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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Target Operating Models and Organizational Design | 15% | - Desired Outcomes of DevOps - DevOps Target Operating Model Design Principles - Conway's Law |
| Topic 2: Articulating and Socializing Vision | 15% | - Broadcasting Outside of Your Organization - Empowering People - Organizational Change in Large Enterprises |
| Topic 3: Maintaining Energy and Momentum | 15% | - A High-Trust Culture - The DevOps Business Case - Culture and Climate |
| Topic 4: Measure to Improve | 5% | - The Improvement Kata and Experiments - Creating a Future Value Stream Map |
| Topic 5: Unlearning Behaviors | 12.5% | - Mindset, Mental Models and Cognitive Bias - Governance, Risk and Compliance (GRC) and DevOps - Psychological Safety and Neuroscience |
| Topic 6: Measure to Learn | 5% | - Avoiding Measure to Target - Creating a Current Value Stream Map |
| Topic 7: DevOps and Transformational Leadership | 15% | - Benefits of DevOps - Transformational Leadership - Current Definitions of DevOps |
| Topic 8: Becoming a DevOps Organization | 17.5% | - Building Safety In - How DevOps Differs - DevOps Kaizen |
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NEW QUESTION # 17
Which of the following is a desired outcome for DevOps?
Answer: A
Explanation:
The correct answer is A because end-to-end lifecycle accountability is a core desired outcome of DevOps.
DevOps seeks to move away from fragmented ownership, where one group builds, another tests, another releases, and another operates. Instead, teams should share responsibility for the full lifecycle of a product or service, from idea and design through development, deployment, operation, feedback, and continual improvement.
This accountability improves flow because teams no longer optimize only their local function. It also improves quality and reliability because the people creating change are connected to operational outcomes and customer feedback. When teams own the lifecycle, they are more likely to build operable, secure, observable, and supportable services. This also reduces blame between departments and encourages learning from incidents and production behavior.
The other options describe traditional constraints that DevOps tries to reduce. Dependencies between teams slow delivery and create coordination burden. Significant upfront planning can delay learning and increase batch size. Handoffs between teams introduce queues, information loss, and weak accountability. Relevant study guide references: Becoming a DevOps Organization; Target Operating Models and Organizational Designs; Measuring to Improve; Measuring to Learn.
NEW QUESTION # 18
What doesn't help to create a culture where people feel safe to fail?
Answer: D
Explanation:
The correct answer is B because allowing leaders to punish failure directly undermines psychological safety, learning, experimentation, and transparency. A DevOps culture depends on people being willing to surface problems, admit uncertainty, report incidents, share mistakes, and test improvements. If failure is punished, teams hide information, avoid risk, reduce experimentation, and focus on self-protection rather than organizational learning.
Making experimentation time explicit supports innovation and controlled learning. Shared accountabilities and goals reduce blame between functions because teams are aligned around common outcomes rather than departmental defensiveness. Using ChatOps to swarm incidents can improve collaboration, visibility, and collective problem-solving during operational events. These practices contribute to an environment where failure is treated as information that can improve the system.
This does not mean DevOps accepts negligence or lack of discipline. It means leaders distinguish between blameworthy behavior and the normal learning that occurs in complex systems. The goal is to create conditions where teams can learn quickly and safely from failure. Punitive leadership blocks that learning cycle. Relevant study guide references: DevOps and Transformational Leadership; Unlearning Behaviors; Maintaining Energy and Momentum; Measuring to Learn.
NEW QUESTION # 19
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: D
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 # 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?
Answer: A
Explanation:
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.
NEW QUESTION # 21
What is a characteristic of a Teal organization?
Answer: D
Explanation:
The correct answer is D because Teal organizations are characterized by self-management, distributed authority, evolutionary purpose, and high levels of peer accountability. In a Teal model, people are not primarily controlled through rigid hierarchy, layers of middle management, or extensive command-and- control mechanisms. Instead, teams organize around shared purpose and are accountable to one another for achieving collective outcomes.
This idea is relevant to DevOps because high-performing DevOps organizations often require more autonomy, faster local decision-making, and stronger team ownership than traditional functional structures allow. Teams closest to the work need enough authority to improve flow, respond to feedback, resolve constraints, and deliver value safely. Peer accountability supports this because responsibility is embedded in the team rather than imposed only through managerial escalation.
Options A, B, and C describe more traditional or mechanistic organizational models. Viewing the organization as a machine, relying on multiple management layers, and using prevalent control mechanisms are inconsistent with Teal principles. DevOps leaders may not convert an entire enterprise to Teal, but the concepts help explain why autonomy, trust, and self-organization matter. Relevant study guide references:
Target Operating Models and Organizational Designs; DevOps and Transformational Leadership; Maintaining Energy and Momentum.
NEW QUESTION # 22
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