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| Section | Weight | Objectives |
|---|---|---|
| DevOps and Transformational Leadership | 15% | - Transformational Leadership - Current Definitions of DevOps - Benefits of DevOps |
| Maintaining Energy and Momentum | 15% | - The DevOps Business Case - Culture and Climate - A High-Trust Culture |
| Measure to Learn | 5% | - Creating a Current Value Stream Map - Avoiding Measure to Target |
| Measure to Improve | 5% | - Creating a Future Value Stream Map - The Improvement Kata and Experiments |
| Articulating and Socializing Vision | 15% | - Empowering People - Broadcasting Outside of Your Organization - Organizational Change in Large Enterprises |
| 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% | - DevOps Target Operating Model Design Principles - Desired Outcomes of DevOps - Conway's Law |
| Becoming a DevOps Organization | 17.5% | - DevOps Kaizen - Building Safety In - How DevOps Differs |
Peoplecert企業またはPeoplecertの製品エージェントであるいくつかの企業に参入することに決めた場合、優れた認定資格はより多くの仕事と高い地位を獲得するのに役立ちます。 Japancertは高い合格率のDevOps-Leader試験シミュレーションをリリースして、短時間で認定資格を取得できるようにします。 認定資格を取得すると、DevOps-Leader試験シミュレーションでより高い仕事または満足のいくメリットが得られます。 毎日、試験資料を選択する人がいます。 これがあなたが望むものであるなら、なぜあなたはまだためらっていますか？
質問 # 39
What is a characteristic of a high performing team according to Project Aristotle?
正解：C
解説：
The correct answer is C because Project Aristotle identified "meaning" as one of the key dynamics of effective teams. In a high-performing team, members experience the work as personally significant, worthwhile, and connected to something they value. This matters in DevOps leadership because transformation depends on committed, engaged teams that understand why their work matters to customers, the organization, and each other.
The other options directly contradict the conditions associated with strong team performance. Feeling insecure when taking risks indicates poor psychological safety, which reduces openness, experimentation, learning, and incident transparency. Being unable to count on each other violates dependability, another essential team dynamic. Unclear goals and execution plans indicate a lack of structure and clarity, which creates confusion, duplicated effort, and weak delivery focus.
For DevOps leaders, Project Aristotle reinforces that high performance is not achieved through pressure, heroics, or command-and-control behavior. It is enabled through trust, clarity, shared purpose, and meaningful work. Relevant study guide references: DevOps and Transformational Leadership, Maintaining Energy and Momentum, Articulating and Socializing Vision, and Unlearning Behaviors.
質問 # 40
What is a mirror metric for % Rework in the context of Value Stream Mapping?
正解：A
解説：
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.
質問 # 41
What is one of Kotter's principles of a Dual Operating System?
正解：C
解説：
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.
質問 # 42
Which of the following is a characteristic of a well-functioning team?
正解：A
解説：
The correct answer is B because a well-functioning team has enough clarity, focus, and alignment that it is not constantly disrupted by changing priorities. In DevOps, frequent uncontrolled reprioritization damages flow, creates context switching, increases work in progress, delays completion, and weakens accountability. A team that reprioritizes infrequently is more likely to have stable goals, clear decision rules, and a shared understanding of what matters most.
The other options describe poor team functioning. A team unable to make decisions lacks autonomy or clarity.
An unaccountable team does not own outcomes or commitments. A team making slow progress toward goals may be blocked by dependencies, unclear priorities, excessive work in progress, or weak feedback loops.
This does not mean priorities never change. DevOps teams must remain responsive to customer feedback, incidents, risk, and business needs. However, effective teams manage priority changes deliberately rather than reactively. They protect focus while still learning and adapting. Relevant study guide references: Maintaining Energy and Momentum; DevOps and Transformational Leadership; Measuring to Improve; Target Operating Models and Organizational Designs.
質問 # 43
In the Power of TED, The Empowerment Dynamic, what role does the victim from the Karpman Drama Triangle become?
正解：A
解説：
The correct answer is A because in The Empowerment Dynamic, the Victim role from the Karpman Drama Triangle shifts into the Creator role. The Karpman Drama Triangle describes dysfunctional interaction patterns: Victim, Persecutor, and Rescuer. These roles reinforce blame, helplessness, dependency, and reactive behavior. In DevOps transformation, such patterns are harmful because they prevent ownership, learning, and constructive problem-solving.
The Empowerment Dynamic reframes these roles into more productive alternatives. The Victim becomes the Creator, focusing on desired outcomes, choices, and personal agency. The Persecutor becomes the Challenger, provoking growth and improvement rather than blame. The Rescuer becomes the Coach, helping others develop capability rather than creating dependency.
For DevOps leaders, this model supports unlearning behaviors that keep teams stuck in blame or helplessness.
Instead of saying "operations blocks us" or "developers keep breaking things," teams learn to ask what outcome they want, what constraints exist, and what actions they can take together. Relevant study guide references: Unlearning Behaviors; DevOps and Transformational Leadership; Maintaining Energy and Momentum.
質問 # 44
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