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| Section | Weight | Objectives |
|---|---|---|
| Becoming a DevOps Organisation | 15% | - Building safety and continuous improvement - DevOps principles and adoption - Differences between DevOps and traditional IT |
| Unlearning Behaviors | 15% | - Cognitive bias and psychological safety - Mindset and mental models - Governance, risk and compliance in DevOps |
| Target Operating Models and Organizational Design | 10% | - Team structures and collaboration - Conway's Law and organizational structure - Designing DevOps-aligned operating models |
| Measuring to Improve | 15% | - Value stream mapping - Avoiding measurement pitfalls - Meaningful metrics and indicators |
| DevOps and Transformational Leadership | 15% | - Transformational leadership principles - Definitions and benefits of DevOps - Leadership frameworks for change |
| Articulating and Realising Value | 10% | - Communicating value to stakeholders - Investment cases and business justification - Value outcomes and benefits realization |
| Leading Cultural Change | 5% | - Driving behavioural and cultural transformation - Empowerment and participation |
| Measuring to Learn | 15% | - Tools and techniques for measurement - Purpose of measurement - Evaluating DevOps performance |
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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
In an organization where blame is part of the culture, what happens?
Answer: A
Explanation:
The correct answer is B. In a blame culture, open minds close. When people expect punishment, criticism, or reputational damage after mistakes, they become defensive. They hide problems, reduce transparency, avoid experimentation, and protect themselves rather than improving the system. This directly conflicts with DevOps principles of learning, psychological safety, feedback, and continuous improvement.
Blame prevents organizations from understanding the real causes of failure. Incidents in complex technology environments are rarely the result of a single person making a simple mistake. They usually emerge from system conditions such as unclear ownership, excessive work in progress, weak controls, poor feedback, brittle architecture, manual processes, or conflicting incentives. A blame culture focuses attention on individuals instead of improving those conditions.
The other options are incorrect because blame reduces learning, inquiry, and innovation. People do not ask better questions when they feel unsafe; they ask fewer questions. DevOps leaders must replace blame with blameless learning, constructive inquiry, and shared accountability. Relevant study guide references:
Unlearning Behaviors; DevOps and Transformational Leadership; Measuring to Learn; Maintaining Energy and Momentum.
NEW QUESTION # 38
What is a benefit of a squad model?
Answer: B
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 # 39
What is one of Kotter's principles of a Dual Operating System?
Answer: A
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 # 40
What is a mirror metric for % Rework in the context of Value Stream Mapping?
Answer: A
NEW QUESTION # 41
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