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| Section | Weight | Objectives |
|---|---|---|
| Articulating and Socializing Vision | 15% | - Broadcasting Outside of Your Organization - Organizational Change in Large Enterprises - Empowering People |
| DevOps and Transformational Leadership | 15% | - Benefits of DevOps - Transformational Leadership - Current Definitions of DevOps |
| Measure to Improve | 5% | - Creating a Future Value Stream Map - The Improvement Kata and Experiments |
| Unlearning Behaviors | 12.5% | - Psychological Safety and Neuroscience - Mindset, Mental Models and Cognitive Bias - Governance, Risk and Compliance (GRC) and DevOps |
| Maintaining Energy and Momentum | 15% | - A High-Trust Culture - Culture and Climate - The DevOps Business Case |
| Becoming a DevOps Organization | 17.5% | - How DevOps Differs - DevOps Kaizen - Building Safety In |
| Measure to Learn | 5% | - Avoiding Measure to Target - Creating a Current Value Stream Map |
| Target Operating Models and Organizational Design | 15% | - Desired Outcomes of DevOps - DevOps Target Operating Model Design Principles - Conway's Law |
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NEW QUESTION # 34
You are looking at the end-to-end value stream for the way a retail organization delivers a small enhancement to their ecommerce website. You find that the development teams involved are working in two week sprints but that the release team has a quarterly schedule.
How BEST can you describe to the teams involved what it is they need to consider?
Answer: D
Explanation:
The correct answer is B because the scenario exposes a cadence mismatch across the value stream.
Development teams are producing increments every two weeks, but the release function operates quarterly.
This means the overall system cannot deliver value at the speed of the development sprint. Work accumulates, feedback is delayed, batch sizes grow, release risk increases, and the organization loses the benefit of fast iteration.
DevOps focuses on end-to-end flow, not isolated team efficiency. A team can appear agile locally while the total value stream remains constrained by downstream scheduling, governance, testing, release, or operational practices. Working to a compatible rhythm or cadence helps align planning, development, validation, deployment, feedback, and learning. It also supports smaller batches, faster customer feedback, and reduced release risk.
Option A is too narrow because reporting does not solve the structural flow problem. Option C may be useful in some contexts, but co-location is not the primary issue presented. Option D is also too absolute; automation can help, but it will not immediately resolve a misaligned operating cadence. Relevant study guide references:
Measuring to Improve, Measuring to Learn, Becoming a DevOps Organization, and Target Operating Models and Organizational Designs.
NEW QUESTION # 35
Other than mapping the flow of work, what does a value stream mapping exercise jump start?
Answer: A
Explanation:
The correct answer is A because value stream mapping is not only an analytical technique; it is also a powerful cultural intervention. By bringing stakeholders together to visualize the end-to-end flow of work, it creates a common understanding of how the system really operates. This matters because different teams often see only their own part of the process and may blame other groups for delays, defects, or friction.
A shared value stream map helps replace opinion, defensiveness, and silo thinking with evidence-based discussion. It allows development, operations, security, testing, business, product, release, and support stakeholders to see the same constraints, queues, dependencies, and waste. That shared visibility can jump start cultural change because teams begin to understand that the problem is usually in the system of work, not in individual effort.
Automated metrics collection may support later improvement, but it is not the cultural effect being tested.
Vendor selection is unrelated. Moving to a product-centric model may be an eventual outcome, but the immediate jump start is shared understanding and cultural alignment. Relevant study guide references:
Measuring to Learn; Measuring to Improve; Becoming a DevOps Organization; DevOps and Transformational Leadership.
NEW QUESTION # 36
When an organization has adopted DevOps principles and practices, releasing a change to their applications and services can be described as which of the following?
Answer: A
Explanation:
In a mature DevOps organization, releasing change should become routine, low-risk, repeatable, and almost unremarkable - "like breathing." This reflects a shift away from large, infrequent, manually coordinated releases toward small, frequent, well-tested, automated, and observable changes. DevOps aims to make delivery safe by improving flow, feedback, collaboration, automation, deployment practices, monitoring, and learning from production.
Option A describes the traditional release pattern DevOps seeks to eliminate: large batches, long lead times, fragile deployments, and fear of failure. Option C also reflects an older operating model in which releases are treated as exceptional events requiring special windows, weekend work, and extensive coordination. Option D implies that release responsibility is isolated in a separate team, whereas DevOps promotes shared ownership across product, development, operations, security, and other stakeholders.
The key point is that DevOps does not simply accelerate release frequency; it changes the system so that frequent release becomes safe. Capabilities such as continuous integration, deployment automation, automated testing, feature flags, telemetry, rollback patterns, and blameless learning reduce the risk of change. Relevant study guide references: Becoming a DevOps Organization, Measuring to Improve, Measuring to Learn, and Target Operating Models and Organizational Designs.
NEW QUESTION # 37
What is a mirror metric for % Rework in the context of Value Stream Mapping?
Answer: C
Explanation:
The correct answer is B because "% Complete and Accurate" is effectively the mirror metric of "% Rework." In value stream mapping, teams need to understand not only how long work takes, but also the quality of the work as it moves between steps. If work arrives incomplete, incorrect, unclear, or unusable, downstream teams must spend time clarifying, correcting, or repeating work. That creates rework, delays, queues, frustration, and reduced flow efficiency.
"% Complete and Accurate" measures the proportion of work that can proceed without needing correction or additional information. A higher complete-and-accurate percentage indicates better upstream quality and smoother flow. Conversely, a high rework percentage indicates that defects, missing information, poor requirements, weak handoffs, or inadequate validation are causing work to loop backward through the system.
The other options are not the correct mirror metric. Unplanned work and planned work describe work-type allocation, not quality of transfer. Repeated work is similar in meaning to rework, but it is not the recognized inverse measurement. Relevant study guide references: Measuring to Improve; Value Stream Mapping; Measuring to Learn; Becoming a DevOps Organization.
NEW QUESTION # 38
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 # 39
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