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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Articulating and Realising Value | 10% | - Investment cases and business justification - Communicating value to stakeholders - Value outcomes and benefits realization |
| Topic 2: Measuring to Learn | 15% | - Tools and techniques for measurement - Purpose of measurement - Evaluating DevOps performance |
| Topic 3: Measuring to Improve | 15% | - Value stream mapping - Meaningful metrics and indicators - Avoiding measurement pitfalls |
| Topic 4: Becoming a DevOps Organisation | 15% | - DevOps principles and adoption - Differences between DevOps and traditional IT - Building safety and continuous improvement |
| Topic 5: DevOps and Transformational Leadership | 15% | - Definitions and benefits of DevOps - Leadership frameworks for change - Transformational leadership principles |
| Topic 6: Target Operating Models and Organizational Design | 10% | - Team structures and collaboration - Designing DevOps-aligned operating models - Conway's Law and organizational structure |
| Topic 7: Unlearning Behaviors | 15% | - Mindset and mental models - Governance, risk and compliance in DevOps - Cognitive bias and psychological safety |
| Topic 8: Leading Cultural Change | 5% | - Empowerment and participation - Driving behavioural and cultural transformation |
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NEW QUESTION # 32
Which of the following describes a characteristic of a traditional IT organization rather than a DevOps organization?
Answer: A
Explanation:
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.
NEW QUESTION # 33
What is the key metric for DevOps teams over traditional IT teams?
Answer: C
Explanation:
The key metric for DevOps teams is flow. Traditional IT management often emphasizes cost control, resource utilization, capacity, and individual productivity. While those measures can be useful, they frequently optimize local activity rather than end-to-end value delivery. DevOps instead focuses on how work flows from idea to customer outcome: how quickly, safely, and predictably value moves through the system.
Flow-oriented measurement helps leaders identify constraints, queues, handoffs, rework, excessive work in progress, long lead times, failed changes, and feedback delays. This is critical because a team may appear fully utilized and productive while customers still experience slow delivery and unstable services. DevOps teams therefore measure outcomes and system performance rather than only internal effort. Common flow- related measures include lead time, deployment frequency, change failure rate, mean time to restore service, throughput, work in progress, and wait time.
Cost and capacity are not irrelevant, but when they become the dominant measures, they can encourage silo optimization and high utilization at the expense of speed and resilience. Productivity is also difficult to interpret unless connected to value. Relevant study guide references: Measuring to Improve, Measuring to Learn, Becoming a DevOps Organization, and Target Operating Models and Organizational Designs.
NEW QUESTION # 34
In an organization where blame is part of the culture, what happens?
Answer: B
Explanation:
The correct answer is B. In a blame culture, open minds close. When people expect punishment, criticism, or reputational damage after mistakes, they become defensive. They hide problems, reduce transparency, avoid experimentation, and protect themselves rather than improving the system. This directly conflicts with DevOps principles of learning, psychological safety, feedback, and continuous improvement.
Blame prevents organizations from understanding the real causes of failure. Incidents in complex technology environments are rarely the result of a single person making a simple mistake. They usually emerge from system conditions such as unclear ownership, excessive work in progress, weak controls, poor feedback, brittle architecture, manual processes, or conflicting incentives. A blame culture focuses attention on individuals instead of improving those conditions.
The other options are incorrect because blame reduces learning, inquiry, and innovation. People do not ask better questions when they feel unsafe; they ask fewer questions. DevOps leaders must replace blame with blameless learning, constructive inquiry, and shared accountability. Relevant study guide references:
Unlearning Behaviors; DevOps and Transformational Leadership; Measuring to Learn; Maintaining Energy and Momentum.
NEW QUESTION # 35
Which of the following is NOT a good way to transform local discoveries into global improvements?
Answer: D
Explanation:
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.
NEW QUESTION # 36
Which of the following is one of the 4C's from Training from the Back of the Room?
Answer: A
Explanation:
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.
NEW QUESTION # 37
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