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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Unlearning Behaviors | 12.5% | - Mindset, Mental Models and Cognitive Bias - Psychological Safety and Neuroscience - Governance, Risk and Compliance (GRC) and DevOps |
| Topic 2: Maintaining Energy and Momentum | 15% | - The DevOps Business Case - A High-Trust Culture - Culture and Climate |
| Topic 3: Target Operating Models and Organizational Design | 15% | - Conway's Law - DevOps Target Operating Model Design Principles - Desired Outcomes of DevOps |
| Topic 4: Becoming a DevOps Organization | 17.5% | - DevOps Kaizen - How DevOps Differs - Building Safety In |
| Topic 5: Articulating and Socializing Vision | 15% | - Organizational Change in Large Enterprises - Broadcasting Outside of Your Organization - Empowering People |
| Topic 6: Measure to Learn | 5% | - Avoiding Measure to Target - Creating a Current Value Stream Map |
| Topic 7: DevOps and Transformational Leadership | 15% | - Current Definitions of DevOps - Transformational Leadership - Benefits of DevOps |
| Topic 8: Measure to Improve | 5% | - Creating a Future Value Stream Map - The Improvement Kata and Experiments |
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NEW QUESTION # 25
What is a mirror metric for % Rework in the context of Value Stream Mapping?
Answer: A
Explanation:
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.
NEW QUESTION # 26
What is a characteristic of a Teal organization?
Answer: B
Explanation:
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.
NEW QUESTION # 27
Which of the following describes the model of a DevOps organization?
Answer: D
Explanation:
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.
NEW QUESTION # 28
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: A
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 # 29
What does every successful DevOps transformation start with?
Answer: C
Explanation:
The correct answer is B because successful DevOps transformation begins by understanding the value stream.
DevOps is not primarily a tooling program, a developer-led takeover of operations, or an isolated grassroots movement. It is an organizational evolution focused on improving the flow of value from idea to customer outcome while increasing quality, reliability, feedback, and learning.
A value stream mapping exercise provides the shared visibility required to start that evolution intelligently. It shows how work actually moves through the organization, where delays occur, where handoffs exist, where rework is created, where approvals slow flow, and where constraints limit delivery. Without this view, organizations often automate the wrong process, reorganize around assumptions, or invest in tools that do not address the real bottleneck.
Tools may become important later, and grassroots energy can help sustain change, but neither replaces the need for a clear view of the end-to-end system. Value stream mapping creates the factual baseline for improvement and alignment. Relevant study guide references: Becoming a DevOps Organization; Measuring to Improve; Measuring to Learn; Target Operating Models and Organizational Designs.
NEW QUESTION # 30
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