当社のソフトウェアをダウンロードして30時間以内に練習する場合のみ、自信を持ってテストに参加できます。 DevOps-Leader試験トレントは期間限定の試験とオンラインエラー修正をシミュレートできるため、DevOps-Leader試験の準備にかかる時間と労力は他の学習教材よりも少なくて済みます。 20時間または30時間を費やすだけでDevOps-Leader証明書を手に入れることは非常に経済的です。これは通常、将来のキャリアにとって有益です。したがって、テストを準備するには、DevOps-Leaderガイドトレントを購入するのが最善かつ賢明な選択です。
| Section | Weight | Objectives |
|---|---|---|
| Becoming a DevOps Organisation | 15% | - DevOps principles and adoption - Differences between DevOps and traditional IT - Building safety and continuous improvement |
| Unlearning Behaviors | 15% | - Cognitive bias and psychological safety - Mindset and mental models - Governance, risk and compliance in DevOps |
| Articulating and Realising Value | 10% | - Value outcomes and benefits realization - Communicating value to stakeholders - Investment cases and business justification |
| Measuring to Improve | 15% | - Meaningful metrics and indicators - Value stream mapping - Avoiding measurement pitfalls |
| Target Operating Models and Organizational Design | 10% | - Designing DevOps-aligned operating models - Team structures and collaboration - Conway's Law and organizational structure |
| Measuring to Learn | 15% | - Tools and techniques for measurement - Purpose of measurement - Evaluating DevOps performance |
| Leading Cultural Change | 5% | - Driving behavioural and cultural transformation - Empowerment and participation |
| DevOps and Transformational Leadership | 15% | - Leadership frameworks for change - Definitions and benefits of DevOps - Transformational leadership principles |
テスト認定は、世界の労働市場で競争上の優位性を持っているか、仕事をする能力があるかどうかを証明できるため、DevOps-Leader試験は、この非常に競争の激しい言葉で現代人にとってますます重要になっていることがわかっています特定の領域、特に新しいコンピューターの時代に入ったとき。したがって、当社のDevOps-Leader練習トレントはこれらの学習グループ向けにカスタマイズされているため、より生産的かつ効率的な方法で試験に合格し、職場で成功を収めることができます。
質問 # 29
What is a characteristic of a Teal organization?
正解：A
解説：
The correct answer is D because Teal organizations are characterized by self-management, distributed authority, evolutionary purpose, and high levels of peer accountability. In a Teal model, people are not primarily controlled through rigid hierarchy, layers of middle management, or extensive command-and- control mechanisms. Instead, teams organize around shared purpose and are accountable to one another for achieving collective outcomes.
This idea is relevant to DevOps because high-performing DevOps organizations often require more autonomy, faster local decision-making, and stronger team ownership than traditional functional structures allow. Teams closest to the work need enough authority to improve flow, respond to feedback, resolve constraints, and deliver value safely. Peer accountability supports this because responsibility is embedded in the team rather than imposed only through managerial escalation.
Options A, B, and C describe more traditional or mechanistic organizational models. Viewing the organization as a machine, relying on multiple management layers, and using prevalent control mechanisms are inconsistent with Teal principles. DevOps leaders may not convert an entire enterprise to Teal, but the concepts help explain why autonomy, trust, and self-organization matter. Relevant study guide references:
Target Operating Models and Organizational Designs; DevOps and Transformational Leadership; Maintaining Energy and Momentum.
質問 # 30
How is traditional IT organized?
正解：C
解説：
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.
質問 # 31
Batul is in trouble with her husband because she has to work on the weekend as a release is happening and it's his parents' golden wedding anniversary. Whilst Batul may not be able to fix the problem in time to get to the celebratory lunch, what should Batul encourage her organization to do?
正解：C
解説：
The correct answer is D because the real problem is not Batul's individual scheduling conflict; it is the organization's release model. Weekend releases, large batches, war rooms, and extraordinary coordination are symptoms of a high-risk, low-frequency delivery process. DevOps aims to make releases routine, safe, repeatable, and sustainable by creating continuous delivery capability and releasing small increments regularly.
A continuous delivery pipeline reduces manual effort, improves confidence through automated build, test, security, and deployment steps, and enables faster feedback. Smaller releases reduce complexity and risk because each change contains less scope, is easier to understand, easier to validate, and easier to recover from if something goes wrong. This also reduces the human cost of delivery, including weekend work, overtime, burnout, and dependence on heroic individuals.
A war room may help manage a risky release, but it does not solve the systemic issue. Asking someone else to cover only transfers the burden. Moving a large release into working hours may reduce personal disruption but still preserves the risky batch size. Relevant study guide references: Becoming a DevOps Organization; Measuring to Improve; Maintaining Energy and Momentum.
質問 # 32
What is one of Kotter's principles of a Dual Operating System?
正解：D
解説：
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.
質問 # 33
Which of the following is a characteristic of a well-functioning team?
正解：C
解説：
The correct answer is B because a well-functioning team has enough clarity, focus, and alignment that it is not constantly disrupted by changing priorities. In DevOps, frequent uncontrolled reprioritization damages flow, creates context switching, increases work in progress, delays completion, and weakens accountability. A team that reprioritizes infrequently is more likely to have stable goals, clear decision rules, and a shared understanding of what matters most.
The other options describe poor team functioning. A team unable to make decisions lacks autonomy or clarity.
An unaccountable team does not own outcomes or commitments. A team making slow progress toward goals may be blocked by dependencies, unclear priorities, excessive work in progress, or weak feedback loops.
This does not mean priorities never change. DevOps teams must remain responsive to customer feedback, incidents, risk, and business needs. However, effective teams manage priority changes deliberately rather than reactively. They protect focus while still learning and adapting. Relevant study guide references: Maintaining Energy and Momentum; DevOps and Transformational Leadership; Measuring to Improve; Target Operating Models and Organizational Designs.
質問 # 34
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