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| Section | Weight | Objectives |
|---|---|---|
| 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 |
| Measuring to Learn | 15% | - Tools and techniques for measurement - Purpose of measurement - Evaluating DevOps performance |
| Target Operating Models and Organizational Design | 10% | - Team structures and collaboration - Conway's Law and organizational structure - Designing DevOps-aligned operating models |
| Becoming a DevOps Organisation | 15% | - Differences between DevOps and traditional IT - Building safety and continuous improvement - DevOps principles and adoption |
| DevOps and Transformational Leadership | 15% | - Transformational leadership principles - Definitions and benefits of DevOps - Leadership frameworks for change |
| Unlearning Behaviors | 15% | - Cognitive bias and psychological safety - Governance, risk and compliance in DevOps - Mindset and mental models |
| Leading Cultural Change | 5% | - Empowerment and participation - Driving behavioural and cultural transformation |
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40. Frage
Which of the following is NOT a good way to transform local discoveries into global improvements?
Antwort: B
Begründung:
The correct answer is C because having multiple source code repositories for each team can reinforce fragmentation, duplication, local optimization, and knowledge silos. Transforming local discoveries into global improvements requires mechanisms that make learning visible, reusable, and accessible across the organization. Separate team-specific repositories may be appropriate in some architectures, but as stated here, the practice does not inherently help spread discoveries across teams.
The other options are DevOps-aligned mechanisms for scaling learning. ChatOps can capture operational knowledge, make collaboration visible, and support rapid incident response. Automating standard processes in reusable software helps convert local improvements into repeatable organizational capabilities. Sharing user stories and automated tests as documentation spreads understanding of expected behavior, customer needs, and quality standards.
The broader principle is that high-performing DevOps organizations create feedback loops that allow one team's learning to improve the whole system. Local discoveries should become shared assets, reusable patterns, automation, documentation, and practices. Relevant study guide references: Measuring to Learn; Measuring to Improve; Maintaining Energy and Momentum; Becoming a DevOps Organization.
41. Frage
When preparing for a DevOps transformation, what technique can be used to create a shared vision of the need to change?
Antwort: B
Begründung:
The correct answer is B because a value stream map is a strong technique for creating a shared view of why change is needed. Before a DevOps transformation can gain momentum, stakeholders must understand the current system of work: how demand enters, how work flows, where it waits, where it is handed off, where rework occurs, and where customer value is delayed. A value stream map makes these issues visible to everyone involved.
This shared visibility is important because transformation often fails when different teams hold different mental models of the problem. Development may see operations as a blocker, operations may see development as careless, and leadership may see only high-level delivery metrics. Value stream mapping helps replace assumptions and blame with a common evidence base. It allows stakeholders to see that many problems are systemic rather than caused by individual teams.
Kanban can help manage and visualize work, but the question asks about creating a shared vision of the need to change. Reengineering is broader and more disruptive. A change score card may track change but does not create the same end-to-end understanding. Relevant study guide references: Articulating and Socializing Vision; Measuring to Learn; Measuring to Improve; Becoming a DevOps Organization.
42. Frage
Which of the following describes a characteristic of a traditional IT organization rather than a DevOps organization?
Antwort: B
Begründung:
The correct answer is C because traditional IT organizations commonly measure performance through cost control, resource utilization, capacity management, budget adherence, and departmental efficiency. These measures are not inherently useless, but they often encourage local optimization rather than end-to-end value delivery. A team may appear efficient because it is fully utilized or operating within budget, while the overall system still suffers from long lead times, excessive queues, poor feedback, and unstable releases.
A DevOps organization shifts emphasis toward flow, value, outcomes, learning, and resilience. Measuring on flow means examining how work moves from concept to customer value, including constraints, delays, handoffs, change failure, and recovery. Defining done as "value outcome realized" is also DevOps-aligned because it connects work completion to customer or business impact, not just task completion. Decentralized and continuous scheduling further reflects DevOps delivery patterns where teams release smaller changes more frequently.
Therefore, cost and capacity measurement is the characteristic most associated with traditional IT. Relevant study guide references: Target Operating Models and Organizational Designs; Measuring to Improve; Becoming a DevOps Organization.
43. Frage
What is a mirror metric for % Rework in the context of Value Stream Mapping?
Antwort: A
Begründung:
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.
44. Frage
Which of the following is one of the 4C's from Training from the Back of the Room?
Antwort: C
Begründung:
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.
45. Frage
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