現在、試験銀行がシミュレーションテストを提供するような統合システムを持っていることはほとんどありません。 DevOps-Leader学習ツールについて学習した後、実際のDevOps-Leader試験を刺激することの重要性が徐々に認識されます。この機能により、練習システムがどのように動作するかを簡単に把握し、DevOps-Leader試験に関する中核的な知識を得ることができます。さらに、実際の試験環境にいるときは、質問への回答の速度と品質を制御し、エクササイズの良い習慣を身に付けることを学ぶことができます。そのため、DevOps-Leader試験に合格できます。
| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Measure to Improve | 5% | - The Improvement Kata and Experiments - Creating a Future Value Stream Map |
| Topic 2: Target Operating Models and Organizational Design | 15% | - DevOps Target Operating Model Design Principles - Desired Outcomes of DevOps - Conway's Law |
| Topic 3: Unlearning Behaviors | 12.5% | - Psychological Safety and Neuroscience - Governance, Risk and Compliance (GRC) and DevOps - Mindset, Mental Models and Cognitive Bias |
| Topic 4: Articulating and Socializing Vision | 15% | - Broadcasting Outside of Your Organization - Organizational Change in Large Enterprises - Empowering People |
| Topic 5: Maintaining Energy and Momentum | 15% | - Culture and Climate - A High-Trust Culture - The DevOps Business Case |
| Topic 6: DevOps and Transformational Leadership | 15% | - Benefits of DevOps - Current Definitions of DevOps - Transformational Leadership |
| Topic 7: Becoming a DevOps Organization | 17.5% | - DevOps Kaizen - Building Safety In - How DevOps Differs |
| Topic 8: Measure to Learn | 5% | - Avoiding Measure to Target - Creating a Current Value Stream Map |
DevOps-Leader証明書は、クライアントの知識と実用能力を向上させる実用性と役割のため、多数の証明書の中でも際立っています。テストDevOps-Leader証明書を所有することは、クライアントが仕事を見つけ、クライアントが有能な人々であることの証拠を見つけるときに重いコーリングカードを所有することと同じです。 DevOps-Leaderクイズ準備は、クライアントがテストの準備をするのに最適なオプションです。 DevOps-Leader学習資料は、高い合格率とヒット率を高めます。クライアントは、それらを使用した後に高く評価し、DevOps-Leader認定に合格するための重要なツールとして認識します。
質問 # 16
Which of the following is NOT a type of cognitive bias?
正解：B
解説：
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.
質問 # 17
Which of the following is a Beyond Budgeting principle?
正解：A
解説：
The correct answer is B because Beyond Budgeting promotes adaptive management, decentralized decision- making, transparency, trust, and accountable teams. It challenges traditional annual budgeting practices that rely heavily on fixed targets, centralized control, rigid planning cycles, and performance evaluation tied narrowly to budget adherence or reward mechanisms. In DevOps, this is highly relevant because fast flow and learning require funding and governance models that support adaptability.
Cultivating belonging and organizing around accountable teams aligns with DevOps operating models where teams own products, services, or value streams end to end. These teams require enough autonomy to respond to customer feedback, operational data, changing priorities, and emerging risks. Strong belonging also supports collaboration, shared purpose, and psychological safety.
Options A, C, and D reflect traditional command-and-control budgeting and governance. Rules and regulations, fixed cascaded targets, and measurement only for rewards can drive local optimization, gaming of metrics, and resistance to learning. Beyond Budgeting instead supports relative goals, dynamic planning, empowered teams, and continuous resource allocation. Relevant study guide references: Target Operating Models and Organizational Designs; Measuring to Improve; Becoming a DevOps Organization.
質問 # 18
Which of the following describes the model of a DevOps organization?
正解：C
解説：
The correct answer is B because DevOps organizations are typically designed around small, dedicated, cross- functional teams aligned to products, services, or value streams. These teams may be described as squads, product teams, or service-aligned teams depending on the organization's operating model. The key principle is that the team contains, or has direct access to, the skills needed to deliver and operate value with minimal handoffs.
Traditional silo-based models separate development, testing, security, release, infrastructure, and operations into different functional departments. This often creates queues, delays, conflicting priorities, weak ownership, and poor feedback. Highly matrixed organizations can also create divided accountability and slow decision-making. DevOps aims to reduce these structural frictions by improving ownership, collaboration, flow, and accountability for outcomes.
The organization construct does matter because structure strongly influences behavior. A DevOps operating model should make it easier for teams to build, test, release, operate, learn, and improve together. Small dedicated teams support faster feedback, clearer ownership, and better alignment to customer value. Relevant study guide references: Target Operating Models and Organizational Designs; Becoming a DevOps Organization; Measuring to Improve.
質問 # 19
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?
正解：D
解説：
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.
質問 # 20
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?
正解：D
解説：
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.
質問 # 21
......
今の社会では、高い効率の仕方を慣れんでいます。あなたはPeoplecertのDevOps-Leader資格認定のために、他人より多くの時間をかかるんですか？JPNTestのDevOps-Leader問題集を紹介させてください。DevOps-Leaderは専門家たちが長年の経験で研究分析した勉強資料です。受験生のあなたを助けて時間とお金を節約したり、DevOps-Leader試験に速く合格すると保証します。
DevOps-Leader問題と解答: https://www.jpntest.com/shiken/DevOps-Leader-mondaishu