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| Section | Objectives |
|---|---|
| Topic 1: Maintaining Energy and Momentum | - Sustaining DevOps transformation
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| Topic 2: Unlearning Behaviors | - Psychological safety and cognitive bias
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| Topic 3: Articulating and Socializing Vision | - Communicating transformation strategy
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| Topic 4: Measuring to Improve | - Continuous improvement metrics
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| Topic 5: Becoming a DevOps Organization | - Organizational transformation
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| Topic 6: DevOps and Transformational Leadership | - Leadership principles for DevOps transformation
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| Topic 7: Target Operating Models and Organizational Design | - Designing DevOps organizations
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| Topic 8: Measuring to Learn | - Metrics and feedback loops
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NEW QUESTION # 34
Which of the following describes the model of a DevOps organization?
Answer: C
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 # 35
In Kolb's Learning Styles, when a person is thinking and watching, what are they doing?
Answer: D
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 # 36
How is traditional IT organized?
Answer: A
Explanation:
The correct answer is C because traditional IT is typically organized by function. Common examples include separate departments for development, testing, infrastructure, security, service desk, operations, architecture, change management, and release management. Each function has its own management structure, priorities, metrics, queues, and operating rhythm. This design can create specialization, but it often introduces delays, fragmented ownership, and handoffs across the delivery lifecycle.
DevOps challenges this model by focusing on end-to-end value streams and cross-functional ownership.
Instead of optimizing individual departments, DevOps seeks to optimize the whole system of work. Cross- functional cells or squads are therefore more consistent with a DevOps operating model than a traditional IT structure. Similarly, being optimized for flow and having fewer handoffs are DevOps characteristics because they support faster feedback, smaller batches, clearer accountability, and improved reliability.
Functional organization is a central reason traditional IT often struggles with slow delivery and operational instability. Work must pass between teams, creating queues, misalignment, and limited shared accountability for outcomes. Relevant study guide references: Target Operating Models and Organizational Designs; Becoming a DevOps Organization; Measuring to Improve.
NEW QUESTION # 37
Bernhard is an expert tester and whilst he likes the new model his organization has chosen, which means he is in a cross-functional team, he also misses working in a group of testers and sharing best practice and knowledge. He goes to his chapter meetups but wants a broader community to work with on the emerging artificial intelligence based testing automation tools becoming available in the market.
What could Bernhard do?
Answer: A
Explanation:
The correct answer is A because a guild is an appropriate structure for a broader community of interest that spans teams, squads, chapters, or tribes. Bernhard already participates in chapter meetups, which typically connect people with the same discipline or competency area, such as testing. However, his need is more specific and broader: collaboration around emerging AI-based testing automation tools across the organization.
A guild allows interested practitioners to voluntarily share knowledge, develop practices, explore tools, run experiments, and build capability around a shared topic. This fits the DevOps principle of enabling decentralized learning while avoiding the return to rigid functional silos. It also supports communities of practice, which help specialists maintain professional excellence while still contributing to cross-functional delivery teams.
Option B introduces unnecessary hierarchy. Option C is incorrect because squads are delivery teams, not communities for specialist knowledge sharing. Option D may help locally, but it is narrower than forming a guild and depends on the chapter lead rather than creating an open community. Relevant study guide references: Target Operating Models and Organizational Designs; Maintaining Energy and Momentum; Becoming a DevOps Organization.
NEW QUESTION # 38
What is the key metric for DevOps teams over traditional IT teams?
Answer: B
Explanation:
The key metric for DevOps teams is flow. Traditional IT management often emphasizes cost control, resource utilization, capacity, and individual productivity. While those measures can be useful, they frequently optimize local activity rather than end-to-end value delivery. DevOps instead focuses on how work flows from idea to customer outcome: how quickly, safely, and predictably value moves through the system.
Flow-oriented measurement helps leaders identify constraints, queues, handoffs, rework, excessive work in progress, long lead times, failed changes, and feedback delays. This is critical because a team may appear fully utilized and productive while customers still experience slow delivery and unstable services. DevOps teams therefore measure outcomes and system performance rather than only internal effort. Common flow- related measures include lead time, deployment frequency, change failure rate, mean time to restore service, throughput, work in progress, and wait time.
Cost and capacity are not irrelevant, but when they become the dominant measures, they can encourage silo optimization and high utilization at the expense of speed and resilience. Productivity is also difficult to interpret unless connected to value. Relevant study guide references: Measuring to Improve, Measuring to Learn, Becoming a DevOps Organization, and Target Operating Models and Organizational Designs.
NEW QUESTION # 39
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