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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Unlearning Behaviors | 15% | - Mindset and mental models - Governance, risk and compliance in DevOps - Cognitive bias and psychological safety |
| Topic 2: Articulating and Realising Value | 10% | - Communicating value to stakeholders - Investment cases and business justification - Value outcomes and benefits realization |
| Topic 3: Measuring to Learn | 15% | - Tools and techniques for measurement - Purpose of measurement - Evaluating DevOps performance |
| Topic 4: Target Operating Models and Organizational Design | 10% | - Conway's Law and organizational structure - Designing DevOps-aligned operating models - Team structures and collaboration |
| Topic 5: DevOps and Transformational Leadership | 15% | - Transformational leadership principles - Definitions and benefits of DevOps - Leadership frameworks for change |
| Topic 6: Measuring to Improve | 15% | - Value stream mapping - Meaningful metrics and indicators - Avoiding measurement pitfalls |
| Topic 7: Leading Cultural Change | 5% | - Empowerment and participation - Driving behavioural and cultural transformation |
| Topic 8: Becoming a DevOps Organisation | 15% | - DevOps principles and adoption - Differences between DevOps and traditional IT - Building safety and continuous improvement |
>> DevOps-Leader Exam Sample Questions <<
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NEW QUESTION # 41
What is a mirror metric for % Rework in the context of Value Stream Mapping?
Answer: C
Explanation:
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.
NEW QUESTION # 42
Thierry is a salesperson at an organization that provides trading software to banking clients. His clients are telling him they are unhappy with the rate at which changes are being made to Thierry's software. Thierry can see that the IT department is extremely busy, but seems to be struggling to deliver anything.
What will help the IT department focus on delivering what the clients need?
Answer: A
Explanation:
The correct answer is A because the core issue is not that the IT department lacks activity; it is that effort is not translating into customer-valued outcomes. DevOps leadership shifts focus from local productivity, task completion, and departmental busyness toward end-to-end value delivery. A feature is not truly "done" merely because development is complete, testing has passed, or a release has occurred. It is done when the intended customer value has been realized and validated.
In this scenario, Thierry's banking clients are dissatisfied with the rate of meaningful change. The IT department appears overloaded, but the business problem is customer responsiveness. Defining done as
"customer value outcome realized" aligns IT work with client needs, improves prioritization, and encourages teams to measure outcomes rather than outputs. This helps reveal whether work is flowing to production, whether it is usable, whether it solves the customer problem, and whether feedback is being incorporated.
A "Do Not Fail" culture would likely reduce experimentation and learning. Disseminating information is useful but insufficient. Measuring cost and capacity may support planning, but it does not by itself align work to customer value. Relevant study guide areas include Becoming a DevOps Organization, Measuring to Learn, Measuring to Improve, and Articulating and Socializing Vision.
NEW QUESTION # 43
When preparing for a DevOps transformation, what technique can be used to create a shared vision of the need to change?
Answer: C
Explanation:
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.
NEW QUESTION # 44
What doesn't a Value Stream Map do?
Answer: C
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 # 45
Which of the following describes the model of a DevOps organization?
Answer: D
Explanation:
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.
NEW QUESTION # 46
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