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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Measure to Learn | 5% | - Creating a Current Value Stream Map - Avoiding Measure to Target |
| Topic 2: Unlearning Behaviors | 12.5% | - Governance, Risk and Compliance (GRC) and DevOps - Mindset, Mental Models and Cognitive Bias - Psychological Safety and Neuroscience |
| Topic 3: DevOps and Transformational Leadership | 15% | - Current Definitions of DevOps - Transformational Leadership - Benefits of DevOps |
| Topic 4: Maintaining Energy and Momentum | 15% | - Culture and Climate - A High-Trust Culture - The DevOps Business Case |
| Topic 5: Becoming a DevOps Organization | 17.5% | - DevOps Kaizen - Building Safety In - How DevOps Differs |
| Topic 6: Articulating and Socializing Vision | 15% | - Broadcasting Outside of Your Organization - Organizational Change in Large Enterprises - Empowering People |
| Topic 7: Target Operating Models and Organizational Design | 15% | - Conway's Law - DevOps Target Operating Model Design Principles - Desired Outcomes of DevOps |
| Topic 8: Measure to Improve | 5% | - The Improvement Kata and Experiments - Creating a Future Value Stream Map |
>> Valid DevOps-Leader Exam Question <<
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NEW QUESTION # 36
To get the most accurate picture of an organization's actual state in a DevOps evolution, why is it essential to listen to everybody that's involved, particularly those who are doing the work on a day to day basis?
Answer: C
Explanation:
The correct answer is A because a reliable DevOps assessment must expose the organization's real operating conditions, not only its intended structure, formal reports, or leadership interpretation. In DevOps evolution, leaders must understand actual flow of work, friction points, queue times, handoffs, rework, incident patterns, cultural constraints, and sources of delay. These are often most visible to the people performing the work every day: engineers, testers, service desk staff, operations teams, security practitioners, product owners, and release personnel.
Management perspectives are valuable, but they can be filtered through dashboards, status reports, escalation paths, and optimistic assumptions. Leaders may see strategic intent, while teams experience practical reality.
This is why DevOps emphasizes learning from the system of work, going to where the work happens, creating psychological safety, and listening across organizational levels. Without frontline input, transformation activity may optimize the wrong constraint or reinforce existing dysfunction.
Options B, C, and D describe valid DevOps ideas, but they do not directly explain why broad listening is essential when assessing the current state. The relevant study guide areas are Measuring to Learn, DevOps and Transformational Leadership, Becoming a DevOps Organization, and Unlearning Behaviors.
NEW QUESTION # 37
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?
Answer: A
Explanation:
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.
NEW QUESTION # 38
What does every successful DevOps transformation start with?
Answer: B
NEW QUESTION # 39
How is traditional IT organized?
Answer: B
Explanation:
The correct answer is C because traditional IT is typically organized by function. Common examples include separate departments for development, testing, infrastructure, security, service desk, operations, architecture, change management, and release management. Each function has its own management structure, priorities, metrics, queues, and operating rhythm. This design can create specialization, but it often introduces delays, fragmented ownership, and handoffs across the delivery lifecycle.
DevOps challenges this model by focusing on end-to-end value streams and cross-functional ownership.
Instead of optimizing individual departments, DevOps seeks to optimize the whole system of work. Cross- functional cells or squads are therefore more consistent with a DevOps operating model than a traditional IT structure. Similarly, being optimized for flow and having fewer handoffs are DevOps characteristics because they support faster feedback, smaller batches, clearer accountability, and improved reliability.
Functional organization is a central reason traditional IT often struggles with slow delivery and operational instability. Work must pass between teams, creating queues, misalignment, and limited shared accountability for outcomes. Relevant study guide references: Target Operating Models and Organizational Designs; Becoming a DevOps Organization; Measuring to Improve.
NEW QUESTION # 40
Which of the following is a desired outcome for DevOps?
Answer: C
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 # 41
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