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| Section | Objectives |
|---|---|
| Maintaining Energy and Momentum | - Sustaining DevOps transformation
|
| Becoming a DevOps Organization | - Organizational transformation
|
| Measuring to Improve | - Continuous improvement metrics
|
| Target Operating Models and Organizational Design | - Designing DevOps organizations
|
| Measuring to Learn | - Metrics and feedback loops
|
| DevOps and Transformational Leadership | - Leadership principles for DevOps transformation
|
| Unlearning Behaviors | - Psychological safety and cognitive bias
|
| Articulating and Socializing Vision | - Communicating transformation strategy
|
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NEW QUESTION # 25
When you are putting the customer upfront and center, what shouldn't you do?
Answer: B
Explanation:
The correct answer is A because customer-centric DevOps decision-making should be based on evidence, feedback, and validated learning rather than hierarchy. The "highest paid person's opinion" problem, often called HiPPO-driven decision-making, occurs when seniority overrides customer evidence, operational data, team insight, or experiment results. This is especially harmful in DevOps evolution because it reinforces command-and-control behavior and prevents organizations from learning from the actual users of the system.
Putting the customer upfront and center means using customer feedback, telemetry, usage data, support patterns, market signals, and outcome measures to guide prioritization and improvement. Pulling improvement ideas from customers is appropriate because it connects delivery to real needs. Using live- streaming reaction and prediction services can help organizations understand behavior and sentiment quickly.
Being data-driven supports faster feedback and better product decisions.
A DevOps leader should create conditions where decisions are informed by the people closest to the customer, the work, and the evidence. Relevant study guide references: Measuring to Learn; Becoming a DevOps Organization; DevOps and Transformational Leadership; Articulating and Socializing Vision.
NEW QUESTION # 26
What is a benefit of a squad model?
Answer: D
Explanation:
The correct answer is D because the squad model can both provide an effective way to scale DevOps teams and reduce the management overhead associated with silo-based structures. Squads are small, dedicated, cross- functional teams aligned to a product, service, customer journey, or value stream. They bring together the skills needed to build, test, release, operate, and improve services with fewer handoffs and less dependency on separate functional departments.
This model supports DevOps scaling because multiple squads can operate with clear ownership while coordinating through chapters, guilds, tribes, or other lightweight structures. It also reduces the overhead created by traditional silos, where work must be passed between separate teams with different priorities, queues, managers, and measures. By increasing autonomy and end-to-end accountability, squads improve flow and feedback.
Option B is incorrect because centralized control of planning is not the primary benefit of squads. In fact, DevOps-aligned squad models usually favor decentralized decision-making within aligned strategic boundaries. The goal is not uncontrolled independence, but fast local decision-making connected to shared purpose and outcomes. Relevant study guide references: Target Operating Models and Organizational Designs; Becoming a DevOps Organization; Measuring to Improve.
NEW QUESTION # 27
Which of the following describes a characteristic of a traditional IT organization rather than a DevOps organization?
Answer: A
Explanation:
The correct answer is C because traditional IT organizations commonly measure performance through cost control, resource utilization, capacity management, budget adherence, and departmental efficiency. These measures are not inherently useless, but they often encourage local optimization rather than end-to-end value delivery. A team may appear efficient because it is fully utilized or operating within budget, while the overall system still suffers from long lead times, excessive queues, poor feedback, and unstable releases.
A DevOps organization shifts emphasis toward flow, value, outcomes, learning, and resilience. Measuring on flow means examining how work moves from concept to customer value, including constraints, delays, handoffs, change failure, and recovery. Defining done as "value outcome realized" is also DevOps-aligned because it connects work completion to customer or business impact, not just task completion. Decentralized and continuous scheduling further reflects DevOps delivery patterns where teams release smaller changes more frequently.
Therefore, cost and capacity measurement is the characteristic most associated with traditional IT. Relevant study guide references: Target Operating Models and Organizational Designs; Measuring to Improve; Becoming a DevOps Organization.
NEW QUESTION # 28
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 # 29
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 # 30
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