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| Section | Weight | Objectives |
|---|---|---|
| Measuring to Learn | 15% | - Evaluating DevOps performance - Tools and techniques for measurement - Purpose of measurement |
| Articulating and Realising Value | 10% | - Value outcomes and benefits realization - Investment cases and business justification - Communicating value to stakeholders |
| DevOps and Transformational Leadership | 15% | - Transformational leadership principles - Leadership frameworks for change - Definitions and benefits of DevOps |
| Measuring to Improve | 15% | - Avoiding measurement pitfalls - Meaningful metrics and indicators - Value stream mapping |
| Becoming a DevOps Organisation | 15% | - Building safety and continuous improvement - DevOps principles and adoption - Differences between DevOps and traditional IT |
| Unlearning Behaviors | 15% | - Mindset and mental models - Governance, risk and compliance in DevOps - Cognitive bias and psychological safety |
| Target Operating Models and Organizational Design | 10% | - Designing DevOps-aligned operating models - Conway's Law and organizational structure - Team structures and collaboration |
| Leading Cultural Change | 5% | - Driving behavioural and cultural transformation - Empowerment and participation |
>> 新版Peoplecert DevOps-Leader考古題 <<
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問題 #34
What is a characteristic of a Teal organization?
答案：C
解題說明：
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.
問題 #35
Which of the following is a desired outcome for DevOps?
答案：B
解題說明：
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.
問題 #36
When an organization has adopted DevOps principles and practices, releasing a change to their applications and services can be described as which of the following?
答案：B
解題說明：
In a mature DevOps organization, releasing change should become routine, low-risk, repeatable, and almost unremarkable - "like breathing." This reflects a shift away from large, infrequent, manually coordinated releases toward small, frequent, well-tested, automated, and observable changes. DevOps aims to make delivery safe by improving flow, feedback, collaboration, automation, deployment practices, monitoring, and learning from production.
Option A describes the traditional release pattern DevOps seeks to eliminate: large batches, long lead times, fragile deployments, and fear of failure. Option C also reflects an older operating model in which releases are treated as exceptional events requiring special windows, weekend work, and extensive coordination. Option D implies that release responsibility is isolated in a separate team, whereas DevOps promotes shared ownership across product, development, operations, security, and other stakeholders.
The key point is that DevOps does not simply accelerate release frequency; it changes the system so that frequent release becomes safe. Capabilities such as continuous integration, deployment automation, automated testing, feature flags, telemetry, rollback patterns, and blameless learning reduce the risk of change. Relevant study guide references: Becoming a DevOps Organization, Measuring to Improve, Measuring to Learn, and Target Operating Models and Organizational Designs.
問題 #37
Which of the following is NOT a good way to transform local discoveries into global improvements?
答案：C
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 #38
In Kolb's Learning Styles, when a person is thinking and watching, what are they doing?
答案：C
解題說明：
The correct answer is B. In Kolb's Learning Styles model, "thinking and watching" corresponds to Assimilating. Kolb's model combines two dimensions: how people perceive information and how they process it. "Thinking" aligns with abstract conceptualization, while "watching" aligns with reflective observation. Together, these form the Assimilating learning style.
Assimilating learners tend to prefer logical analysis, structured models, concepts, theories, and reflective understanding. They often want to understand the "why" behind a practice before applying it. In DevOps leadership, recognizing different learning styles is useful because transformation requires people to learn new behaviors, unlearn old assumptions, and adopt new ways of working. A leader who only communicates through one style may fail to engage the whole organization.
The other styles map differently. Diverging is feeling and watching. Converging is thinking and doing.
Accommodating is feeling and doing. DevOps leaders should support learning through explanation, experimentation, reflection, practice, and feedback so that different learning preferences are addressed.
Relevant study guide references: Unlearning Behaviors; Maintaining Energy and Momentum; DevOps and Transformational Leadership.
問題 #39
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