, visibility, and collective problem-solving during operational events. These practices contribute to an environment where failure is treated as information that can improve the system.
This does not mean DevOps accepts negligence or lack of discipline. It means leaders distinguish between blameworthy behavior and the normal learning that occurs in complex systems. The goal is to create conditions where teams can learn quickly and safely from failure. Punitive leadership blocks that learning cycle. Relevant study guide references: DevOps and Transformational Leadership; Unlearning Behaviors; Maintaining Energy and Momentum; Measuring to Learn.
質問 # 32
Which of the following is NOT a good way to transform local discoveries into global improvements?
正解：C
解説：
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.
質問 # 33
Which of the following is a Beyond Budgeting principle?
正解：C
解説：
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.
質問 # 34
When you are writing a DevOps investment case, which of the following is a hard, quantifiable benefit you can state?
正解：A
解説：
The correct answer is A because revenue from accelerating time to value is a hard, quantifiable business benefit. A DevOps investment case must translate improvement activity into measurable organizational outcomes. Faster delivery of valuable functionality can directly affect revenue by enabling earlier market entry, quicker customer adoption, faster realization of product enhancements, and reduced delay cost.
Customer satisfaction, competitive advantage, and market perception are important, but they are generally softer or less directly quantifiable unless converted into measurable indicators. For example, customer satisfaction may be tracked through NPS or churn, and competitive advantage may influence revenue, but the option that most directly expresses a financial benefit is accelerated revenue from faster time to value.
DevOps leaders need this distinction when building executive support. Tooling, automation, team redesign, continuous delivery, and value stream improvement should not be justified only as technical improvements.
They should be linked to financial and operational outcomes such as increased revenue, reduced cost of delay, lower change failure cost, faster recovery, and improved capacity for innovation. Relevant study guide references: Measuring to Improve; Measuring to Learn; Becoming a DevOps Organization.
質問 # 35
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DevOps-Leader試験解説問題: https://www.jpntest.com/shiken/DevOps-Leader-mondaishu