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| Section | Weight | Objectives |
|---|---|---|
| Unlearning Behaviors | 12.5% | - Psychological Safety and Neuroscience - Mindset, Mental Models and Cognitive Bias - Governance, Risk and Compliance (GRC) and DevOps |
| Target Operating Models and Organizational Design | 15% | - Conway's Law - DevOps Target Operating Model Design Principles - Desired Outcomes of DevOps |
| Articulating and Socializing Vision | 15% | - Organizational Change in Large Enterprises - Empowering People - Broadcasting Outside of Your Organization |
| Measure to Learn | 5% | - Avoiding Measure to Target - Creating a Current Value Stream Map |
| Becoming a DevOps Organization | 17.5% | - Building Safety In - DevOps Kaizen - How DevOps Differs |
| Maintaining Energy and Momentum | 15% | - A High-Trust Culture - The DevOps Business Case - Culture and Climate |
| DevOps and Transformational Leadership | 15% | - Benefits of DevOps - Current Definitions of DevOps - Transformational Leadership |
| Measure to Improve | 5% | - Creating a Future Value Stream Map - The Improvement Kata and Experiments |
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NEW QUESTION # 32
Which is NOT a characteristic of a DevOps culture?
Answer: C
Explanation:
The correct answer is D because DevOps culture depends on cross-functional collaboration. DevOps emerged to reduce the friction created by separated development, operations, testing, security, release, and business functions. When collaboration is discouraged, teams revert to silos, handoffs, blame, delayed feedback, and local optimization. That is the opposite of the cultural intent of DevOps.
The other options are positive DevOps cultural characteristics. Viewing failure as a learning opportunity supports psychological safety, experimentation, incident learning, and continuous improvement. Welcoming new ideas encourages innovation and helps teams challenge legacy assumptions. Sharing risks and responsibilities creates alignment across functions and reduces the "throw it over the wall" mentality that often exists in traditional IT.
A DevOps culture does not mean absence of discipline or accountability. It means teams use transparency, shared goals, evidence, and feedback to improve the system of work. Leaders should actively encourage collaboration across product, development, operations, security, and business stakeholders so that outcomes are owned collectively. Relevant study guide references: DevOps and Transformational Leadership; Unlearning Behaviors; Becoming a DevOps Organization; Maintaining Energy and Momentum.
NEW QUESTION # 33
What is one of Kotter's principles of a Dual Operating System?
Answer: B
Explanation:
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.
NEW QUESTION # 34
Where should you start with your DevOps evolution?
Answer: A
Explanation:
The correct answer is D because DevOps evolution should begin with a value stream. DevOps is concerned with the end-to-end flow of work from idea to customer value, not merely with reorganizing departments, selecting a single application, or avoiding legacy systems. A value stream view allows leaders and teams to understand how work actually moves through the organization, where delays occur, where handoffs create friction, and where feedback is lost.
Starting with a reorganization is risky because structural change without understanding the system of work may simply recreate the same constraints in a new chart. Starting with an application can be too narrow unless it is examined within the broader value stream that delivers and operates it. Avoiding legacy systems is also not a reliable principle; legacy services may be central to business value and therefore important to include.
A value stream approach helps identify constraints, reduce waste, improve flow, and connect technical improvements to business outcomes. It also gives leaders a practical basis for measurement and improvement.
Relevant study guide references: Becoming a DevOps Organization; Measuring to Improve; Measuring to Learn; Target Operating Models and Organizational Designs.
NEW QUESTION # 35
Which of the following is NOT a type of cognitive bias?
Answer: D
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 # 36
When you are writing a DevOps investment case, which of the following is a hard, quantifiable benefit you can state?
Answer: C
Explanation:
The correct answer is A because revenue from accelerating time to value is a hard, quantifiable business benefit. A DevOps investment case must translate improvement activity into measurable organizational outcomes. Faster delivery of valuable functionality can directly affect revenue by enabling earlier market entry, quicker customer adoption, faster realization of product enhancements, and reduced delay cost.
Customer satisfaction, competitive advantage, and market perception are important, but they are generally softer or less directly quantifiable unless converted into measurable indicators. For example, customer satisfaction may be tracked through NPS or churn, and competitive advantage may influence revenue, but the option that most directly expresses a financial benefit is accelerated revenue from faster time to value.
DevOps leaders need this distinction when building executive support. Tooling, automation, team redesign, continuous delivery, and value stream improvement should not be justified only as technical improvements.
They should be linked to financial and operational outcomes such as increased revenue, reduced cost of delay, lower change failure cost, faster recovery, and improved capacity for innovation. Relevant study guide references: Measuring to Improve; Measuring to Learn; Becoming a DevOps Organization.
NEW QUESTION # 37
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