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| Section | Weight | Objectives |
|---|---|---|
| Becoming a DevOps Organization | 17.5% | - How DevOps Differs - Building Safety In - DevOps Kaizen |
| Articulating and Socializing Vision | 15% | - Organizational Change in Large Enterprises - Broadcasting Outside of Your Organization - Empowering People |
| DevOps and Transformational Leadership | 15% | - Current Definitions of DevOps - Benefits of DevOps - Transformational Leadership |
| Unlearning Behaviors | 12.5% | - Mindset, Mental Models and Cognitive Bias - Psychological Safety and Neuroscience - Governance, Risk and Compliance (GRC) and DevOps |
| Measure to Improve | 5% | - Creating a Future Value Stream Map - The Improvement Kata and Experiments |
| Measure to Learn | 5% | - Creating a Current Value Stream Map - Avoiding Measure to Target |
| Maintaining Energy and Momentum | 15% | - A High-Trust Culture - Culture and Climate - The DevOps Business Case |
| Target Operating Models and Organizational Design | 15% | - DevOps Target Operating Model Design Principles - Desired Outcomes of DevOps - Conway's Law |
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NEW QUESTION # 21
Where should you start with your DevOps evolution?
Answer: B
Explanation:
The correct answer is D because DevOps evolution should begin with a value stream. DevOps is concerned with the end-to-end flow of work from idea to customer value, not merely with reorganizing departments, selecting a single application, or avoiding legacy systems. A value stream view allows leaders and teams to understand how work actually moves through the organization, where delays occur, where handoffs create friction, and where feedback is lost.
Starting with a reorganization is risky because structural change without understanding the system of work may simply recreate the same constraints in a new chart. Starting with an application can be too narrow unless it is examined within the broader value stream that delivers and operates it. Avoiding legacy systems is also not a reliable principle; legacy services may be central to business value and therefore important to include.
A value stream approach helps identify constraints, reduce waste, improve flow, and connect technical improvements to business outcomes. It also gives leaders a practical basis for measurement and improvement.
Relevant study guide references: Becoming a DevOps Organization; Measuring to Improve; Measuring to Learn; Target Operating Models and Organizational Designs.
NEW QUESTION # 22
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: C
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 # 23
What doesn't a Value Stream Map do?
Answer: D
Explanation:
The correct answer is D because a Value Stream Map primarily makes the current system of work visible; it does not automatically determine or implement the corrective actions required to remove waste. A value stream map helps teams see how work flows from demand to value realization, including handoffs, delays, queues, wait time, process time, rework, dependencies, and bottlenecks. This creates a shared factual basis for improvement, but the map itself is a diagnostic and collaboration tool, not a complete solution design.
Options A, B, and C describe core benefits of value stream mapping. It provides a time diagnostic by exposing elapsed time versus active work time. It helps visual collaboration because stakeholders can collectively inspect the end-to-end system rather than debating isolated departmental views. It identifies waste by surfacing non-value-adding activities, excessive approvals, rework, waiting, batching, and unnecessary handoffs.
Once waste is visible, teams can then design experiments, improvement actions, future-state maps, automation opportunities, policy changes, or organizational adjustments. Relevant study guide references:
Measuring to Improve; Measuring to Learn; Becoming a DevOps Organization; Target Operating Models and Organizational Designs.
NEW QUESTION # 24
In the Power of TED, The Empowerment Dynamic, what role does the victim from the Karpman Drama Triangle become?
Answer: C
Explanation:
The correct answer is A because in The Empowerment Dynamic, the Victim role from the Karpman Drama Triangle shifts into the Creator role. The Karpman Drama Triangle describes dysfunctional interaction patterns: Victim, Persecutor, and Rescuer. These roles reinforce blame, helplessness, dependency, and reactive behavior. In DevOps transformation, such patterns are harmful because they prevent ownership, learning, and constructive problem-solving.
The Empowerment Dynamic reframes these roles into more productive alternatives. The Victim becomes the Creator, focusing on desired outcomes, choices, and personal agency. The Persecutor becomes the Challenger, provoking growth and improvement rather than blame. The Rescuer becomes the Coach, helping others develop capability rather than creating dependency.
For DevOps leaders, this model supports unlearning behaviors that keep teams stuck in blame or helplessness.
Instead of saying "operations blocks us" or "developers keep breaking things," teams learn to ask what outcome they want, what constraints exist, and what actions they can take together. Relevant study guide references: Unlearning Behaviors; DevOps and Transformational Leadership; Maintaining Energy and Momentum.
NEW QUESTION # 25
In Kolb's Learning Styles, when a person is thinking and watching, what are they doing?
Answer: B
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 # 26
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