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| Section | Weight | Objectives |
|---|---|---|
| Unlearning Behaviors | 15% | - Cognitive bias and psychological safety - Mindset and mental models - Governance, risk and compliance in DevOps |
| Measuring to Improve | 15% | - Avoiding measurement pitfalls - Value stream mapping - Meaningful metrics and indicators |
| Measuring to Learn | 15% | - Evaluating DevOps performance - Purpose of measurement - Tools and techniques for measurement |
| Articulating and Realising Value | 10% | - Investment cases and business justification - Communicating value to stakeholders - Value outcomes and benefits realization |
| Target Operating Models and Organizational Design | 10% | - Designing DevOps-aligned operating models - Conway's Law and organizational structure - Team structures and collaboration |
| DevOps and Transformational Leadership | 15% | - Definitions and benefits of DevOps - Leadership frameworks for change - Transformational leadership principles |
| Leading Cultural Change | 5% | - Driving behavioural and cultural transformation - Empowerment and participation |
| Becoming a DevOps Organisation | 15% | - Differences between DevOps and traditional IT - DevOps principles and adoption - Building safety and continuous improvement |
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NEW QUESTION # 16
What does every successful DevOps transformation start with?
Answer: C
NEW QUESTION # 17
Imran is a service transition manager in the IT Operations team in a publishing house. Imran feels that he and his colleagues could be working more closely with the developers of their publishing platforms, but he cannot influence the organization model so, in his view, IT Operations will always be a centralized team.
In order to achieve his goal of working more closely with the developers, what should Imran and his colleagues NOT do?
Answer: B
Explanation:
The correct answer is D because asking developers to provide requirements on a monthly basis reinforces a traditional handoff model rather than improving collaboration. Imran's challenge is that IT Operations remains centralized, but even within that constraint, Ops can adopt DevOps-aligned working practices that bring teams closer together. Monthly requirements gathering creates batching, delayed feedback, queueing, and separation between development and operations. It treats Ops as a downstream recipient of work rather than an active partner in delivery.
The other options are constructive patterns for improving collaboration without requiring an immediate reorganization. Shared services can help development teams consume reliable operational capabilities in a self-service way. Assigning an Ops liaison to feature teams creates a stronger communication bridge and helps operational considerations enter earlier in the lifecycle. Making Ops work visible on shared Kanban boards improves transparency, coordination, and flow.
DevOps does not require every organization to adopt the same structure immediately, but it does require reducing handoffs, improving visibility, and increasing shared ownership. Relevant study guide references:
Target Operating Models and Organizational Designs; Becoming a DevOps Organization; Measuring to Improve.
NEW QUESTION # 18
Which of the following is one of the 4C's from Training from the Back of the Room?
Answer: D
Explanation:
The correct answer is D, Concrete. Training from the Back of the Room uses the 4C model: Connections, Concepts, Concrete Practice, and Conclusions. The purpose of this model is to design learning so that participants are actively engaged, connect new information to existing experience, practice the concepts, and leave with meaningful conclusions or commitments. In DevOps leadership, this matters because transformation requires learning, unlearning, and behavior change across the organization.
"Concrete" appears in the model as Concrete Practice. This is the stage where learners apply new concepts in a realistic or practical way rather than simply listening to information. For DevOps adoption, this supports experiential learning: teams do not become effective by hearing slogans about collaboration, flow, automation, or feedback; they improve by applying those ideas to real work.
Curiosity, courage, and candor are useful leadership and cultural attributes, but they are not one of the formal
4C elements in Training from the Back of the Room. Relevant study guide references: Articulating and Socializing Vision; Maintaining Energy and Momentum; Unlearning Behaviors; DevOps and Transformational Leadership.
NEW QUESTION # 19
According to Conway's Law, organizations tend to design systems that are copies of
Answer: A
Explanation:
The correct answer is C. Conway's Law states that organizations design systems that mirror their communication structures. In DevOps leadership, this principle is critical because system architecture is strongly influenced by organizational design. If teams are structured in silos, with separate development, testing, operations, security, and release functions, the technology often reflects those boundaries through handoffs, dependencies, integration delays, and fragmented ownership.
A DevOps organization attempts to reduce this friction by designing teams around products, services, or value streams. When cross-functional teams own delivery and operation end to end, the resulting systems are more likely to support fast flow, clearer accountability, and faster feedback. Conway's Law therefore explains why simply adopting tools or automation is insufficient if the underlying communication and team structures remain unchanged.
Previously designed systems, team diversity, and industry best practices may influence design choices, but they are not the central point of Conway's Law. The main leadership lesson is that organizational structure shapes technical outcomes. Relevant study guide references: Target Operating Models and Organizational Designs; Becoming a DevOps Organization; Measuring to Improve.
NEW QUESTION # 20
Which of the following is NOT a type of cognitive bias?
Answer: A
Explanation:
The correct answer is A because "Flamingo fallacy" is not a recognized cognitive bias in the context of DevOps leadership, organizational learning, or decision-making psychology. Cognitive biases are systematic patterns of deviation in judgment that can distort how individuals and groups interpret information, assess risk, make decisions, and respond to evidence. In DevOps transformation, these biases are especially important because they can reinforce legacy behaviors, prevent learning, and cause leaders to misread the real state of the organization.
The clustering illusion is a recognized bias where people perceive patterns in random or limited data. This can lead teams to infer false trends from incidents, metrics, or customer feedback. The bandwagon effect is also a recognized bias, where people adopt beliefs or behaviors because others do, rather than because evidence supports them. Risk compensation describes behavioral adjustment in response to perceived safety or risk controls and is relevant when assessing how people respond to safeguards, automation, or controls.
DevOps leaders must unlearn biased thinking by using evidence, feedback, experimentation, and diverse perspectives. Relevant study guide references: Unlearning Behaviors, Measuring to Learn, DevOps and Transformational Leadership, and Measuring to Improve.
NEW QUESTION # 21
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