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| Section | Objectives |
|---|---|
| Topic 1: DevOps and Transformational Leadership | - Leadership principles for DevOps transformation
|
| Topic 2: Maintaining Energy and Momentum | - Sustaining DevOps transformation
|
| Topic 3: Measuring to Learn | - Metrics and feedback loops
|
| Topic 4: Articulating and Socializing Vision | - Communicating transformation strategy
|
| Topic 5: Target Operating Models and Organizational Design | - Designing DevOps organizations
|
| Topic 6: Unlearning Behaviors | - Psychological safety and cognitive bias
|
| Topic 7: Becoming a DevOps Organization | - Organizational transformation
|
| Topic 8: Measuring to Improve | - Continuous improvement metrics
|
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問題 #16
Which of the following is a characteristic of a well-functioning team?
答案：B
解題說明：
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.
問題 #17
Batul is in trouble with her husband because she has to work on the weekend as a release is happening and it's his parents' golden wedding anniversary. Whilst Batul may not be able to fix the problem in time to get to the celebratory lunch, what should Batul encourage her organization to do?
答案：A
解題說明：
The correct answer is D because the real problem is not Batul's individual scheduling conflict; it is the organization's release model. Weekend releases, large batches, war rooms, and extraordinary coordination are symptoms of a high-risk, low-frequency delivery process. DevOps aims to make releases routine, safe, repeatable, and sustainable by creating continuous delivery capability and releasing small increments regularly.
A continuous delivery pipeline reduces manual effort, improves confidence through automated build, test, security, and deployment steps, and enables faster feedback. Smaller releases reduce complexity and risk because each change contains less scope, is easier to understand, easier to validate, and easier to recover from if something goes wrong. This also reduces the human cost of delivery, including weekend work, overtime, burnout, and dependence on heroic individuals.
A war room may help manage a risky release, but it does not solve the systemic issue. Asking someone else to cover only transfers the burden. Moving a large release into working hours may reduce personal disruption but still preserves the risky batch size. Relevant study guide references: Becoming a DevOps Organization; Measuring to Improve; Maintaining Energy and Momentum.
問題 #18
Which of the following describes the model of a DevOps organization?
答案：B
解題說明：
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.
問題 #19
What is one of Kotter's principles of a Dual Operating System?
答案：B
解題說明：
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.
問題 #20
Which of the following is NOT a good way to transform local discoveries into global improvements?
答案：D
解題說明：
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.
問題 #21
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